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(3116, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'The Storenvy Online Market place is a virtual mall brimming with funky fashions and jewelry, nifty gizmos, artisan soaps and other eclectic merchandise from some 52,000 independent retailers. And now this San Francisco-based dot-com which enables shoppers to fine-tune the stuff they see by \"envying\" the products in the manner of a Facebook \"like\" - is bringing its user-driven model to the brick and-mortar world. Storenvy\'s 1,700-square-foot store opened at the beginning of the year in downtown San Francisco\'s Crocker Galleria. Initially, the idea was for a popup shop on a 30-day trial run, bur shoppers at the boutique-focused mall responded so enthusiastically that the plans were quickly changed, says founder and CEO Jon Crawford. \"Crocker Galleria came to us and said, \'Hey, we love you guys and want you to stay,\'\" he said.</br>\nAll the merchants in the physical store are popular sellers at Storenvy.com, which launched in 2009 and now has upwards of one million registered shoppers. These plugged-in users create detailed profiles and curate the products they peruse by envying their favorite items and merchants and following other shoppers whose tastes jibe with their own. These users spend some $2.5 million in total with Storenvy sellers in a given month, according to Crawford. At the Crocker Galleria store, meanwhile, Storenvy strives to maintain a similarly engaging mix by frequently varying the offering. \"Every 30 clays we roll in a new batch of five or six of our online merchants into the space,\" Crawford said. The company, named one of Forbes magazine\'s 10 Greatest Industry-Disrupting Startups of 2012, has thus far attracted some $6.5 million in venture capital from the likes of First Round Capital, Intel Capital, Kleiner Perkins Caufield &amp; Byers and Spark Capital. The company is open to launching additional stores, Crawford says.</br>\n\nWhile Storenvy specializes in what Crawford describes as \"unique, original and authentic stores and artists,\" a big reason for its success is the way it handles \"discovery\": the process whereby users learn about particular merchants and products. Whether browsing online or in the physical world, shoppers face the overwhelming conundrum of figuring out exactly what to buy amid nearly unlimited options. \"Discovery is the final frontier of retail shopping,\" Crawford said. \"If you know where the cool things are, and the right things are put in front of you more often, you\'ll actually spend more of your money.\" Sites like Amazon.com and Netflix try to tackle this challenge by monitoring the browsing and buying habits of the users and by tailoring the product pitches to match. Storenvy\' model is more like that of the blogging website Tumblr, which makes it easy for people to share their favorite finds with their social-media friends. \"We believe that crowd-curating through social [medial] is one of the most scalable forms of discovery,\" Crawford said. \"It is just a lot more interesting to pair you up with people who have similar styles, tastes and moral views as you do. Whatever they think is cool, you get to see.\"</br>\n\nNot all tech startup stay around for the long haul, but Storenvy\'s use of a social-media-like model to curate merchandise offerings is intriguing, says Joseph Bona, president of branded environments at CBX, a New York City-based branding and retail-design consulting firm. \"Given the homogenization and commoditization in conventional retailing today, many retailers are struggling to give people a reason to walk through the door,\" Bona said. \"Arguably, staying the same is no longer a viable option in retailing today. A model in which the fast-turning merchandise on the shelf is partly or wholly determined by shoppers\' \'likes\' - that is different and unusual.\" In today\'s world of omni-channel retailing, it makes sense for independent retailers to use tools like Storenvy to gain a foothold online, Bona say. Storenvy builds customized, e-commerce- enabled websites for its sellers for free, making money by charging for upgrades and, starting in January, by taking a cut of any sales that occur in Storenvy\'s separate online marketplace. \"You never know which of these tech tools will explode to become the next big thing,\" Bona said. \"But when these tools are affordable and showing signs of growth, smaller retailers have every reason to experiment and try to leverage interesting online channels, in addition to the brick-and-mortar side.\"</br>\n\nJust about any seller can join the site, and many of these independent retailers do lease space at shopping centers, Crawford says. He is a web designer and engineer who conceived of Storenvy while building online tares for small businesses. \"These were all really passionate people who just wanted to sell their stuff on the Internet and create a branded retail experience online,\" he said. \"They didn\'t want to be on eBay or Amazon, because they did not feel like it fit their brand experience.\" Crawford says he grew increasingly annoyed that there was no easy way for these smaller stores to launch attractive, ecommerce- enabled websites without first sorting thorough costly and time-consuming issues- multiple decisions related to such things as web-hosting and publishing, and payment-processing. Even today small businesses pay specialists huge sums to launch a website when there are simpler solutions available, Crawford says. \"You don\'t have to pay someone to build your online store from scratch,\" he said. We see people spending $5,000 or $10,000 to get a website built that they cannot even update themselves. That makes us very sad. These people could be empowered by using a platform like Storenvy.\"</br>\n\nThe Storenvy online marketplace aims to help smaller retailers solve another problem: attracting the attention of target customers. \"People end up making sales through Storenvy.com in addition to the sales that they are driving tl1rough the customized websites that we create for them,\" Crawford said.</br>\n\nStorenvy currently employs l8 people and has plans to add 15 or 20 more over the next year or so, Crawford says. \"We are in business to help people express their ideas and create amazing online businesses,\" he said. \"And we\'re just warming up. The product that is online right now is just the beginning. We\'re learning a lot about physical retail, discovery, storytelling and mobile. We invite people who want to create strong community and tell their stories to be part of what we\'re doing.\nBut we try to stay away from sellers who just want to be on 50 different websites to make money as fast as they can. This is for businesses with soul.\"\n\nRead more: <a href=\"http://sct.icsc.org/sct/\" target=\"_blank\">http://sct.icsc.org/sct/</a>', 'Turning Clicks to Bricks', '', 'inherit', 'closed', 'closed', '', '1884-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1884, 'http://cbx.cappendev.com/1884-revision-v1', 0, 'revision', '', 0),
(3117, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nTweens: They’re feisty, opinionated, razor-sharp, brutally honest, slightly awkward, and very, very important for your brand. My oldest daughter is just about to enter into this demographic (9 to 14 years old, “too old for toys, too young for boys,” as they say), and as a parent, I’m bracing myself for all the craziness that comes along with it. But as a creative, I couldn’t be more excited for the opportunities that tweens present. Creating and designing products that reflect this group’s multifunctional, fast-paced lives is one of the most thrilling challenges out there for those working in the marketing and branding worlds.\r\nSales of products for tweens currently exceed $200 billion annually. That’s quite a few Justin Bieber posters, eh? But reaching this audience is not as easy as one might think, because tweens are full of dichotomies:\r\n\r\n1. They aspire to be older, but are still children.\r\n2. They want to be unique, but also still fit in.\r\n3. They have strong ideas about what they want to buy, but need parental involvement and approval to purchase those things.\r\n\r\nMy company, CBX, is familiar with the challenges facing tweens. Our work for U by Kotex—a brand for 14 to 22 year olds said to have revolutionized the feminine care aisle—was so successful that Kimberly-Clark turned to us to help design another product line, U by Kotex Tween, that specifically targets these young consumers.\r\nBy conducting a deep dive to get into the minds of tween females, we discovered that our target audience wanted:\r\n\r\n• Copy that speaks to her honestly and openly\r\n• Windows that let her see the product\r\n• Packaging functionality that speaks to how she expresses herself\r\n• Portability that lets her take products with her wherever she goes\r\n• Bold colors, a pleasing fabric, and fun textures\r\n\r\nThe resulting design spoke to a tween’s desire for freedom and self-expression and to her mom’s need for reassurance and safety. And those facets—freedom, self-expression, and safety—are also evident in several other new products currently being marketed specifically to tweens.\r\nPersonal care products packed with tween appeal\r\nFor starters, there is Geo Girl, Walmart’s new line of eco-friendly cosmetics for 8 to 12 year olds. Geo Girl includes blusher, mascara, face shimmer, and lipstick that are “mother approved.” Formulas are designed for young skin and contain natural ingredients like white willow bark, chamomile, lavender, and calendula, as well as antioxidants, which are said to prevent aging (yes, you read correctly…anti-aging for 8 to 12 year olds!).\r\n\r\nAll 69 products in the range are paraben-, phthalate-, and sulfate-free, a strategy that is designed to attract parents worried about the excess chemicals in makeup. The packaging system—featuring playful fonts and pop colors—communicates each product’s unique feature, reflecting every tween’s desire to be noticed and recognized as an individual. The verbal strategy supports this message by engaging each tween in a dialogue on how to bring out their beauty, and the use of recyclable packaging encourages this younger generation to make their contribution to society. \r\n\r\nIn 2010, Crest introduced the unisex Crest and Oral-B Pro-Health For Me, the first-ever complete collection of oral care products for kids aged 8 to 12. This line, consisting of a rinse, brush, floss, and toothpaste, is promoted as “made just for tweens,” and projects an image that dental care is cool (to be fair, it isn’t necessarily un-cool). For the most part, the design looks similar to other Crest and Oral-B products, with the exception of hand-drawn illustrations that are very tween-esque. This hip graphic treatment attempts to separate from the stigma attached to “if it’s my parents’ product, I will hate it” syndrome. The sub-brand “for me” helps soften the blow of engaging in the dreaded dental routine. As opposed to whining, “Do I really have to?,” these products will have them saying, “Look ma, I brushed my teeth!” \r\n\r\nDegree Girl is, unquestionably, a product that popular television character iCarly would use (sure, she’s a little older, but what tween doesn’t aspire to be more mature?). It promotes itself as “Protection for Every OMG! Moment,” and features “OMG!” on its packaging, Web site, and promotional materials. In doing so, Degree Girl reaches out to its target audience by speaking in its tween lingo, and moves away from the pastel tones associated with the category by packaging product in edgy tones like purple, fuchsia, and black.\r\n\r\nDegree Girl utilizes glitter caps, fun names, and unique graphic expressions that support moments in every tween’s life: “I think I’m in love,” “Today I’m a rock star,” and “I am woman, hear me roar.”\r\n\r\nWhile these brands were created to speak specifically to the tween audience, some existing products created for older consumers are tweaking their advertising messages—if not their packaging—to reach a younger male audience, and are turning up in such specifically tween places as Twitter, YouTube, and Facebook.\r\n\r\nMarketers of these brands rely less on 30-second TV spots than on interactive Web sites, creating communities of young fans. Axe has an avatar in Pain, a PlayStation game. Old Spice’s Swagger sponsors Xbox team competitions. Brands create downloadable apps, have lengthy “advergames” on their Web sites, and urge fans to text friends with coy messages about the products. They make commercials specifically to air on YouTube (as opposed to TV), a site proven to attract young boys, many of whom make and post their own videos.\r\n\r\n\r\n<strong>Five tips for tapping the tween market</strong>\r\nSo at the end of the day, what advice would I give brands trying to reach this audience through packaging? I confess that I am slightly reluctant to dish out said advice, knowing that these brands will soon be targeting my still-innocent little daughters. But here it goes:\r\n\r\n1. Know your audience: Conduct a serious “deep dive” into the media, fashion, and products that are speaking to your target audience. For U by Kotex, we analyzed trends, visited stores, watched movies and TV shows, and conducted focus groups to literally “become the girl.”\r\n\r\n2. Tell it like it is: Tweens want to be talked to like people—not like they’re being talked to by their parents. Immerse yourself in the lingo of your target audience, and keep it short, sweet, and in a relatable, conversational tone.   \r\n\r\n3. Surprise! Always include an element of surprise, something unexpected and fun, that will stand apart from the competition as well as from (gasp!) their parents’ products.\r\n\r\n4. Personalize it: Tweens like to put their stamp on the world, so products (and promotions) should have some option for personalization. And providing a place for feedback—whether through Facebook, Twitter, or Tumblr—is highly recommended.  \r\n\r\n5. Make it snappy: Make sure there are elements on the packaging—glitter, peek-a-boo windows, illustrations—that make the package feel like a special treat for tweens.</p>', 'Tween-tastic Package Design', '', 'inherit', 'closed', 'closed', '', '1546-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1546, 'http://cbx.cappendev.com/1546-revision-v1', 0, 'revision', '', 0),
(3118, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/u-by-kotex.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/u-by-kotex.jpg\" alt=\"\" title=\"u-by-kotex\" width=\"500\" height=\"375\" class=\"alignnone size-full wp-image-560\" /></a>\r\nThe packaging usually found in the feminine hygiene products aisle is not exactly earth-shattering. Characterized by dainty pastel color palettes and soft-sided poly packs, nearly every container\'s design is timid, rather than tenacious.\r\n\r\n\r\nEnter U by Kotex. The Kimberly-Clark feminine hygiene product line breaks through the clutter with ﬁrm, upright paperboard outer cartons emblazoned with eye-popping color, a sharp contrast to the ﬁelds of frilly ﬂowers and soft-sided bags more commonly associated with the category. The innovative packaging design recently cleaned up at the 2011 New Jersey Packaging Executives Club Package of the Year Awards. Submitted by package design/production firm AGI, the packaging garnered a Market Innovator award, Gold recognition in the Personal Care category and top honors as Package of the Year.\r\n\r\n\r\n\"We are very happy that Kimberly-Clark chose AGI as the packaging manufacturer for some of its U by Kotex products. It\'s always great to play an instrumental role in helping bring design innovation to the marketplace,\" says Sharon Meeks, vp of sales at AGI.\r\n\r\n\r\nIn addition to attracting the attention of packaging pros, U by Kotex is engaging female customers by giving them something diﬀerent.\r\n\r\n\r\n\"The entire category has historically been ﬂooded with this sameness of soft colors, white packaging,\" says Jenn Westemeyer, brand design director with Kimberly-Clark. \"We were missing out on opportunities to connect with consumers.\"\r\n\r\n\r\nStudy habits \r\n\r\n\r\n\r\nIn 2009, Kimberly-Clark commissioned an online study (conducted by Harris Interactive) to gauge female consumers\' attitudes toward feminine hygiene products and packaging, and to determine where the category fell short in serving the audience. The study polled more than 1,600 women in North America, aged 14-35. The research showed that 70 percent of women believe society needs to improve dialogue about feminine health; however, more than half of the respondents reported they didn\'t feel empowered to make a change in that area.\r\n\r\n \r\n\r\nIn reaction to the ﬁndings, the Kotex brand team threw themselves into getting to know consumers, inside and out, to determine how best to meet their needs.\r\n\r\n \r\n\r\n\"We soon realized that [feminine products] is a boring, boring category and desperately needed a facelift,\" Westemeyer says. \"Since we\'re the leaders and inventers in the category, we were ready to blaze the trail.\"\r\n\r\n \r\n\r\nAccording to Kristi Bryant, senior design manager with Kimberly-Clark, the Kotex team decided to take a consumer-centric approach when creating U by Kotex.\r\n\r\n \r\n\r\n\"We started really paying attention to what ‘she\' [the female consumer] wanted,\" Bryant says. \"We listened, and we identiﬁed behaviors and unmet needs.\"\r\n\r\n \r\n\r\nResearch supported the idea that rather than feeding into a sense of embarrassment about \"that time of the month,\" female consumers would best respond to a package that \"stood proud on the shelf, rather than fading into the background,\" Bryant says. The entire package-created in partnership with branding ﬁrm CBX-feeds into that desire for engagement, from the bold black background, to the paperboard carton that stands tall (rather than sagging), to the bright colors, to the cutout window oﬀering up a glimpse of the individually wrapped products inside.\r\n\r\n \r\n\r\nForging ahead\r\n\r\nTo test the bold new packaging, Kimberly-Clark ﬁrst launched U by Kotex in Australia. Consumers there share many behaviors and attitudes with their American counterparts, though the market tends to have a higher acceptance of bold messages and \"edge.\"\r\n\r\n \r\n\r\n\"Australian consumers are somewhat bolder in their sense of style and body image,\" Westemeyer says. \"We used that as a stepping stone to get to our consumer here. We did a lot of learning, and we realized that if we could succeed there, we could do it anywhere.\"\r\n\r\n \r\n\r\nThe U by Kotex packaging that U.S. consumers see on retail shelves builds upon Kimberly-Clark\'s success with Australian consumers. According to Westemeyer, an aim of the design is to \"surprise and delight\" the customer by incorporating elements of the unexpected. The package delivers in a number of ways: inner wrapping comes in an array of colors, enabling the user to select individual product according to her mood; informative text on the back of the package engages; and the carton is printed in matte and gloss for eye-catching contrast. Kimberly-Clark produces the inner product wrap; various partners across the country produce the outer carton.\r\n\r\n \r\n\r\nResponse to U by Kotex has been positive, from consumers shopping the item on the shelves, to retailers providing favorable feedback, to competition feeling the demand to deliver similarly innovative products and packaging.\r\n\r\n \r\n\r\n\"Retailers are expecting differences and change, and they\'re putting pressure on our competition,\" Westemeyer says.\r\n\r\n \r\n\r\n2011 NJPEC Package of the Year Awards\r\n\r\n\r\nIn addition to Kimberly-Clark\'s U by Kotex, these packages garnered New Jersey Packaging Executives Club recognition for packaging design: \r\n\r\n\r\n\r\nSTUDENTS\' CHOICE AWARD\r\n\r\n\r\nFlight by Michael Jordan\r\nFor Five Star Fragrance\r\nBy Five Star Fragrance\r\n\r\n \r\n\r\nGOLD AWARDS\r\n\r\n \r\n\r\nPromotional\r\n\r\nSex and the City Ultimate Collection\r\nFor HBO\r\nBy Napco Inc.\r\n\r\n\r\nFood and Beverage\r\nSarabeth\'s Legendary Cookies\r\nFor Sarabeth\'s Bakery\r\nBy O.Berk Co.\r\n\r\n\r\nHealth and Beauty\r\nKate Somerville Clinic-to-Go\r\nFor Kate Somerville Skin Care LLC\r\nBy Padtech AS\r\n\r\n\r\nHousehold/Industrial\r\nElectric Wand Retail Packaging\r\nFor Hyde Tools\r\nBy Bruce Alexander, MNA/BAX\r\n\r\n\r\nColor Cosmetics\r\nAlmay Intense I-Color Smoky-I Kit\r\nFor Almay\r\nBy Topline Products\r\n\r\n \r\n\r\nSILVER AWARDS\r\n \r\n\r\nPromotional\r\nYSL Opium Sample Mailer\r\nFor L\'Oreal\r\nBy Color Optics Inc.\r\n\r\n\r\nPersonal Care\r\nChannoine Sun Collection Tube\r\nFor Channoine\r\nBy Neopac\r\n\r\n\r\nFood and Beverage\r\nEarth\'s Best Pop Snax\r\nFor the Hain Celestial Group Inc.\r\nBy Smith Design\r\n\r\n\r\nColor Cosmetics\r\nLancome Juicy Tubes Gift Set\r\nFor Lancome\r\nBy Color Optics Inc.\r\n\r\n\r\nHealth and Beauty\r\nBody Drench Quicktan Instant Self Tanner Bronze Lotion\r\nFor American Intl. Industries\r\nBy Viva Healthcare Packaging\r\n\r\n\r\nFragrance\r\nBeyonce Pulse\r\nFor Coty Inc.\r\nBy Curtis Packaging Inc.\r\n\r\n\r\nBRONZE AWARDS\r\n\r\n\r\nFood and Beverage\r\nXXX Shine White Whiskey, Philadelphia Distilling\r\nFor Piramal Glass USA Inc.\r\nBy Piramal Glass USA Inc.\r\n\r\n\r\nPromotional\r\nThe Vanilla Collection\r\nFor Bakto Flavors\r\nBy O.Berk Co.\r\n\r\n\r\nPersonal Care\r\nPampers Kandoo ‘Corner Buddy\' Hand Wash\r\nFor Nehemiah Manufacturing\r\nBy Berlin Packaging\r\n\r\n\r\nHealth and Beauty\r\nEstee Lauder Cooling Eye Illuminator\r\nFor Estee Lauder\r\nBy Albea\r\n\r\n \r\n\r\nFragrance\r\nBurberry Body\r\nFor Burberrry\r\nBy FiberMark\r\n\r\n \r\n\r\nColor Cosmetics\r\nMally Evercolor Endless Eyeshadow\r\nFor Mally Beauty\r\nBy Topline Products\r\n\r\n \r\n\r\nTECHNICAL MERIT AWARDS\r\n\r\n \r\n\r\nFragrance\r\nReb\'l Fleur by Rihanna\r\nFor Parlux Fragrances Inc.\r\nBy SGD North America Inc.\r\n\r\n \r\n\r\nKeith Urban Phoenix Mens Fragrance\r\nFor Mass Retailers\r\nBy Boom! LLC\r\n\r\n \r\n\r\nCalvin Klein Beauty\r\nFor Coty Inc.\r\nBy Curtis Packaging Corp.\r\n\r\n \r\n\r\nSTOCK PACKAGING AWARDS\r\n\r\n \r\n\r\nFragrance\r\nA Dozen Roses\r\nFor 360 Degrees Inc.\r\nBy Standwill Packaging Inc.\r\n\r\n \r\n\r\nHealth and Beauty\r\nSoft Whisper by Powerstick Body Wash\r\nFor A.P. Deauville LLC\r\nBy A.P. Deauville LLC/Berry Plastics\r\n\r\n \r\n\r\nFood and Beverage\r\nSarabeth\'s Preserves Gift Set*\r\nFor SBK Preserves\r\nBy O.Berk Co.\r\n\r\n \r\n\r\nSUSTAINABILITY PACKAGING AWARDS\r\n\r\n \r\n\r\nFragrance\r\nRolled Edge Paperboard Containers\r\nFor MCMC Fragrances\r\nBy Chicago Paper Tube & Can Co.\r\n\r\n \r\n\r\nKD11 Twist\r\nFor Rexam\r\nBy Rexam\r\n\r\n \r\n\r\nOTHER ENTRIES\r\n\r\n \r\n\r\nPersonal Care\r\nDiadermine Lift and Ultime Tube\r\nFor Henkel\r\nBy Neopac\r\n\r\n \r\n\r\nJust in Case Conﬁdential\r\nFor Just in Case Inc.\r\nBy Worldwide Packaging\r\n\r\n \r\n\r\nTokyomilk Dark\r\nFor Tokyomilk\r\nBy Pak Enterprises Inc.\r\n\r\n \r\n\r\n* also received Sustainability Award\r\n\r\n \r\n<a href=\"http://www.packagingdigest.com/article/520116-Standing_out_from_the_pack.php\" target=\"_blank\">http://www.packagingdigest.com/article/520116-Standing_out_from_the_pack.php</a>', 'U by Kotex packaging Distinguishes Itself with Engaging Graphics and Bright Colors', '', 'inherit', 'closed', 'closed', '', '1726-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1726, 'http://cbx.cappendev.com/1726-revision-v1', 0, 'revision', '', 0),
(3119, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<strong>Lemonade stand open Aug. 20 at Broadway and 23rd St., Manhattan</strong>\r\nWhen 826 NYC, a nonprofit organization that fosters creative writing skills, asked children ages 9-12 to dream up the ultimate lemonade stand, the responses were huge. The winning project of  The Great Lemonation Imagination Collaboration was turned into a real lemonade stand complete with free lemonade in Manhattan\'s Flatiron District. The organization\'s members were also required to help run the stand that went up at Broadway and 23rd Street on Wednesday. The free lemonade giveaway begins at 10 a.m. and ends at 6 p.m. Donations for 826 NYC will be accepted.\r\n\r\n<a title=\"Good Day New York\" href=\"http://s3.amazonaws.com/TVEyesMediaCenter/UserContent/91432/3880712.5027/WNYW_08-20-2014_08.44.44.wmv\" target=\"_blank\">Click here to see the footage from Good Day New York</a>.\r\n\r\n<a href=\"http://s3.amazonaws.com/TVEyesMediaCenter/UserContent/104362/3881079.9107/WNYW_08-20-2014_17.35.41.wmv\" target=\"_blank\">Click here to see the footage from New York Minute</a>.', 'Ultimate lemonade stand in Flatiron District', '', 'inherit', 'closed', 'closed', '', '1987-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1987, 'http://cbx.cappendev.com/1987-revision-v1', 0, 'revision', '', 0),
(3120, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<strong>Using sights, sounds and smells to enliven a Manila mall.</strong>\r\nBy Peter Burgoyne\r\n\r\nIf the age of the category killers and cookie-cutter retail lineups flattened the customer experience, our job today is to make it three-dimensional again. As I detailed in an earlier post, this was our strategy in Oct. 2011 after the Philippine conglomerate Store Specialists Inc. (SSI) hired us to design the interior of a luxe mall in Manila.\r\n\r\n<a href=\"http://vmsd.com/content/uncommon-areas\" target=\"_blank\">http://vmsd.com/content/uncommon-areas</a>', 'Uncommon Areas', '', 'inherit', 'closed', 'closed', '', '1862-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1862, 'http://cbx.cappendev.com/1862-revision-v1', 0, 'revision', '', 0),
(3121, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'A leading worldwide supplier of premium branded lubricants and automotive services — announced today the retail launch of its newest innovation, the Easy Pour Bottle. Valvoline™ worked alongside consumers to develop the game-changing design. The brand\'s patent-pending Easy Pour Bottle will make changing oil easier while offering a simplified shopping solution for the automotive Do-It-Yourself (DIY) audience.\r\n[caption id=\"attachment_10841\" align=\"alignnone\" width=\"728\"]<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/10/hytyt.jpg\"><img class=\"size-large wp-image-10841\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/10/hytyt-728x1024.jpg\" alt=\"\" width=\"728\" height=\"1024\" /></a> <em>Valvoline\'s New Easy Pour Bottle</em>[/caption]\r\n\r\n\"Valvoline\'s goal for 151 years has been to use our expertise for the benefit of our customers. Each part of Valvoline\'s Easy Pour Bottle has been engineered with our DIY consumers in mind – reimagined, redesigned, tested and proven to make changing oil easier, faster and cleaner,\" said Heidi Matheys, Valvoline chief marketing officer. \"Our technical team integrated an abundance of consumer field research and feedback, which ultimately resulted in this one unique design.\"\r\n\r\nHighlights of Valvoline\'s new Easy Pour Bottle include:\r\n<ul>\r\n 	<li>Easy Pull Tab™ – Makes opening the bottle clean and simple.</li>\r\n 	<li>Precision Pour Spout™ – Provides accurate pour and clean cut off for a mess-free experience.</li>\r\n 	<li>Anti-Glug Tube™ – Provides a glug-free pour for a faster, cleaner and easier oil change.</li>\r\n 	<li>Resealable Overcap with No-Slip Grip™ – Helps prevent spillage and provides safe storage.</li>\r\n 	<li>Centralized Handle – Makes for a more confident pick up, transport and pour.</li>\r\n</ul>\r\nThe brand is so confident in their newest innovation that they have issued a Satisfaction Guarantee at retailers nationwide, offering a 100-percent money-back promise to encourage DIYers to experience the bottle — and its advantages — for themselves.\r\n\r\nValvoline has partnered with seven-time NASCAR Champion Jimmie Johnson to promote a series of entertaining videos showcasing the ease of use and cleanliness of the new packaging. Videos are now available for viewing at <a href=\"https://team.valvoline.com/easypour\">EasyPour.com</a>. Additional motorsports athletes will participate in the series later this year.\r\n\r\n\"Our Easy Pour Bottle is one of the biggest packaging innovations in the history of Valvoline and was developed with integral feedback from DIYers and auto experts alike,\" said Michelle Allen, director of marketing for Valvoline. \"As we look to the future, we will continue to innovate in every area – from design to products and services – to meet the needs of our customers.\"\r\n\r\nOriginally published by <a href=\"http://www.prnewswire.com/news-releases/valvoline-unveils-cutting-edge-innovation-with-launch-of-easy-pour-packaging-300528369.html\">PR Newswire\r\n</a>Photo courtesy of Valvoline', 'Valvoline Unveils Cutting-Edge Innovation with Launch of Easy Pour Packaging', '', 'inherit', 'closed', 'closed', '', '2298-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2298, 'http://cbx.cappendev.com/2298-revision-v1', 0, 'revision', '', 0),
(3122, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<strong>The London International Awards is claiming an award-show first by announcing the shortlist for its new Verbal Identity category.</strong>\r\n2016 marks the first time the awards has appointed a standalone jury for Verbal Identity (pictured), led by Chris West, founder of Verbal Identity Ltd.\r\n\r\nThe Awards says the introduction of Verbal Identity was a reaction to the ‘What About Naming?’ campaign launched by New York-based brand agency CBX in 2015. As major awards programs continually ignored the role of naming in the brand-building process, CBX believed that more should be done to honour the most creative and successful naming and verbal identity projects.\r\n\r\nWith West, jury members included Rachel Bernard of CBX New York, Sean Doyle of Panic London, Steve Martin of Eat Creative Tokyo, Laurel Sutton, senior strategist and linguist at Catchword Oakland and Ben Zimmer, language columnist at the <em>Wall Street Journal</em>.\r\n\r\nRead the full article in <a href=\"https://www.marketingmag.com.au/news-c/verbal-identity-london-international-awards/\" target=\"_blank\">Marketing Mag</a>\r\nPhoto Courtesy of Marketing Mag', 'Verbal identity on show for first time at London International Awards', '', 'inherit', 'closed', 'closed', '', '2278-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2278, 'http://cbx.cappendev.com/2278-revision-v1', 0, 'revision', '', 0),
(3123, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'MANAGEMENT CHANGES\r\nArchitectural firm MulvannyG2 (Bellevue, Wash.) promoted Brian Fleener to vp of retail stores development. In this position, Fleener will lead the development of the firm’s retail stores market sector and design strategy.\r\n\r\nRead more: <a href=\"http://vmsd.com/content/victoria-s-secret-remodels-miracle-mile-location-and-more-industry-news\" target=\"_blank\">http://vmsd.com/content/victoria-s-secret-remodels-miracle-mile-location-and-more-industry-news </a>', 'Victoria’s Secret Remodels Miracle Mile Location … And More Industry News', '', 'inherit', 'closed', 'closed', '', '1757-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1757, 'http://cbx.cappendev.com/1757-revision-v1', 0, 'revision', '', 0),
(3124, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'Packaging speaks volumes about a brand’s worth and appeal. We love a good-looking or smart package, but a pretty face or all brains doesn’t mean much if they aren’t backing up brand goals. The Design Gallery honors packaging that most effectively tells a brand’s story through design and structure to connect with consumers.\r\nA package from each category – Metal, Paperboard, Flexible, Rigid and Glass – will be presented a People’s Choice award on Wednesday, October 15 at 8:30 a.m. at Packaging That Sells in Chicago. Register to attend the show to see the presentation, plus benefit from all speaker sessions and networking!\r\n\r\nThen, stay tuned to see which packages are worthy of the esteemed Design Gallery annual, out in December.\r\n\r\n<strong>How to Vote</strong>\r\nRead the statement about the packages to learn more of the brand’s story\r\nVote for the package you feel best represents the brand and its purpose in reaching customers. Polls are located at the bottom of each category.\r\n\r\n<strong>Naturally Sweetened</strong>\r\n<em>Brand owner: Dr Pepper Snapple Group</em>\r\nNaturally Sweetened spans three brands — 7UP, Dr Pepper, and Canada Dry — and gives consumers  a “better for you” choice in the spectrum of brands they know and love. The new packaging of a slim, sleek can with simple design mirrors the better offering of the product while standing out at shelf. Click <a href=\"http://www.brandpackaging.com/design-gallery-peoples-choice-metal#Vote\" target=\"_blank\">here </a>to vote.\r\n\r\n<a href=\"http://www.brandpackaging.com/design-gallery-peoples-choice-metal#Vote\" target=\"_blank\"><img class=\"alignleft  wp-image-8511\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/Screen-Shot-2014-09-22-at-Monday-September-22-2014-3.26.31-PM.png\" alt=\"Screen Shot 2014-09-22 at Monday, September 22, 2014, 3.26.31 PM\" width=\"691\" height=\"361\" /></a>\r\n\r\n&nbsp;', 'Vote for the People’s Choice Awards 2014', '', 'inherit', 'closed', 'closed', '', '2007-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 2007, 'http://cbx.cappendev.com/2007-revision-v1', 0, 'revision', '', 0),
(3125, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p>Walgreens Launches Nice!™ Store Brand Chainwide. Designed by CBX\r\n\"Nice!™ features a bold, clean design aimed at being easily recognizable and simplifying the shopping experience.\"\r\n\r\n\"Current store brands including Café W, Deerfield Farms, W and others will be phased out and transitioned to Nice!™. The change is Walgreens latest move in its strategy to build its private brand business, including consolidation of many of the brands in its existing portfolio.\r\n\r\n“The Nice!™ product line compared favorably to respective national brand competitors in consumer testing,” Alkemade said, “and the sleek new packaging garnered rave reviews, which is expected to promote trial of the new products.”\"\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Walgreen-Nice-Macaroni-Cheese.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Walgreen-Nice-Macaroni-Cheese.jpg\" alt=\"\" title=\"Walgreen-Nice-Macaroni-Cheese\" width=\"700\" height=\"1335\" class=\"alignnone size-full wp-image-4931\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Sauce.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Sauce.jpg\" alt=\"\" title=\"Sauce\" width=\"700\" height=\"700\" class=\"alignnone size-full wp-image-4932\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Oat.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Oat.jpg\" alt=\"\" title=\"Oat\" width=\"700\" height=\"980\" class=\"alignnone size-full wp-image-4933\" /></a>\r\n\r\n<a href=\"http://www.thedieline.com/blog/2011/8/31/walgreens-nice.html\" target=\"_blank\">http://www.thedieline.com/blog/2011/8/31/walgreens-nice.html</a>', 'Walgreen\'s Nice!', '', 'inherit', 'closed', 'closed', '', '1739-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1739, 'http://cbx.cappendev.com/1739-revision-v1', 0, 'revision', '', 0),
(3126, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', '<p>DALLAS — Getting company-wide input — from marketing to merchandising to category managers — is key to private-label success, said Laura Sturdevant, director of product development for private brands at Walgreens, Deerfield, Ill.\r\n“Get employees involved,” she said last week at the Private Brands Summit at FMI2012 here.\r\n\r\n During the development process, retailers should let employees at all levels experiment with ingredients, flavors and textures, and suggest recipes for new products, she said.\r\n“It’s important to let them own the brand, because then they will get excited about it,” she said.\r\n\r\nSturdevant was part of a panel discussion called “Building Strong Retail Brands Through Multi-Faceted Collaboration.” Other panelists were George Miketa, executive vice president, sales, Snacks Holding Co.; and Todd Maute, a partner at CBX, a branding firm.\r\n\r\nPartnering with a design agency will add to the private-brand appeal, Sturdevant said.\r\n\r\n“Design agencies can provide ownable design solutions so that retailers can be different on the shelf,” she said.\r\n\r\nMore Snacking Creates New Meal Occasion\r\n<hr>                       </hr>\r\nOnce launched, private brands need strong marketing support involving not only traditional advertising, but also new tactics like social media, mobile coupons and QR codes, Sturdevant added.\r\n\r\n“There are so many different ways to market to consumers, even compared to just five years ago,” she said. “If retailers adapt to that, they’ll capture new consumers.”\r\n\r\nThe process doesn’t end once the product is on the shelf. Retailers need to measure the product’s sales and profits continually, Sturdevant said.\r\n\r\n“You need to find out if you delivered what you planned to deliver,” she said.\r\n\r\nTo accomplish this, it’s worthwhile to invest in qualitative and quantitative analysis to determine if changes need to be made.\r\n\r\n“It’s better to find out early on in the process, rather than find out two years down the road that it didn’t work,” she noted.\r\n\r\nBy making such an investment, companies will get bigger, faster returns, she said.\r\n\r\nWalgreens should know. The drug store chain is on target to double its private-label sales, which currently stand at $4 billion, over the next five to seven years.\r\n\r\nPart of the way it’s doing so is by consolidating its program from some 75 brands down to just a few core lines.\r\n\r\nAt the same time, the retailer is developing new brands. One of the biggest is “Nice!” a 300-item line of grocery and household products at prices up to 30% below other national brands.\r\n\r\n\r\n<a href=\"http://supermarketnews.com/2012-fmi/walgreens-executive-shares-corporate-brand-tips\" target=\"_blank\">http://supermarketnews.com/2012-fmi/walgreens-executive-shares-corporate-brand-tips</a>', 'Walgreens Executive Shares Corporate-Brand Tips', '', 'inherit', 'closed', 'closed', '', '1680-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1680, 'http://cbx.cappendev.com/1680-revision-v1', 0, 'revision', '', 0),
(3127, 1, '2018-09-27 17:58:50', '2018-09-27 17:58:50', 'Deerfield, Illinois based drugstore Walgreens announced the launch of Happy And Healthy, Your Guide To Living Well With Walgreens, which debuts on Sunday, November 4. The magazine will be issued bi-annually, and the première edition is holiday-themed and includes entertaining and gift ideas, as well as Taylor Swift on the cover. The high-quality, glossy, 28-page magazine will be available in English and Spanish. In NYC the magazine replaces the popular Duane Reader, but I have to say it lacks the personality, relevance and sense of humor of the Duane Reader.<br/>\r\nThe magazine delivers content, such as healthy living tips, relevant offers and Balance Rewards loyalty program promotions to its readers. It also provides a unique way to highlight Walgreens private brands. This issue includes a two-page spread on their newest Private Brand “Ology” the brand was created by the NYC based branding agency CBX. The new line of healthy household products combines the best of green, organic and natural with a modern text based visual language that rethinks the cliched traditional category focused language of green.\r\n<br/>\r\n“We are thrilled to bring Happy and Healthy magazine to our customers, and we look forward to providing them with relevant information and articles to help them get, stay and live well,” said Joe Magnacca, president of daily living products and solutions for Walgreens. “Walgreens is constantly innovating and Happy and Healthy is a great way to keep our customers informed of our latest Private Brand offerings.”\r\n<br/>\r\nSome highlights from the Fall/Winter edition include:\r\n<br/>\r\n• Dr. Oz Healthy Holiday Travel Tips\r\n• Ask Your Pharmacist – Answers For Cough/Cold/Flu season\r\n• Diabetes Management Including Paula Deen’s Cooking Tips\r\n• Introducing their newest Private Brand Ology\r\n• Taylor Swift’s Perfect Christmas\r\n• Stocking Stuffers, Holiday Gifts and Entertaining Essentials\r\n• Beauty Advice Including An Interview With Halle Berry\r\n<br/>\r\nHappy And Healthy, Your Guide To Living Well With Walgreens will be inserted into millions of Sunday newspapers and also available in-stores nationwide. An electronic version of the publication can be viewed online at Walgreens.com, and the total circulation is expected to be approximately 65 million.\r\n<br/>\r\n<a href=\"http://mypbrand.com/2012/11/01/walgreens-launches-new-private-brand-new-magazine/\" target=\"_blank\">http://mypbrand.com/2012/11/01/walgreens-launches-new-private-brand-new-magazine/</a>\r\n', 'Walgreens Launches New Private Brand & New Magazine', '', 'inherit', 'closed', 'closed', '', '1785-revision-v1', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 1785, 'http://cbx.cappendev.com/1785-revision-v1', 0, 'revision', '', 0),
(3128, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nThe other day I was driving in my car, gas gauge edging toward empty, when I realized that the only station available to me was one owned by BP. My heart sank; how could I possibly patronize the oil giant in the midst of the relentless Gulf of Mexico oil spill? So I decided to drive past the BP station in the hope that I would find another station before running out of gas. Fortunately I did, and I filled my tank -- and satisfied my conscience -- with the knowledge that I wouldn\'t have to go against my values.\r\n\r\nI have a tendency to hold grudges against wrongdoing companies, and my BP experience got me thinking about other companies that have provoked grudges in consumers over the years. Perhaps the most obvious example of this behavior comes in the form of automobile purchases. A Jewish friend still refuses to buy a Mercedes-Benz, due to the fact that the German company was rumored to use imprisoned Jews for labor during World War II; similarly, there are Americans who will not buy Japanese cars due to Pearl Harbor.\r\n\r\nAnd Toyota\'s recent recalls over accelerator pedal problems has cost its brand image dearly; it has fallen like a rock in the eyes of consumers, plunging from sixth place in the 2009 J.D. Power & Associates Quality Study all the way down to 21st (out of 33 brands). (According to The New York Times, every major automotive company with the exception of Toyota reported increases in car sales of at least 17.5% in May; Toyota\'s was a paltry 6.7%.)\r\n\r\nOf course, grudges are not limited to the automotive industry. Many people refused to shop at Wal-Mart after its \"cameo\" in \"Bowling for Columbine,\" which exposed the fact that one of the Columbine killers used his father\'s gun, purchased at Wal-Mart, to claim innocent children\'s lives.\r\n\r\nAnother popular company, Nike, fell out of favor with the public in the 1990s when it was exposed for using child labor in its Southeast Asian factories and for mistreatment of female workers.\r\n\r\nAnd most recently, McNeil Consumer Healthcare\'s voluntary recall of children\'s and infants\' liquid products (including Tylenol, Advil and Motrin) has incurred the wrath of millions of parents across the country; nearly two months later, it has yet to start reproducing these products, forcing parents to resort to using generic drugstore brands (although it was rumored that even these were made in the McNeil factories).\r\n\r\nThe bad news for wrongdoing companies is that since grudge-holding is so personal, it\'s extremely difficult to change the minds of those who have turned against you. The good news is, as with grudges in relationships, there is often a statute of limitations; for example, Nike\'s problems in the Nineties are no longer severely impacting sales the way they once did.\r\n\r\nHowever, for those unwilling to wait it out (especially since there is no guarantee that people will forgive and forget), I suggest that brands be proactive in acknowledging mistakes and winning back the hearts and minds of consumers. Here are a few suggestions:\r\n\r\n1. Have a consistent and constant focus on building up goodwill and brand equity so that people will find it easier to forgive and forget when things go wrong (if not just simply give you the benefit of the doubt).\r\n\r\n2. Fix mistakes quickly and assertively. Don\'t wait for people to show up with picket signs in front of your stores. Over-correcting a problem will let consumers know that you care about them; for example, Toyota has expanded and extended its offers such as no-interest financing to win customers back.\r\n\r\n3. Take control of your story instead of letting the media, consumer advocacy groups or your competitors do it for you. We have seen how poor judgment in this regard has only further hurt BP, so be sure to use advertising, marketing and public relations dollars wisely and effectively.\r\n\r\nOf course, the most obvious piece of advice I can offer is this: Don\'t commit the crimes in the first place! Unfortunately, for many of the brands referenced above, it\'s too late for that -- but it\'s probably not too late to do a little damage control and make matters a teeny bit better for their brands. I suppose only time will tell if the public is willing to forgive and forget...but for now, I\'ll be getting my gas elsewhere, thank you very much.</p>\r\n\r\n\r\n<a href=\"http://www.mediapost.com/publications/article/132339/\" target=\"_blank\">http://www.mediapost.com/publications/article/132339/\r\n</a>', 'Watch Out: Someone\'s Got A Grudge', '', 'inherit', 'closed', 'closed', '', '1562-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1562, 'http://cbx.cappendev.com/1562-revision-v1', 0, 'revision', '', 0),
(3129, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'Wawa is one of the US market\'s leading convenience store retailers. This exclusive Retailvision film introduces viewers to its highly successful new large store format in Florida, featuring interviews with customers and Wawa\'s Director of Operations in Florida.\r\nWatch the full video: <a href=\"http://www.youtube.com/watch?v=IPE_xyABACk\" target=\"_blank\">www.youtube.com/watch?v=IPE_xyABACk</a>', 'Wawa', '', 'inherit', 'closed', 'closed', '', '1928-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1928, 'http://cbx.cappendev.com/1928-revision-v1', 0, 'revision', '', 0);
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(3130, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>The WaWa chain of convenience retail stores is heading for the Sunshine State, and digital signage is helping to pave the way.\r\nAccording to an announcement from New York City-based CBX, the first of the Wawa, Pa.-based fuel and convenience store operator\'s new locations in the Florida market opened July 18 across the street from Sea World, with four more scheduled to open in the Orlando area over the next five weeks. CBX, a creative agency specializing in retail design and operations, designed the new store prototype for the move into Florida, featuring digital signage.\r\n\r\nInside the store, customers will immediately see a red-tiled wall placed front and center, highlighting the center island kitchen, where fresh hoagie rolls will be baked daily. The food preparation area also incorporates a full-service specialty beverage section, where customers can order 20-plus varieties of hot drinks, as well as more than 20 varieties of Smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa\'s touchscreen system, with a series of screens prominently positioned at the kitchen/specialty beverage area\'s counters.\r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa\'s digital signage (from Wilmington, Del.-based The Archer Group) highlights the store\'s food and beverage offerings in a fun and appetizing way, said CBX Retail Division President Joseph Bona.\r\n\r\n\"Digital signage and menu displays that allow for better time of day communication of various items will help introduce Wawa\'s unique offer to this new audience,\" Bona said in the announcement.</p>\r\n\r\n<a href=\"http://www.digitalsignagetoday.com/article/197703/WaWa-c-stores-driving-digital-signage-to-Florida\" target=\"_blank\">http://www.digitalsignagetoday.com/article/197703/WaWa-c-stores-driving-digital-signage-to-Florida\r\n</a>', 'WaWa c-stores driving digital signage to Florida', '', 'inherit', 'closed', 'closed', '', '1670-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1670, 'http://cbx.cappendev.com/1670-revision-v1', 0, 'revision', '', 0),
(3131, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>ORLANDO, Fla. & CADIZ, Ky. -- Two major convenience chains have celebrated expansion into new states. Wawa Inc. has opened the second and third of its first five stores in five weeks slated for the Greater Orlando area in central Florida. And Casey\'s General Stores Inc. has opened its first store in Kentucky.\r\nDuring this grand opening events, local officials, heroes and community members joined Wawa for ribbon-cutting ceremonies, sampling of Wawa products and a charitable hoagie building competitions featuring the Orange County Sheriff\'s Department and the Orange County Fire & Rescue and the Osceola County Sheriff\'s Department and the Osceola County Fire EMS, respectively, where the stores are located.\r\n\r\nThe grand opening events also continue to fuel Wawa\'s partnership with the Second Harvest Food Bank of Central Florida. It has committed to donating a portion of hoagie sales for the stores (up to $5,000 per store) to the organization, with a goal to raise and donate $25,000 in five weeks time, and help fight hunger in the Orlando community.\r\n\r\nThe fourth store is scheduled to open on August 8 and the fifth store on August 15.\r\n\r\nClick here for CSP Daily News and CSPTV coverage of Wawa\'s Florida debut. And click here for an updated Wawa Florida photo gallery.\r\n\r\n\"We are thrilled to continue to open our doors in the Greater Orlando area and share this momentous occasion with our Orange County friends and neighbors, welcoming them to enjoy our unique brand of appetizing convenience. With each of our five grand openings we look forward to helping make our goal of supporting the Second Harvest Food Bank in a meaningful way a reality, and perpetuating our commitment to support local causes and people in the communities we serve,\" said Howard Stoeckel, Wawa\'s CEO, at the opening of the second store on July 25.\r\n\r\n\"It\'s been a thrilling three weeks, and we couldn\'t be happier that our unique brand of appetizing convenience has caught on so quickly with our new Central Florida friends and neighbors,\" said Chris Gheysens, Wawa\'s president, at the opening of the third store on August 1.\r\n\r\nThe new Florida stores will feature Wawa\'s newest design prototype, developed by CBX, including 4,600 square feet of retail space and additional gasoline facility, as well as new in-store graphics, colors, restroom design and merchandising features.\r\n\r\nThe store features Wawa\'s new bakeoff kitchen area where fresh hoagie rolls will be baked daily; a full-service specialty beverage area where, via touchscreens, customers can order 20 handmade varieties of hot beverages, espressos, Chai teas and lattes and more than 20 varieties of smoothies and frozen beverages; dedicated chec-out lanes; and large expanded windows providing a clear view inside of the new design.\r\n\r\nEach store will offer Floridians numerous Wawa fan-favorites, including award-winning Wawa coffee (195 million cups sold annually); the Sizzli?, Wawa\'s hot breakfast sandwiches; Wawa\'s bakery items; and Wawa\'s built-to-order hoagies (70 million sold annually) and Wawa brand teas and juices.\r\n\r\nWawa will open six stores in Orlando in 2012 and begin to open its first stores in Tampa in 2013. Throughout the Orlando / Tampa markets, Wawa plans to open 20 stores in 2013, 25 stores in 2014 and 25 stores in 2015 and projects they will open 100 stores in the Orlando and Tampa markets within the next five years.\r\n\r\nThe new stores will each employ nearly 35 associates, all of which are new positions brought to the area through the development of the stores.\r\n\r\nWawa, based in Wawa, Pa., has more than 595 convenience retail stores, 300 offering gasoline, located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and Florida.\r\n\r\n<strong>Casey\'s Dozen</strong>\r\n\r\nMeanwhile, Casey\'s Cadiz, Ky., store represents the entry into the 12th state in which the Ankeny, Iowa-based company operates.\r\n\r\nThe company posted on Facebook and tweeted the grand opening Thursday morning.\r\n\r\n\"We are excited about continuing the development of our store expansion into other states,\" Robert Myers, president and CEO said in March when the expansion was announced. \"We plan to open our store in Cadiz later this summer, with additional sites in Paducah and Henderson to be built later in the year. We believe there are many communities in this state that fit perfectly with our business model.\"\r\n\r\nIn April, Casey\'s also announced that it would be entering its 13th state with the opening of a store in Dyersburg, Tenn.\r\n\r\n\"We believe the state of Tennessee provides an excellent opportunity for Casey\'s,\" said Myers at that time. \"We plan to open our store in Dyersburg in October. The community is a perfect fit for our business model, particularly our foodservice program that offers made-from-scratch pizza, homemade donuts and our new made-to-order sub sandwiches.\"\r\n\r\nCasey\'s entered Arkansas, its 11th state, in April 2011, with the opening of a store in Belle Vista. It is also eyeing the state of Michigan.\r\n\r\nThe chain operates a total of approximately 1,700 locations.\r\n\r\n(See Related Content below for previous CSP Daily News coverage of Casey\'s expansion.)\r\n\r\n<a href=\"http://www.cspnet.com/news/corporate/articles/wawa-continues-opening-first-five-florida\" target=\"_blank\">http://www.cspnet.com/news/corporate/articles/wawa-continues-opening-first-five-florida</a>', 'Wawa Continues Opening \'First Five\' in Florida', '', 'inherit', 'closed', 'closed', '', '1665-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1665, 'http://cbx.cappendev.com/1665-revision-v1', 0, 'revision', '', 0),
(3132, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>Media, Pa.-based Wawa Inc. has entered the Florida market. The first of five stores planned for the Orlando area has opened across the street from Sea World at the intersection of Central Florida Parkway and International Drive. The new 4,600-sq.-ft. store features a new prototypical design by New York-based CBX. The new prototype is characterized by a spacious open layout, with high ceilings and abundant natural light. The design also boasts a vibrant, red-tiled wall highlighting the center island kitchen and a touch-screen ordering system, with a series of screens positioned at the food area counters. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic South and Central Florida buildings. The four remaining stores planned for the Orlando area are scheduled to open over the next five weeks.</p>\r\n<a href=\"http://www.ddionline.com/displayanddesignideas/industry-news/Wawa-Debuts-in-Flori-7299.shtml\" target=\"_blank\">http://www.ddionline.com/displayanddesignideas/industry-news/Wawa-Debuts-in-Flori-7299.shtml \r\n</a>', 'Wawa Debuts in Florida', '', 'inherit', 'closed', 'closed', '', '1669-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1669, 'http://cbx.cappendev.com/1669-revision-v1', 0, 'revision', '', 0),
(3133, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p><strong>\'Uniquely Floridian\' Design Debuts in Orlando; Additional Stores to Follow</strong>\r\nORLANDO, FL, Jul 19, 2012 (MARKETWIRE via COMTEX) -- New York City-based CBX has designed a fresh, new prototypical store for Wawa, Inc.\'s entry into the Florida market. The first of the Wawa, Pa.-based fuel and convenience store operator\'s new locations in the Sunshine State opened July 18 across the street from Sea World, with four more scheduled to open in the Orlando area over the next five weeks.\r\n\r\nLocated at the intersection of Central Florida Parkway and International Drive, Wawa\'s new 4,600-square-foot Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\n\"While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,\" said veteran c-store designer Joseph Bona, CBX retail division president. Travelers from the Mid-Atlantic will find the familiar \"winged\" gas canopy, the welcoming centrally located entry portal, ample up-front parking and the chain\'s familiar Canada Goose logo. The new Florida prototype, designed by CBX with the help of local architects and engineers Cuhaci & Peterson, also features expansive windows that provide a clear view to the new interior design.\r\n\r\nOnce inside, customers will immediately notice the vibrant red-tiled wall placed front and center highlighting the new center island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order 20+ handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa\'s touch screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area\'s counters.\r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a \"sense of place,\" Bona said.\r\n\r\nOverall, Wawa\'s new prototype is characterized by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space. CBX created a new color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store\'s warm and welcoming aura while complementing the look and feel of the Sunshine State, Bona noted.\r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa\'s digital signage (from Wilmington, Del.-based the Archer Group) highlights the store\'s food and beverage offerings in a fun and appetizing way. \"Digital signage and menu displays that allow for better time of day communication of various items will help introduce Wawa\'s unique offer to this new audience,\" Bona explained.\r\n\r\n\"We are thrilled to be doing business in Florida and look forward to setting a new standard of quality and appetizing convenience for Floridians,\" said Chris Gheysens, Wawa President.\r\n\r\nWawa CEO Howard Stoeckel added: \"Since the opening of our first convenience store in 1964, every member of our team has dedicated themselves to living our values and to being a great neighbor and corporate citizen. We look forward to fostering new relationships in Florida and simplifying the lives of our customers.\"\r\n\r\nThe new ground-up construction stores will serve as the prototypical design for Wawa\'s wave of new stores planned for the Central Florida market.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states, 300+ of which offer fuel. The chain is revered equally for its wide variety of coffee and smoothies, fresh salads and built-to-order hoagies, as well as its fast and friendly service, available all day, every day.\r\n\r\nAbout Wawa, Inc.\r\n\r\nWawa, Inc., a privately held company, began in 1803 as an iron foundry in New Jersey. Toward the end of the 19th Century, owner George Wood took an interest in dairy farming and the family began a small processing plant in Wawa, Pa, in 1902. The milk business was a huge success, due to its quality, cleanliness and \"certified\" process. As home delivery of milk declined in the early 1960s, Grahame Wood, George\'s grandson, opened the first Wawa Food Market in 1964 as an outlet for dairy products. Today, Wawa is your all day, everyday stop for fresh, built-to-order foods, beverages, coffee, fuel services, and surcharge-free ATMs. A chain of more than 595 convenience retail stores (300 offering gasoline), Wawa stores are located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and by summer of 2012, Central Florida. The stores offer a large fresh food service selection, including Wawa brands such as built-to-order hoagies, freshly-brewed coffee, hot breakfast sandwiches, built-to-order Specialty Beverages, and an assortment of soups, sides and snacks.</p>\r\n\r\n<a href=\"http://www.marketwatch.com/story/wawa-enters-florida-market-with-stores-designed-by-cbx-2012-07-19\" target=\"_blank\">http://www.marketwatch.com/story/wawa-enters-florida-market-with-stores-designed-by-cbx-2012-07-19</a>', 'Wawa Enters Florida Market With Stores Designed by CBX', '', 'inherit', 'closed', 'closed', '', '1671-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1671, 'http://cbx.cappendev.com/1671-revision-v1', 0, 'revision', '', 0),
(3134, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>ORLANDO, Fla. (7/19/2012) —New York City-based CBX has designed a fresh, new prototypical store for Wawa, Inc.’s entry into the Florida market. The first of the Wawa, Pa.-based fuel and convenience store operator’s new locations in the Sunshine State opened July 18 across the street from Sea World, with four more scheduled to open in the Orlando area over the next five weeks.\r\n             Located at the intersection of Central Florida Parkway and International Drive, Wawa’s new 4,600-square-foot Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\n             “While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,” said veteran c-store designer Joseph Bona, CBX retail division president. Travelers from the Mid-Atlantic will find the familiar “winged” gas canopy, the welcoming centrally located entry portal, ample up-front parking and the chain’s familiar Canada Goose logo. The new Florida prototype, designed by CBX with the help of local architects and engineers Cuhaci & Peterson, also features expansive windows that provide a clear view to the new interior design.\r\n\r\n             Once inside, customers will immediately notice the vibrant red-tiled wall placed front and center highlighting the new center island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order 20+ handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages.  Guests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch screen system, with a series of screens prominently positioned at the kitchen/specialty  beverage area’s counters. \r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a “sense of place,” Bona said.  \r\n \r\nOverall, Wawa’s new prototype is characterized by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space. CBX created a new color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store’s warm and welcoming aura while complementing the look and feel of the Sunshine State, Bona noted. \r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa’s digital signage (from Wilmington, Del.-based the Archer Group) highlights the store’s food and beverage offerings in a fun and appetizing way. “Digital signage and menu displays that allow for better time of day communication of various items will , help introduce Wawa’s unique offer to this new audience.” Bona explained. \r\n\r\n              “We are thrilled to be doing business in Florida and look forward to setting a new standard of quality and appetizing convenience for Floridians,” said Chris Gheysens, Wawa President. Wawa CEO Howard Stoeckel added: “Since the opening of our first convenience store in 1964, every member of our team has dedicated themselves to living our values and to being a great neighbor and corporate citizen. We look forward to fostering new relationships in Florida and simplifying the lives of our customers.”\r\n\r\n              The new ground-up construction stores will serve as the prototypical design for Wawa’s wave of new stores planned for the Central Florida market.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states, 300+ of which offer fuel. The chain is revered equally for its wide variety of coffee and smoothies, fresh salads and built-to-order hoagies, as well as its fast and friendly service, available all day, every day.   \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/11/daytime-view.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/11/daytime-view.jpg\" alt=\"\" title=\"daytime view\" width=\"632\" height=\"256\" class=\"alignnone size-full wp-image-5241\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/07/11_1803-BIRDS-EYE-VIEW_option11.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/07/11_1803-BIRDS-EYE-VIEW_option11-1024x524.jpg\" alt=\"\" title=\"11_1803 BIRDS EYE VIEW_option1\" width=\"1024\" height=\"524\" class=\"alignnone size-large wp-image-5243\" /></a>\r\n             \r\nAbout Wawa, Inc. \r\n\r\nWawa, Inc., a privately held company, began in 1803 as an iron foundry in New Jersey. Toward the end of the 19th Century, owner George Wood took an interest in dairy farming and the family began a small processing plant in Wawa, Pa, in 1902. The milk business was a huge success, due to its quality, cleanliness and “certified” process. As home delivery of milk declined in the early 1960’s, Grahame Wood, George’s grandson, opened the first Wawa Food Market in 1964 as an outlet for dairy products. Today, Wawa is your all day, everyday stop for fresh, built-to-order foods, beverages, coffee, fuel services, and surcharge-free ATM\'s. A chain of more than 595 convenience retail stores (300 offering gasoline), Wawa stores are located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and by summer of 2012, Central Florida. The stores offer a large fresh food service selection, including Wawa brands such as built-to-order hoagies, freshly-brewed coffee, hot breakfast sandwiches, built-to-order Specialty Beverages, and an assortment of soups, sides and snacks.\r\n\r\n\r\nAbout CBX\r\n   	\r\nCBX, www.cbx.com, is a fully integrated creative agency specializing in retail design and operations, brand and corporate identity development, packaging, research, and motion branding. The award-winning company maintains offices in New York City, Minneapolis and San Francisco in the U.S., and in Seoul, South Korea. As a full-service consultancy, CBX offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing, and consumer research. \r\n', 'Wawa Enters Florida Market With Stores Designed by CBX', '', 'inherit', 'closed', 'closed', '', '1771-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1771, 'http://cbx.cappendev.com/1771-revision-v1', 0, 'revision', '', 0),
(3135, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>Orlando, Fla. -- Convenience-store operator WaWa has entered the Florida market, opening a store across from Sea World in Orlando. Four additional units are scheduled to open in the Orlando market during the next four five weeks.\r\nDesigned by New York City-based CBX with the help of local architects and engineers Cuhaci & Peterson, Wawa’s new 4,600-sq.-ft. Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture. The new ground-up store will serve as the prototypical design for Wawa’s wave of new stores planned for the Central Florida market.\r\n\r\nExterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\nThe new location features WaWa’s familiar “winged” gas canopy, a centrally located entry portal, ample up-front parking and the chain’s signature Canada Goose logo. The new Florida prototype also features expansive windows that provide a clear view to the new interior design.\r\n\r\n“While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,” said Joseph Bona, CBX retail division president.\r\n\r\nThe store has a spacious open layout, with high ceilings and abundant natural lighting. The interior boasts a vibrant red-tiled wall placed front and center highlighting the new center island kitchen. The food preparation area also incorporates a full-service specialty beverage section where customers can order 20+ handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages.\r\n\r\nGuests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch-screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states.</p>\r\n\r\n<a href=\"http://www.chainstoreage.com/article/wawa-makes-florida-debut-new-prototype?utm_source=GoogleNews&utm_medium=Syndication&utm_campaign=ManualSitemap\" target=\"_blank\">http://www.chainstoreage.com/article/wawa-makes-florida-debut-new-prototype?utm_source=GoogleNews&utm_medium=Syndication&utm_campaign=ManualSitemap</a>', 'WaWa makes Florida debut with new prototype', '', 'inherit', 'closed', 'closed', '', '1672-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1672, 'http://cbx.cappendev.com/1672-revision-v1', 0, 'revision', '', 0),
(3136, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'The seventh of the Pennsylvania-based fuel and convenience store operator’s locations in the sunshine state, opened on Monday (7 January 2013), with 25 more scheduled to open in the Orlando/Tampa area in 2013.\r\nLike the six sunshine state locations that opened last year, Wawa’s latest store in Apopka features a design intended to reflect the language and style associated with Floridian vernacular architecture. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\nOnce inside, customers will immediately notice the vibrant red-tiled wall placed front and centre highlighting the new centre island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order more than 20 custom-made varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of smoothies and frozen beverages. Guests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters.\r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a sense of place. Overall, Wawa’s new prototype is characterised by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space.\r\n\r\nNew York City-based CBX worked with Wawa to create the fresh, new prototype store. CBX created a new colour and materials palette emphasising natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store’s warm and welcoming aura while complementing the look and feel of the sunshine state.\r\n\r\n“We are thrilled to be doing business in Florida and look forward to setting a new standard of quality and appetising convenience for Floridians,” said Chris Gheysens, Wawa President.\r\n\r\nWawa currently operates nearly 600 stores in five Mid-Atlantic states, 300+ of which offer fuel. The chain is revered equally for its wide variety of coffee and smoothies, fresh salads and built-to-order hoagies, as well as its fast and friendly service, available all day, every day.\r\n\r\nCBX: provided design expertise for Wawa\'s Florida market entrance.\r\n\r\n<a href=\"http://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201301&amp;this_page=8\" target=\"_blank\">http://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201301&amp;this_page=8</a>', 'WAWA opens latest prototype in Apoka, FL', '', 'inherit', 'closed', 'closed', '', '1794-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1794, 'http://cbx.cappendev.com/1794-revision-v1', 0, 'revision', '', 0),
(3137, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'East Coast-based convenience store operator WaWa is expanding through the state of Florida with a new prototype designed to reflect the language and style associated with Floridian vernacular architecture.     \nOn the exterior, pastel colors, clapboard siding, pitched roofs and front porches reference historic south and central Florida building types. At the same time, travelers from the Mid-Atlantic states will find the chain’s familiar “winged” gas canopy, the welcoming centrally located entry portal and familiar Canada Goose logo\n   \nA spacious open layout, with high ceilings and abundant natural lighting, gives the interior an inviting, modern feel. Digital signage is used to highlight the store’s food and beverage offerings in a fun, appetizing way\n \nA vibrant red-tiled wall placed front and center highlights the new center island kitchen. Guests can order any specialty drink or sandwich exactly the way they want using Wawa’s touch-screen system, with a series of screens prominently positioned at the kitchen/specialty beverage area’s counters.\n\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers to create a sense of place.\n\nWith more than 600 stores in Pennsylvania, New Jersey, Delaware, Maryland and Virginia, Wawa has rolled out 25 stores in Florida since entering the state in July 2012.\n\nDesign: CBX, New York City\n\nRead more: <a href=\"http://chainstoreage.com/article/wawa-various-locations-florida\" target=\"_blank\">http://chainstoreage.com/article/wawa-various-locations-florida</a>', 'WaWa, various locations in Florida', '', 'inherit', 'closed', 'closed', '', '1874-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1874, 'http://cbx.cappendev.com/1874-revision-v1', 0, 'revision', '', 0),
(3138, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>ORLANDO, Fla. -- Retail design agency CBX has designed a fresh, new prototypical convenience store for Wawa Inc.\'s entry into the Florida market. The first Wawa store in the Sunshine State opened July 18 in the Orlando area, with four more scheduled to open over the next five weeks.\r\n(See Related Content below for previous CSP Daily News coverage.)\r\n\r\nWawa\'s new 4,600-square-foot Orlando store is intended to reflect the language and style associated with Floridian vernacular architecture, according to CBX. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\n\"While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,\" said Joseph Bona, CBX retail division president. Travelers from the Mid-Atlantic will find the familiar \"winged\" gas canopy, the welcoming centrally located entry portal, ample upfront parking and the chain\'s familiar Canada Goose logo. The new Florida prototype, designed with the help of local architects and engineers Cuhaci & Peterson, also features expansive windows that provide a clear view to the new interior design.\r\n\r\nOnce inside, customers will notice the red-tiled wall placed front and center highlighting the new center island kitchen where fresh hoagie rolls will be baked-off daily. The food preparation area also incorporates a full-service specialty beverage section where customers can order more than 20 handmade varieties of hot drinks, espressos, Chai teas and lattes, as well as more than 20 varieties of Smoothies and frozen beverages.\r\n\r\nGuests can order any specialty drink or sandwich exactly the way they want using Wawa\'s touchscreen system (recently highlighted by GOP presidential candidate Mitt Romney; click here for previous coverage), with a series of screens prominently positioned at the kitchen/specialty beverage area\'s counters.\r\n\r\nThe counter area is immediately adjoined by coffee and fountain beverage sections with a backdrop of a taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a \"sense of place,\" Bona said.\r\n\r\nOverall, Wawa\'s new prototype is characterized by a spacious open layout, with high ceilings and abundant natural lighting contributing to the comfortable and inviting space. CBX created a new color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving and copper accents. Elements were selected for their ability to contribute to the store\'s warm and welcoming aura while complementing the look and feel of the Sunshine State, Bona said.\r\n\r\nThe CBX team additionally updated in-store graphics, while Wawa\'s digital signage (from Wilmington, Del.-based the Archer Group) highlights the store\'s food and beverage offerings in a fun and appetizing way. \"Digital signage and menu displays that allow for better time of day communication of various items will help introduce Wawa\'s unique offer to this new audience,\" said Bona.\r\n\r\nThe new ground-up construction stores will serve as the prototypical design for Wawa\'s wave of new stores planned for the Central Florida market.\r\n\r\nNew York City-based CBX is a fully integrated creative agency specializing in retail design and operations, brand and corporate identity development, packaging, research and motion branding. As a full-service consultancy, CBX offers architecture, interior design, merchandise and store planning, identity and branding, graphics and environmental graphic design, media design, product design, master planning, construction detailing and consumer research.\r\n\r\nWawa currently operates approximately 600 stores in five Mid-Atlantic states, more than 300 of which offer fuel. The Wawa, Pa.-based chain is known for its coffee, hoagies, surcharge-free ATMs and more. Stores are located in Pennsylvania, New Jersey, Delaware, Maryland and Virginia and now Florida.\r\n\r\n<a href=\"http://www.cspnet.com/news/services/articles/wawas-floridian-vernacular\" target=\"_blank\">http://www.cspnet.com/news/services/articles/wawas-floridian-vernacular</a>', 'Wawa\'s \'Floridian Vernacular\'', '', 'inherit', 'closed', 'closed', '', '1673-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1673, 'http://cbx.cappendev.com/1673-revision-v1', 0, 'revision', '', 0),
(3139, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p>ORLANDO, Fla. -- When planning its move into Florida, Wawa Inc. turned to New York City-based CBX to design a new prototype store specifically for the Sunshine State. The public got a look at the first of those stores during yesterday’s grand opening in Orlando.\r\nThe first Wawa in Florida, located on Central Florida Parkway across from SeaWorld Orlando, measures 4,600 square feet and is intended to reflect the language and style associated with Floridian vernacular architecture, according to the design company. Exterior characteristics include pastel colors, clapboard siding, pitched roofs and front porches that reference historic south and central Florida building types. The design also pays careful attention to landscaping, allowing the fuel islands and store to blend with its verdant surroundings.\r\n\r\nThe new ground-up convenience storereflects the prototypical design for Wawa\'s wave of stores planned for the central Florida market. Four more Orlando stores are slated to open over the next four weeks, as CSNews Online previously reported.\r\n\r\n\"While the new design style is uniquely Floridian, every other visual reference is recognizably Wawa,\" said convenience store designer Joseph Bona, CBX’s retail division president.\r\n\r\nCustomers familiar with Wawa locations in its other five markets -- Pennsylvania, New Jersey, Delaware, Maryland and Virginia – will still recognize the \"winged\" gas canopy, centrally located entry portal, ample up-front parking and the chain\'s Canada Goose logo. The new Florida prototype, designed by CBX with the help of local architects and engineers Cuhaci & Peterson, features expansive windows that provide a clear view to the interior design.\r\n\r\nThe interior features red-tiled walls highlighting the center kitchen island. The counter area is adjoined to coffee and fountain beverage sections with a backdrop of a warmer taupe wall tile. Red drum shades are used over the coffee area and at the beverage coolers (positioned on the opposite side of the foodservice/specialty drink counter) to create a \"sense of place,\" Bona said.\r\n\r\nIn addition, CBX created a color and materials palette emphasizing natural stone, several types of tile, hard rock maple laminate (a creamy white with a reddish tinge) for modular fixtures and shelving, and gleaming copper accents. Elements were selected for their ability to contribute to the store\'s warm and welcoming aura, while complementing the look and feel of the Sunshine State, he added.\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-wawa_s_sunshine_state_stores_designed_by_cbx-61544.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-wawa_s_sunshine_state_stores_designed_by_cbx-61544.html\r\n</a>', 'Wawa\'s Sunshine State Stores Designed by CBX', '', 'inherit', 'closed', 'closed', '', '1668-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1668, 'http://cbx.cappendev.com/1668-revision-v1', 0, 'revision', '', 0),
(3140, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nIn case you haven\'t heard, Will and Kate (Duke and Duchess of Cambridge to you and me) are coming to America this week, to California to be exact. Their trip itinerary seems to be set, but we thought that we, as an American branding agency, would offer them our list of, er, quintessential American brands that will give them a rather uniquely American experience. We\'re hoping they take time out of their busy, expected and likely boring schedule to check out at least one of our more appealing options.\r\n\r\n<strong>Disneyland</strong>\r\nPeople magazine will be paying big bucks for a shot of Wills and Kate riding Space Mountain, their hands thrown up in exhilaration ... and posing with Mickey and Minnie ... and looking for buried treasure (not like they need it) at Pirates of the Caribbean. This iconic park is a must for any visitor to L.A. -- and a visit here means that, from that point forward, when people ask them, \"Do you Disney?\" (to quote a recent New York Times magazine article), they\'ll answer, \"Yes, we do!\"\r\n\r\n<strong>Coffee Bean and Tea Leaf</strong> \r\nThe average American may not be familiar with this brand, but for Californians, this coffee chain is bigger than Starbucks. Sure, the Brits may miss their high tea, but while they\'re in America, they\'ll need to indulge in the coffee fix of the celebs. (We recommend a Vanilla Iced Blended.)\r\n\r\n<strong>L.A. Dodgers</strong>\r\nWhat could possibly be more all-American than experiencing our great national pastime, baseball? Kate may be bored to tears by a night game at Dodgers Stadium, but Will will likely be cheering from the stands, enjoying a brewski and chowing down on a hot dog. Hopefully the newlyweds will turn a blind eye to the fact that the team\'s owner, who is embroiled in a messy divorce, has driven this incredibly strong brand into bankruptcy.\r\n\r\n<strong>Dash</strong>\r\nThe Kardashians are an American phenomenon, so is it any wonder that they\'ve ventured into fashion (like the Olsen twins and Jessica Simpson before them)? High Street shopper Kate will likely want to hit this L.A. boutique -- the latest extension of the Kardashian brand -- but she should be warned: It\'s in \"the Valley\" (insert gasp here).\r\n\r\n<strong>VitaCoco Coconut Water</strong>\r\nSay goodbye, Evian, and \"hola\" to VitaCoco! A secret of South American countries for years, coconut water is the new American craze, and there\'s no better way for the Duke and Duchess to stay hydrated during their hot July visit than with this electrolyte-packed drink. After all, there\'s a good reason why it has become one of the fastest-growing lifestyle beverages in North America -- and did you know that former Brit Madonna is an investor?\r\n\r\n<strong>LA Ink</strong> \r\nSure, it might piss off the Queen, but we think that\'s precisely why Wills and Kate need to visit Kat Von D\'s \"LA Ink\" tattoo shop, High Voltage, during their visit. (Plus they can get a taste of our American fixation with reality TV ... not like they didn\'t start all that across the pond). We\'re envisioning matching \"Cambridge\" tats -- for Will\'s on his bicep and for Kate on her bum.\r\n\r\n<strong>Sports Club LA</strong>\r\nThere\'s going to be a lot of eating and drinking during the royal visit, so the fitness-loving Duke and Duchess may want to hit L.A.\'s best, and most famous, athletic club to burn some calories. This chain is so popular, it has outposts in New York, D.C., Boston, San Francisco and Miami ... and we\'re guessing Wills and Kate will have an unlimited pass for future U.S. visits.\r\n\r\n<strong>In-N-Out Burger</strong>\r\nThe secret menu at In-N-Out Burger is part of the allure of this iconic Southern California burger chain, but we have a feeling Will and Kate won\'t have trouble finding someone behind the counter to tip them off. We envision the Duchess getting hers \"Protein Style\" (burger wrapped in lettuce, no bun) while the Duke -- whose weight and style choices are not being watched nearly as closely as those of his svelte wife -- might opt for \"Double Meat\" (two beef patties, lettuce, tomato, spread, with or without onions, on a freshly baked bun).\r\n\r\n<strong>Toms Shoes</strong> \r\nHumanitarian Wills will want to drop by the new West Hollywood store of cult brand TOMS, which gives a pair of new shoes to a child in need for every pair of shoes sold. Goodness knows, Wills can afford a lot of shoes. This might be a perfect place to pick up a souvenir for brother Harry, who shares Will\'s philanthropic spirit and errs on the hipper side.\r\n\r\n<strong>Windsor, Calif.</strong> \r\nOkay, so it\'s not a brand or a landmark, but Windsor, California, might be a logical last stop for Kate and Wills, given that it bears the same name as their family and all ... plus its Napa location makes it a great place to unwind with a few glasses of wine. Perhaps they\'ll rent a car (we\'re envisioning an eco-friendly Ford Fusion) in L.A. and drive down the Pacific Coast Highway? We can\'t think of a more romantic trip ending for the world\'s favorite newlyweds.</P>\r\n\r\n\r\n\r\n<a href=\"http://www.storebrandsdecisions.com/news/2011/08/16/how-to-develop-a-private-label-expression-aligned-with-retail-brand-strategy\" target=\"_blank\">Read more: http://www.mediapost.com/publications/article/153520/#ixzz271c7yNB9</a>', 'Welcome to the United Brands of America', '', 'inherit', 'closed', 'closed', '', '1550-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1550, 'http://cbx.cappendev.com/1550-revision-v1', 0, 'revision', '', 0),
(3141, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<iframe src=\"//www.wnyc.org/widgets/ondemand_player/wnyc/#file=%2Faudio%2Fxspf%2F433824%2F\" width=\"600\" height=\"130\" frameborder=\"0\" scrolling=\"no\"></iframe>\r\nNot so long ago, ads for pads and tampons showed images of women in gauzy garments, doing yoga on the beach. Manufacturers left it to moms and big sisters to give young women \"the talk.\"\r\n\r\nToday, these brands speak to girls directly:\r\n\r\nAlways’ “#LikeAGirl” ad, featuring young women, ran in the last superbowl. “First Moon Party”, a humorous take on a girl’s wish to get her first period, got over 30 million views since it went up on YouTube last year.\r\n\r\n“It’s not surprising that it could be turned into something funny because it’s already something that I’m comfortable with,” said Willa, a 12-year-old Brooklynite.\r\n\r\nDirect talk and the rhetoric of female empowerment seem to be a good match for young women today. But when the product being advertised is clothing or makeup, it can raise questions.\r\n\r\nEmily Long, director of communication at The LAMP, a media-awareness organization for kids, said companies use soft-focus feminism to obscure the fact that a brand must play on a woman’s insecurities in order to sell product.\r\n\r\nShe cited Dove skincare, which has a selfie campaign for teens, and Aerie, which announced last year it would stop re-touching photos of its models.\r\n\r\n“It’s still a construction, “ Long said. “They’re still creating a shot, putting them in costumes and lighting and makeup. Just because they’re not going back over it later on with something like Photoshop doesn’t mean that it hasn’t been manipulated.”\r\n\r\nAerie says its ads are aimed at young women 15 and up. Pink by Victoria’s Secret, a rival clothing brand, says it focuses on “college-aged women”\r\n\r\nBut in fact both brands are popular with tweens, because they sell fashionable underwear that fits them.\r\n\r\nA recent study by EPM Communications put tween spending power at $43 billion.\r\n\r\nThe full article is available <a href=\"%20http://www.wnyc.org/story/what-brand-would-give-be-tween-girls-friend/\" target=\"_blank\">here</a>.\r\n\r\n&nbsp;', 'What a Brand Would Give to Be a Tween Girl’s Friend', '', 'inherit', 'closed', 'closed', '', '2081-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2081, 'http://cbx.cappendev.com/2081-revision-v1', 0, 'revision', '', 0),
(3142, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<strong>CBX Open-Letter Ad in Advertising Age Asks Cannes Lions, CLIO &amp; Pencil Awards Programs To Begin Honoring Agencies For Naming Efforts</strong>\r\nIn a full-page, open-letter ad in today\'s edition of Advertising Age, the chief executive of branding agency CBX asked the Cannes Lions, CLIO and Pencil awards programs to begin honoring creative agencies for their work in naming or \'Verbal Identity.\'\r\n\r\nThe letter from Gregg S. Lipman, CEO and Managing Partner of the New York-based firm, reads as follows:\r\n\r\n<strong><em>To the esteemed Governing Bodies and Judging Committees of the Cannes Lions, CLIO, and Pencil Awards:</em></strong>\r\n\r\n<strong><em>Thank you. Your awards elevate an entire industry and celebrate the best and brightest in our field. They validate a job well done. But is it possible, perhaps, you may have forgotten something?</em></strong>\r\n\r\n<strong><em>What about Naming?</em></strong>\r\n\r\n<strong><em>On behalf of Branding &amp; Naming agencies everywhere, we humbly submit that you may want to consider the singular importance of Verbal Identity. It is the most enduring aspect of any brand; without it, there would be no identity at all. No big idea. No creative campaigns. No trophies in the lobby.</em></strong>\r\n\r\n<strong><em>Might we recognize this critical component to the marketing mix with an award as well?</em></strong>\r\n\r\n<strong><em>We could even create a clever name for it if you\'d like.</em></strong>\r\n\r\n<strong><em>Thanks so much,</em></strong>\r\n\r\n<strong><em>Gregg S. Lipman</em></strong>\r\n<strong> <em> ceo/managing partner</em></strong>\r\n<strong> <em> #whataboutnaming</em></strong>', 'What About Naming?', '', 'inherit', 'closed', 'closed', '', '2085-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2085, 'http://cbx.cappendev.com/2085-revision-v1', 0, 'revision', '', 0);
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(3143, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'CHICAGO – With convenience stores adding more prepared food, the comparison to restaurants is inevitable. Foodservice at c-stores now accounts for 15.18% of annual sales, with beverages garnering 14.65%. Those numbers are only predicted to go up, which means the competition between restaurants and convenience stores will increase, too, Nation’s Restaurant News reports. </br>During a workshop at the National Restaurant Association Show, which ended yesterday in Chicago, industry experts gathered to discuss what restaurants and c-stores could learn from each other. “We are the place you go to refuel, refresh and reward yourself,” said Dr. Nancy Caldarola, education director at the NACS Center for Achieving Foodservice Excellence (NACS CAFÉ). Convenience stores offer prepared food as one more way of meeting customer needs through convenience.</br>\nOne lesson convenience stores are learning is how to neutralize the “gasoline penalty,” said Joseph Bona, president of branded environments at CBX. “You can have the best turkey sub in the world, but if I can’t get people to understand that we’re a legitimate destination for that, I can’t get them in the front door,” he said.</br>\nRestaurant innovations have pushed convenience stores to expand their offerings and include fresher ingredients, said Caldarola. Having a clean, welcoming store with food ready fast is also important, said Bona. “Consumers eat with their eyes,” he said. “They buy with their eyes.”\nMost convenience stores have recognized that having prepared food is a huge advantage, said Bill Reilly, senior vice president of marketing GPM Investments. “Female shoppers are a big [on their] wish list as far as reaching new customers,” he said.</br>\nTechnology, such as electronic ordering stations, gives convenience stores an advantage over restaurants while controlling labor expenses. “Who am I to tell you how to make your turkey sandwich?” said Reilly. “We gave the power to the consumer.”</br>\n<a href=\" http://www.nacsonline.com/News/Daily/Pages/ND0522133.aspx?utm_content=newsarticle2&amp;utm_source=NACS%20Daily&amp;utm_campaign=NACS%20Daily%20052213&amp;utm_medium=email&amp;utm_term=455699&amp;src=newsarticle2#.UZzxgoU2ptR\" target=\"_blank\">\nhttp://www.nacsonline.com/News/Daily/Pages/ND0522133.aspx?utm_content=newsarticle2&amp;utm_source=NACS%20Daily&amp;utm_campaign=NACS%20Daily%20052213&amp;utm_medium=email&amp;utm_term=455699&amp;src=newsarticle2#.UZzxgoU2ptR</a>', 'What Convenience Stores Can Teach Restaurants', '', 'inherit', 'closed', 'closed', '', '1820-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1820, 'http://cbx.cappendev.com/1820-revision-v1', 0, 'revision', '', 0),
(3144, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'You’ve probably heard this piece of not-so-little news: Amazon has acquired Whole Foods. And while the prospect of having fresh foods, specialty cheeses, and flax seeds delivered straight to our door sounds pretty amazing, we also wanted to dig a little deeper to learn what this acquisition might mean for the future of grocery shopping. We spoke with retail and branding experts Gregg Lipman and Todd Maute, Partners at CBX to gain more insight on what consumers can expect.\r\n<strong>CONSIDERING THE NEWS, WHAT DO YOU THINK IS THE OVERALL VISION AMAZON HAS IN MIND AND IS WORKING TOWARDS FOR CONSUMERS?</strong>\r\n\r\n<strong>Gregg:</strong> Amazon is continuing to expand its reach and ubiquity as a supplier in all aspects of a consumer’s life. They’ll continue to lead with their disruptive model—using and creating progressive technologies to make services and products that will further entrench themselves into a person’s life and transform not only the way people shop but how they live.\r\n\r\n<strong>Todd:</strong> Amazon’s goal is to be the world’s foremost customer centric company. Its muscle has always been its well-oiled logistical operations powered by the most sophisticated of data mining capabilities. With the acquisition of a 430 retail-location strong behemoth that has mastered the food supply, processing and distribution chain end to end, Amazon will be able to utilize its tech capabilities to introduce a completely unique and customized grocery experience to the consumer—possibly one that includes never having to leave their house.\r\n\r\nAdditionally, the acquisition should be able to further Amazon Fresh service with Whole Food’s physical locations playing a big role. Shrink is a consistent challenge and is harder to control in an online-only warehouse driven format; it is much better suited for a retailer to manage that profit-diminishing factor. Additionally, if Amazon Fresh could incorporate Prime, Pantry and Dash into the mix, it could become a singular brand platform for Amazon’s food business. From a demographic perspective, the typical Whole Foods shoppers sits on the higher-income earning scale similarly to the Amazon Prime shopper thus continuing to add to their growing customer database.\r\n\r\nIt’s often hard for people to embrace change, and many people still relish going into a grocery store and picking out produce themselves rather than having it picked and delivered for them. What steps can Amazon and Whole Foods take to make this a more natural transition for consumers?\r\n\r\n<strong>Gregg:</strong> Amazon’s logistical juggernaut and access to consumer data will add more dimensions to the purchasing experience. People still seek a human-driven experience and Amazon should do everything to ensure its consumers its brick and mortar presence is about accessibility and enhancement; there is no sacrifice or subtracting with its newfound physical presence and if anything, should be a deeper-data infused complement to its virtual counterpart.\r\n\r\n<strong>Todd:</strong> Consumers today are accustomed, if not expectant of, external changes that affect their daily behaviors. From mobile banking to pharmaceuticals delivered within two days at your doorstep to the evolution of the gas station deli offering, culture and technology have accelerated the pace of change and primed the consumer’s desire for convenience, value and their willingness to accept the new.\r\n\r\nBoth brands would be smart to take steps to ensure consumers the acquisition won’t affect them in ways each brand has built their loyalty off. They need to re-affirm and emphasize that Whole Foods will continue its high standards of product quality and Amazon’s efficient and customer-centric services won’t be affected.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/Screen-Shot-2017-06-29-at-10.53.02-AM.png\"><img class=\"alignnone size-large wp-image-10574\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/Screen-Shot-2017-06-29-at-10.53.02-AM-1024x416.png\" alt=\"\" width=\"1024\" height=\"416\" /></a>\r\n\r\n<strong>WHAT ARE SOME OF THE BIGGEST BENEFITS CONSUMERS WILL SEE AS A RESULT OF AMAZON ACQUIRING WHOLE FOODS? WHAT ARE SOME OF THE POTENTIAL PROBLEMS CONSUMERS MIGHT FACE RESULTING FROM AMAZON’S ACQUISITION OF WHOLE FOODS?</strong>\r\n\r\n<strong>Gregg:</strong> The benefit is a more integrated consumer experience for Amazon and Whole Foods visitors where transitioning from URL to IRL (or the opposite) is more simple, seamless and backed with robust data on purchasing options, history, recommendations, etc. Additionally, the potential effects on manufacturers could also lead to a decrease of prices for the consumer. The potential problems may rest in fewer channel choices for the consumer should they decide they don’t want to go with an Amazon-affiliated option.\r\n\r\n<strong>Todd:</strong> Both Amazon and Whole Foods have very sophisticated methods in capturing consumer data. Coupled with Whole Foods’s stringent quality standards and efficiency in product development, you have a recipe for success. Consumers could potentially have access to both better pricing (as there would be no more middle man) and wider selection of choices. Convenience, quality, variety and savings—what more can consumers ask for?\r\n\r\nOn the flip side, great vision executed poorly can be problematic. If Amazon and Whole Foods can’t integrate their unique brand assets seamlessly, it could result in turning the consumer off completely. History has proven that home delivery for food is challenging such as in the case of Webvan. While its concept was ahead of its time, it was riddled with issues on its approach to the market specifically:\r\n\r\nNone of the executives understood the food business.\r\nIt expanded too quickly\r\nIt targeted the wrong consumer and wrong markets\r\nIt built warehouses instead of leveraging existing infrastructures.\r\nWhile the Amazon and Whole Foods merger may currently be blessed without these issues, both brands need to marry their assets quickly and flawlessly to convince consumers they can meet, if not exceed their expectations.\r\n\r\n<strong>IN WHAT WAYS DO YOU FORESEE ANY WAYS THAT THIS ACQUISITION COULD BACKFIRE, ACTUALLY HURTING AMAZON IN THE LONG RUN?</strong>\r\n\r\n<strong>Gregg:</strong> If history is an indicator of the future, Amazon will see its failure as a learning experience and move on to the next (i.e. see Amazon Fire Phone). Amazon’s nature is to innovate quickly and while this acquisition is not technically an “innovation,” its brand could take a hit on the public relations front as a brand that can seemingly do anything.\r\n\r\n<strong>Todd:</strong> Amazon has seen astronomical growth due to their bets on digitization and mobile and their continued portfolio diversification around the Internet of Things. It is a company not afraid to take risks outside its wheelhouse and invest in trends; leveraging what they do well and investing in the multi-trillion business of grocery is a wise bet. Even if they’re unable to convert the consumer, I’m doubtful it would drastically impact the overall Amazon brand in a negative way. Consumers will continue to flock to Amazon to purchase other things- perhaps one day cars or prescriptions? Amazon’s opportunities are endless.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/1498589775054.jpg\"><img class=\"alignnone size-large wp-image-10576\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/1498589775054-1024x731.jpg\" alt=\"\" width=\"1024\" height=\"731\" /></a>\r\n\r\n<strong>WHAT ABOUT RETAILERS—WHAT ARE SOME OF THE CHALLENGES THEY’RE LIKELY TO FACE DUE TO THE ACQUISITION OF WHOLE FOODS?</strong>\r\n\r\n<strong>Todd:</strong> The market reaction to the Amazon announcement was not positive for other grocery brands. Retail across the board has been failing to keep pace with Amazon’s ability to sell goods online at the value consumers are demanding. Department store brands are rapidly disappearing because of their inability to respond to the requirement of digitization and embrace omni-channel and the only ones surviving, if not thriving, are value operators like Aldi, TJ Maxx, Home Goods etc.\r\n\r\nIf Amazon opts to focus on its own delivery service, Whole Food’s relationship with Instacart would be affected and it would ripple to brands like Publix and HEB, ultimately weeding out Amazon’s competition.\r\n\r\nAdditionally, the organics industry has seen enormous growth over the past few years. Supply has increased and traditional grocers like Kroger have entered the business in a major way specifically by creating their own billion-dollar private label brands. If Amazon and Whole Foods could bring better pricing and more access and convenience to the organics industry, it will most definitely impact traditional grocer’s attempt to capture more share of the consumer that desires more high quality and healthier food options.\r\n\r\n<strong>HOW CAN OTHER BUSINESSES PLAN TO KEEP AN EDGE AND COMPETE WITH AMAZON AND WHOLE FOODS?</strong>\r\n\r\n<strong>Todd:</strong> As much as consumers want value and convenience, they also desire a unique shopping experience. More grocers are increasingly investing in enhancing the shopping experience and growing the perimeter. If they can offer the consumer a shopping experience that can’t be had online, that is where they’ll be able to defend their market share. While this takes capital, time, and commitment, they cannot afford to not do so. Wegmans and Costco are interesting examples of brands providing unique shopping experience incorporating the love of food, the thrill of the hunt and an exploratory opportunity for the consumer shopping their goods.\r\n\r\nWith the business potential the acquisition can create, there will be a significant opportunity for markets to expand for niche brands. Smaller companies will have a less costly way to enter the market than traditional retail. Start-ups can benefit greatly by gaining access to massive distribution without the need for slotting fees and other costs burdening the growth of their business.\r\n\r\n<strong>LAST YEAR, OVER 40% OF ONLINE RETAIL SALES WERE ON AMAZON, AND WITH THE ACQUISITION OF WHOLE FOODS WE LIKELY CAN EXPECT THIS NUMBER TO INCREASE. BUT AT WHAT POINT DOES HAVING ONE ENORMOUS RETAILER MAKING SUCH A SIGNIFICANT PORTION OF SALES ACTUALLY PUT SOCIETY AS A WHOLE AT RISK?</strong>\r\n\r\n<strong>Gregg:</strong> The effects of scale have implications. Technology has enabled both innovation and consolidation and as these tech-fueled companies continue to amass power and leverage, they sometimes tread dangerously with antitrust laws. It is the prerogative of the government to ensure these companies’ pursuit of growth and influence does not result in competitor manipulation and category monopoly.\r\n\r\n<strong>Todd:</strong> With scale comes risk. When you put too many eggs in one basket, competition is inevitably eliminated and thus impacting quality for the consumer. However, on the flip side, size has the potential to drive down cost and also increases profits, which provides more capital for investment in continuous improvement. There is a case for both good and bad but regulation should be able to protect the consumer.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/1498589804825.jpg\"><img class=\"alignnone size-large wp-image-10575\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/06/1498589804825-1024x670.jpg\" alt=\"\" width=\"1024\" height=\"670\" /></a>\r\n\r\n<strong>IN WHAT WAYS, IF ANY, DO YOU FORESEE AMAZON’S ACQUISITION OF WHOLE FOODS HELPING WITH FOOD INSECURITY?</strong>\r\n\r\n<strong>Gregg:</strong> If executed properly, Amazon will be able to leverage Whole Foods’s credibility in food quality. It will be interesting to witness both brands’ approach to fresh foods, food service and natural and organics at scale and observe whether expectations and tolerance of quality differ when it comes to different consumer segments.\r\n\r\n<strong>Todd:</strong> If you look at the values both companies operate by, I would assume the impact on food insecurity would be positive and minimize growing consumer concern.\r\n\r\nThe Amazon brand is customer obsessed; they invent and simplify, hold the highest standards, think big, take action, are frugal and want to instill trust. Whole Foods is grounded in high product standards, caring for the community, satisfying and nourishing consumers and environmental stewardship. Together, they should be able to bring the best products to consumers at the lowest prices and in the fastest and most convenient ways possible.\r\n\r\nAs consumers, we need to realize that neither Amazon nor Whole Foods make everything they sell and thus do not have total control over the supply chain. But the strength and power the combined organizations could have will provide significant influence on their manufacturing partners. Therefore they should have a greater ability to enforce their values and high product standards, ultimately benefiting consumers and alleviating any concern over food safety and insecurity.\r\n\r\n<em>Photos courtesy of Whole Foods and Amazon.</em>', 'What does Amazon’s Acquisition of Whole Foods Mean for the Future of Grocery Shopping?', '', 'inherit', 'closed', 'closed', '', '2294-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2294, 'http://cbx.cappendev.com/2294-revision-v1', 0, 'revision', '', 0),
(3145, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nRebellion is as American as baseball and apple pie. Rebelling against your parents, even more so. But, standing in the middle of my local Best Buy recently, I saw something I hardly would have considered possible just 20 years ago: parents and children buying video games together. Discussing strategy, cheat codes and in one particular case, which games would be the most fun for their entire family.\r\nVideo games? Family video-game night? Video games used to be the exclusive dominion of teenagers. They ruled that world with an iron (yet wildly oversensitive) fist. Rated E for Everyone? Everyone?\r\n\r\nSo, is this entente, this seemingly cordial intersection of parent/child in the gaming world, a natural \"technological convergence\" phenomenon, a Trojan horse strategy? Or have brands looked the future right in the eyes and decided it will be run by Generation E, Generation Everyone? Will the idea of a \"generation gap\" eventually atrophy into obsolescence?\r\n\r\nWe see this not only in the video-game world, but also in other brands: moms and daughters with matching Ugg boots, Juicy Couture sweatsuits, Abercrombie hoodies and Coach handbags. Fathers and sons comparing fantasy football rankings on matching iPhones or killing precious productivity hours on YouTube. Teachers and students sipping from matching Starbucks latte cups or ordering the same items from Pinkberry. Moms and daughters rooting feverishly for their favorite \"American Idol\" contestants or shaking their heads in utter disgust at the shameless and hygienically dubious conduct of the latest batch of \"The Real World\" participants. Moms and their adults friends, with or without their daughters, attending Jonas Brothers concerts, or standing in line for midnight premiere showings of the brow-furrowing fest that is the \"Twilight\" franchise. Aunts and nieces perusing the same Kiehl\'s or MAC products. Uncles and nephews cracking open cans of Red Bull. Grandparents, parents and their children conversing freely on Facebook or Skype.\r\n\r\nThese companies have successfully created branding stories that resonate across a spectrum of ages because they have largely ignored age-based demographic \"insights\" as they were, and instead focused on harnessing societal (the blurring of the generation/cultural gap) and technological (the desire to be ever more connected) trends to their benefit. So, in this new reality, what are the implications for brands and their consumer messaging?\r\n\r\nAt first glance one would be inclined to simply proclaim, with a derisive shrug of the shoulder, natch: \"How is this surprising? Of course, all brands try to appeal to as wide a swath of consumers as possible, genius.\" But \"cross-generational\" or \"trans-generational\" marketing/branding strategy is not nearly as easy to execute successfully as one might presume.\r\n\r\nMarket segmentation and demographic, gender, psychographic analyses are still to this day fundamental elements of practically every consumer product/service/technology company\'s marketing and communications philosophy: \"Who is our target audience, and how can we tailor our message to capture their attention and disposable dollars?\" Some brands have been able to answer that question with greater effectiveness than others.\r\n\r\nThe teenager/young-adult demographic, to refer to just one target audience, is traditionally wary of products that are specifically marketed to it. Indeed, the consumer product landscape is littered with companies that tried to position themselves and their products as cool/urban/edgy, only to ultimately be rejected by the target consumer base. See Palm\'s Zoomer, Zima, Zune, as well as Polaroid, Ecko, Pro-Keds or Pony (which was rejected pretty much immediately after relaunching).\r\n\r\nAppealing to Generation E requires a massive shift away from the standard \"What are they looking for in a product?\" to \"What does this brand say about me as a person?\" And in order to answer such a profound question, one cannot hope to rely solely on traditional qualitative/quantitative marketing data any longer. Successful brands will have to:\r\n\r\nUse social media to build communities around them, but still use \"traditional\" media such as TV, newspapers and magazines, as it can have tremendous impact on your brand\'s appeal. A simple photograph of a celebrity eating, drinking or wearing your product can often provide a significant boost to your brand. For example, Britney Spears and her undying and highly caloric love of Starbucks Frappucinos has absolutely led many a teen/tween to become fans as well (of the Frappucinos, if not Britney).\r\n\r\nConsider the larger socio-cultural context in which products fit by hiring or consulting with people who have a social sciences or humanities academic background. They will have the ability to surface social and cultural questions that branders and marketers simply cannot foresee.\r\n\r\nFocus marketing efforts on brand values and attributes, but be smart with advertising and photography. Don\'t visually skew your brand toward a specific target audience. In fact, on your website or collateral material, consider showing many age groups interacting with your product. Or, keep it simple and focus purely on (attractive) product shots, with no people in them (Pinkberry, Starbucks and Coach, for example, display only their products).\r\n\r\nWe don\'t think that the generation gap will ever totally disappear, and that\'s probably a good thing, but in this age of hard-core partisanship, perhaps we as marketers can soften the rhetoric between the generations and create stronger brands at the same time.</p>\r\n\r\n<a href=\"http://adage.com/article/cmo-strategy/marketing-generation-gap/144249/\" target=\"_blank\">http://adage.com/article/cmo-strategy/marketing-generation-gap/144249/</a>', 'What Generation Gap? How Marketers Can Connect With an Increasingly Converging Target Demographic', '', 'inherit', 'closed', 'closed', '', '1564-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1564, 'http://cbx.cappendev.com/1564-revision-v1', 0, 'revision', '', 0),
(3146, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'Do you ever get the sense that retail technology is overhyped?\r\nPersonally, I love it. In my career, I have overseen technology roll-outs at thousands of high-touch retail stores nationwide. I have also consulted with major retailers and automakers on a raft of tech-related projects.\r\n\r\nBut let’s take a moment to get real about the role of technology in retail.\r\n\r\nOne of the biggest stumbling blocks I often see is the tendency to apply new technology to old techniques. We all feel comfortable sticking with known commodities — the approaches that have generally worked for years or even decades. All too often, the Web and ad agencies with which retailers have existing RFPs and retainers find it easier to rely on status-quo methods. This leads to shortcuts along the lines of, “We already paid $XX,XXX to create that message for the end cap, so let’s just make that show up on someone’s phone, too.” Or, “Make sure to tweet about that new (brand/product/feature).”\r\n\r\nTweeting might seem advanced, but if you think about it, it’s really a one-way communication — the equivalent of taking out a newspaper ad. Likewise, push text messages are hardly different from those pesky hawkers on the street who try to stuff random flyers in your hand. Some would even have retailers step into the role of an omniscient Big Brother by tracking customers’ always-on cellphone signals and automatically texting a coupon within a certain radius.\r\n\r\nTruth is, most people find this kind of thing irritating… and a little creepy.\r\nRetail technology is useful only insofar as it sparks meaningful conversations with and among consumers. If the technique in question won’t feel authentic and humanized on the receiving end, is it worth adopting? If it doesn’t involve listening and learning on both sides, is it really cutting edge?\r\n\r\nThe real promise of retail technology is its ability to facilitate meaningful two-way interactions in a variety of channels, both digitally and in real life.\r\n\r\nSo what does that look like? For starters, you don’t need to spend $1 billion on holograms and virtual-reality headsets. A simple tablet will do. What’s important is how you use the tools at your disposal. Let’s say you’re a retailer of high-end, modern furniture. A customer wants to know what that svelte sofa would look like in lime green. She also wants to see it in a living room that has pastel-yellow walls just like hers. The salesperson can now use the tablet to show the customer a digital mockup of exactly what she has imagined. In this scenario, the salesperson can offer to enhance the mockup with coffee tables, lamps, ottomans, etc., because the pitch is taking place as part of a two-way exchange that is willingly entered into by the customer.\r\n\r\nNeiman Marcus, for example, rolled out a shoe table that “listens” to customers in a novel way. When the customer picks up a shoe to examine it, a video rolls on the table showing a model striding down the runway in those flats or pumps. The customer thereby gains information both visually and, by holding the shoe, through touch. She has made a closer connection to the product, and the retailer learns about this connection because, upon activation, the sales staff learned precisely which shoe had piqued the shopper’s interest. The moment that video rolled, a legitimate reason for the salesperson to engage the customer in further conversation was presented.\r\n\r\nThe two-way nature of this is important, because when people feel listened to, they want to extend the dialog rather than walk out of the store. This is why retailers such as Apple, Nordstrom and AT&amp;T were smart to bring point-of-sale out from behind the counter and into the workspace. The conversation just flowed. At AT&amp;T, the goal is to inject learning into these interactions. “You have a new Audi A3?” the salesperson says. “That’s cool. Did you know those cars have wireless-hotspot functionality? It can save your family a ton of data.” Yes, the tablet has a quick video showing how AT&amp;T’s hotspot plan works, but it’s only effective because customer interest was piqued by a personal conversation.\r\n\r\nSo why not just rely on status-quo methods? Because attitudes are changing. Today, consumers want to be in charge of the buying process. They want to have conversations with brands and with each other. So forget about “pushing” content down a one-way street. Instead, let your customers take the wheel with you right by their side.\r\n\r\nOriginally published in <a href=\"http://smartblogs.com/social-media/2015/08/04/what-neiman-marcus-gets-about-retail-technology/\" target=\"_blank\">SmartBlogs</a>', 'What Neiman Marcus Gets About Retail Technology', '', 'inherit', 'closed', 'closed', '', '2122-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2122, 'http://cbx.cappendev.com/2122-revision-v1', 0, 'revision', '', 0),
(3147, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'With generic convenience stores seemingly on every corner, the easiest thing for customers to do is head to the location that’s … just convenient. Many C-store chains aim to stand apart from the crowd by ramping up the sophistication of their in-store environments. They are making stores larger, stocking them with healthier, fresher food, and adding modern dining furnishings.\r\nIt’s a nice start, but in contemplating the C-store of the future, designers need to imagine a world in which consumers pay greater attention to the brand attributes, product offerings, and consumer experiences available at competing quick-shopping options. That requires being bold and rethinking the category.\r\n\r\nHow would innovators in other sectors approach the challenge? As the former head of store design for Virgin Megastores, I can’t help but contemplate how Virgin founder Richard Branson might approach a portfolio of fueling station and C-store sites.\r\n\r\n<strong>Ideas from an innovator\r\n</strong>Branson is an innovator to the core. Since the retail gas industry is already mature, Branson’s business-centric inclination would be to jump to the head of the line. Forget about fossil fuels; Branson’s Virgin stations would sell electricity, natural gas, and biodiesel for green vehicles. His goal would be to create focal points for the growing community of drivers who see environmental sustainability as a top priority. His marketing, advertising, and branding for the chain would build loyalty and community around this shared value. In addition to sustainability, Branson’s brand would make its mark by evolving the customer experience. Today, Sheetz has such a substantial food offering that people go there regardless of whether they need gas. Likewise, chains such as 7-Eleven and Wawa can thrive even without gas canopies simply because their C-stores are destinations unto themselves. In seeking to evolve the C-store experience further, Branson would focus on selling food, culture, and lifestyle in a fun and comforting atmosphere unlike anything in the sector today. He would shoot for the kind of engaging experience that makes you drive past competitors’ locations and come to his C-store.\r\n\r\nYou can see this strategy in action at Branson’s other ventures. Even if you fly coach on Virgin Atlantic, you get a free ice cream bar after your meal, followed by the flight attendant offering you a hot towel. A comforting and relaxing experience isn’t reserved for premium customers alone. In keeping with the Virgin brand, Branson’s C-store might offer things like the industry’s cleanest, fully touch-free bathrooms, or massage tables in a quiet corner, enabling stressed-out commuters to stop and relax after a maddening stint on the road.<strong>\r\n</strong>\r\n\r\n<strong>Customized convenience\r\n</strong>Virgin Atlantic was the first to offer personalized TVs. This wasn’t technology for technology’s sake: It was to make the experience more personalized and engaging. Smart use of technology would be part of the picture at Branson’s stations as well. You can look around at today’s trends and get an idea for what this might entail. This year, Tesla Motors unveiled a cobra-like robot charging station for the Model S. It connects to the car, charges it, and then retracts—all without the touch of a human hand. Branson’s C-store would also offer a touch-less fueling or recharging experience. As the robotic “pump” attaches to your car, you could use your phone or display at the “pump” to have a smiling attendant bring your food order right to your car. Another aspect of your fill-up might be an automatic diagnostic. A sensor might mind-meld with the general control center of your car and tell you whether anything was askew.\r\n\r\nThat’s convenient, not just for people, but also for a future with driverless cars. Branson’s stations would be designed to allow easy access by driverless taxis and delivery vehicles in need of a fast charge. Meanwhile, dashboard-mounted RFID chips would enable human members of the loyalty program to drive up to the pump, refuel or recharge, and drive off without swiping cards or handing cash to clerks inside. Loaded with each club member’s preferences, the next-generation pumps would scan customers’ RFID chips and then send them customized offers: “Hi, Michelle! It’s nice to see you again. As a token of our appreciation, here’s half off your regular chai tea and low-fat scone.”\r\n\r\nOn Virgin America’s planes, colored lighting creates an atmosphere reminiscent of a small nightclub in a boutique hotel. A Virgin fueling canopy might have OLED-based lighting, using fiberoptics to transmit sunlight from above the canopy or to create a digital light show, pulsing in synch with music. Of course, the canopy and even the store’s roof would be topped with solar panels or living plants, reinforcing the brand’s stance on sustainability and making customers feel even better about their visit.\r\n\r\n<strong>Futuristic and fun</strong>\r\nNot all of Branson’s ventures have been successful, but today’s already-evolving C-stores and gas stations could certainly learn a thing or two from his core principles. They include creating a refreshing guest experience in an inclusive and welcoming atmosphere; making smart use of intuitive technology and customer-friendly automation; and investing in teams of well-trained employees who are people-focused. In the C-store space, you can bet Branson’s brand would be futuristic and fun—with a social conscience to boot.\r\n\r\nOriginally published in <a href=\"http://www.retailenvironments-digital.org/retailenvironments/january_february_2016?sub_id=j6vfHd08M3pi&amp;pg=25#pg25\" target=\"_blank\">A.R.E</a>.', 'What Would Richard Branson Do With Convenience?', '', 'inherit', 'closed', 'closed', '', '2155-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2155, 'http://cbx.cappendev.com/2155-revision-v1', 0, 'revision', '', 0),
(3148, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'By Julie D.\r\nPeople tend to think naming is magic, that the “right name” is a secret sauce that will make a product succeed. But the truth is, you can have all the clever word play in the world, and it won’t save your product if it fails to deliver on the promises your name implies. Words have power — the power to paint a picture in the mind. That picture needs to be something your brand or product can live up to. You need to choose a name strategically, and make a strategic plan to support it, launch it, and stick by it.\r\n\r\nI was reminded of this during the State of the Union address when President Obama introduced the name “myRA” for a new category of retirement savings accounts. The name has a lot going for it. It is short and easy to remember, repurposing a woman’s name in a way that feels instantly familiar. The lowercase letters give it a modern feel. It rhymes with “IRA,” placing the new offer in the IRA family. And it draws on our understanding of MySpace, My Verizon, myCigna and all the other “my” names, with their messages of personal customization and accessibility.\r\n\r\nKnowing nothing other than the name, we can conclude that myRA is a friendly, personal type of IRA. This gives it a head start over programs first introduced bearing the number for part of the tax code (401K).\r\n\r\nIt does have a few downsides, though. The pharmaceutical industry is already using “RA” as catchier way to talk about Rheumatoid Arthritis. And there are pronunciation issues—in fact, the president stumbled on his first mention of name, starting to call it “My IRA” before correcting to “my-R-A.” These tripping points are easy to predict — we often test for such issues. Once you identify potential sticking points, the next step is to do a realistic analysis. Is the flaw necessarily fatal? Can it be planned for and mitigated? In myRA’s case, minor pronunciation issues seem unlikely to be a problem long-term.\r\n\r\nNike, Google, Ikea, Etsy have taught us how to pronounce their names correctly over time. When the iPad was launched, there was a backlash — to some, the name sounded like a feminine hygiene product. Today, we can’t imagine the word “iPad” meaning anything other than a sleek interactive device. These companies were able to stick to their message, keep repeating their name, and bring us along for the ride. It was a good first step that President Obama repeated the name multiple times, correctly, after his initial mistake.\r\n\r\nWhat might be more of a problem is if myRA doesn’t live up to the promises implied by its name. If it isn’t personal and easy. If it doesn’t act like an IRA. Names that fail to fulfill their promises often invite ridicule, and this is particularly true in the political area, where Washington tends to jump on awkward monikers (The Patient Protection and Affordable Care Act) and spin them into short, pejorative nicknames with sticking power (Obamacare).\r\n\r\nThe right name can help you take control of the conversation about a new offer. If you choose a name that delivers the tone and message you’re looking for, you get a jumpstart on building meaning in your audience’s mind. But introducing that new name is also an act of leadership. You have to pick the right promises to make. You have to have to look beyond initial reactions. And you need a strategic plan to introduce your name in a way that can survive a few bumps in the road.\r\n\r\nRead more: <a href=\"http://www.mediapost.com/publications/article/219449/whats-in-a-name.html\" target=\"_blank\">http://www.mediapost.com/publications/article/219449/whats-in-a-name.html</a>', 'What\'s In A Name?', '', 'inherit', 'closed', 'closed', '', '1962-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1962, 'http://cbx.cappendev.com/1962-revision-v1', 0, 'revision', '', 0),
(3149, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'By Gregg S. Lipman\nChallenger soda brands, take note: there seems to be a tremor in the force of the beverage world. I\'m talking, of course, about the war being waged on \"big sugar\" -- sugary beverages like Coke and Pepsi, namely -- by one Mr. Michael Bloomberg (that\'s \"Mayor\" to you). Sugar is the devil these days, thanks in large part to widespread campaigns against childhood obesity, the trendy farm-to-table movement and an uptick in healthy eating in general. Soda sales dropped 1.2 percent in 2012, compared with declines of 1 percent in 2011 and .5 percent in 2010. New York has been embroiled in a battle over \"to tax or not to tax\" for the past year, and 33 other states are giving the thumbs down to soda and its sugary counterparts. And it\'s not just America that\'s giving these beverages the boot. Since 2012, France has imposed a \"fat tax\" on sugary beverages as well.\n\nNot that we should really feel that bad for Coke and Pepsi, who\'ve done a great job of expanding their portfolios to include water (now the #1 beverage in the world), juices and energy drinks. Apparently they knew the day would come when the tide would turn against soda, and it\'s paying off. They seem more focused on just maintaining the audience they have for their soda brands rather than necessarily growing that audience.\n\nThis means there\'s an opportunity for you, challenger brand, to take advantage of the backlash and create a little niche for yourself. Innovate around where the audience is, from Gen Y- and Z-ers to helicopter parents who couldn\'t imagine anything as toxic as soda touching their children\'s lips. Here are some tips we\'ve gleaned from the \"little guys\" -- many of whom seem to be doing this beverage thing right.\n<strong>\nShow you love the planet.</strong>\nEco-friendly packaging may have backfired for a snack brand like Sun Chips, but it presents a huge opportunity for beverage makers. SodaStream, a product that forces carbon dioxide gas into water, has become a worldwide sensation with messaging that is morally and economically attractive to younger generations. Owners of SodaStream makers can eliminate dollars spent and bottles wasted while enjoying the hand-crafted experience of making their own sodas. Coke and Pepsi might consider making their bottles refillable, a la growlers, with retailers allowing customers to bring their empty bottles to the store to be refilled at taps.\n\n<strong>Stay trendy.</strong>\nIf you think that fashion is temperamental, try the beverage industry. What\'s cool one season is suddenly passé the next, so it\'s important to keep abreast of what consumers want in the here and now. Remember when Snapple Ice Tea first came out? And VitaminWater? And Zico coconut water? At the moment, fizzy drinks are all the rage...even IF it was recently proven that one fizzy drink a day can raise the diabetes risk by a fifth.\n\n<strong>Offer your product in small batches.</strong>\nSmall-batch beer brewing is huge; why not small-batch soda-making? Jones Soda offers 12-packs of quirky flavors like Berry Lemonade and Fufu Berry (what the what?) on its Internet site, and also allows you to design your own label for your bottles. Boylan Sodas calls itself \"a full line of hand-crafted small batch sodas and mixers to please any palate.\" Everything about Stewart\'s Fountain Classics, from its name to its bottles to its logo, harkens back to a more personal time. In this age of artisanal everything, a Starbucks-style soda shop - like the old-fashioned soda fountains - seems like a brilliant idea.\n\n<strong>Produce products the way nature intended.</strong>\nSince everyone assumes that soda is the unhealthiest product known to man, it would behoove companies making more natural beverages to say how their products are made. Virgil\'s Root Beer brews its combination of herbs and spices naturally, rather than concocting a chemistry experiment of artificial flavorings, dyes, and additives. Hot Lips Soda\'s lineup changes with the seasons, based on what\'s locally available; to make the soda, the company takes fruit, cooks it, adds water and cane sugar then bottles it, with much of the fiber-rich pulp intact, and carbonates it.\n\n<strong>Pack them full of good things (or, without any bad things).</strong>\nThese days, people want to know not only where their food came from but just what their food ATE before it arrived on their plates. So it\'s no surprise that people want the best, most natural ingredients packed into their beverages. Oogave, a soda that incorporates agave nectar as a sweetener, was started by a natural foods restaurant owner in Denver, and dubs itself \"the purest, best-for-you soda without chemicals or GMO products.\" Steaz is a family of \"all-natural, organic and fair tea-based beverages.\" Hot Lips sodas contain organic lemon juice as a preservative, rather than ascorbic or citric acid, both of which can be derived from genetically modified corn and soy.\n\nThese small guys may not be trying to be the next Coke or Pepsi, but they are doing a great job of making names for themselves in a crowded market. Utilizing one or several of these tips could help you snag a few customers from those beverage giants, and feel better about your brand in the process. Because let\'s face it...it\'s unlikely that people will ever STOP drinking soda, but they certainly are clamoring for more alternatives. The beverage options mentioned here are options that even sugar hater Mike Bloomberg can live with.Who knows - they may distract him long enough to stop hating on soda and seek out a new target - butter, perhaps?\n\n<a href=\" http://www.huffingtonpost.com/gregg-s-lipman/whats-the-future-of-soda_b_3384797.html\" target=\"_blank\">\nhttp://www.huffingtonpost.com/gregg-s-lipman/whats-the-future-of-soda_b_3384797.html</a>', 'What\'s the Future of Soda?', '', 'inherit', 'closed', 'closed', '', '1825-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1825, 'http://cbx.cappendev.com/1825-revision-v1', 0, 'revision', '', 0),
(3150, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'Two key objectives are driving new packaging design strategy for own-label products at retail. Eye-catching, stand-out-from-the crowd identities are partnering with environmental-friendliness. Designers are tasked with establishing a distinctive look and feel, while materials are minimized and those used selected for their recyclability.\nThe consumer angle is essential, according to Food Processing. Richard Barkaway, creative director at Studio One Eleven, a division of Berlin Packaging, Chicago, believes, \"Designing a successful package is all about shoppability and making the user experience enjoyable for the consumer. ... Retailers are no longer interested in the [me-too] strategy and are now developing believable, authentic brands that consumers resonate with.\"\n\nPackaging Digest\'s editors, who judged some 200 American retailers\' submissions for the 2013 private label packaging awards, noted several trends: unique fonts, warm earth tones, stylized photography, high-quality printing for maximum shelf impact, whimsical designs targeted across age groups and limited editions which they said were \"previously the domain of national brands.\"\n\nAs Kate Bertrand Connolly wrote last year in Food Processing, \"Private label products are no longer the dowdy stepsisters of national brands.\" Using graphics to create identities easily spotted across the store gives an impression of both quality and consistency while emphasizing what she describes as the \"\'brand\' component of the store brand.\"\n\nTodd Maute, of New York branding firm CBX, emphasized that if customers are satisfied with one private label product and then see similar packaging on a different shelf, \"They\'ll get the same perception. ... The primary driver behind line looks is ... to build a common story for the brand.\"\n\nTarget\'s Simply Balanced brand, launched in June, was cited as an example of \"strategically creating brands and unique package designs based off of what the consumer\'s expectation is in that marketplace.\" Graphics were described as innovative by My Private Brand\'s president, Christopher Durham, adding that the package design is \"fun, straightforward and direct.\"\n\n<a href=\"http://www.retailwire.com/news-article/16961/whats-the-story-retailers-build-brand-identities-on-store-shelves\" target=\"_blank\">http://www.retailwire.com/news-article/16961/whats-the-story-retailers-build-brand-identities-on-store-shelves</a>', 'What\'s the Story? Retailers Build Brand Identities On Store Shelves', '', 'inherit', 'closed', 'closed', '', '1846-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1846, 'http://cbx.cappendev.com/1846-revision-v1', 0, 'revision', '', 0);
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(3151, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1-150x150.jpg\" alt=\"\" title=\"Rick_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1070\" /></a>By Rick Barrack:\r\nThe other night, I was reading a marketing article in bed about the new Twitter logo when I looked over to see my wife reading a “before and after” plastic surgery article in US Weekly. Ironically, our articles had something in common … because what Twitter did — dropping its Twitter type and going to a single bird symbol — was tighten things up in the hopes of tweaking its image overall.\r\n\r\nLogo redesigns prove that celebrities aren’t the only ones going under the knife these days. Brands constantly want to alter their images, and the changes range from subtle to dramatic. As a brand consultant, I’ve sat in more than one meeting where a client said, “We’d like to move away from our visual brand equity.” In these cases, we encourage clients to take a step back and look strategically at why they are making these moves — is it to appeal to a different audience or achieve a new business goal? Does it really make sense for their brands? I’m wondering if plastic surgeons in Beverly Hills do the same. Here are five examples of recent brand redesigns that brought celebrities\' surgeries to mind:\r\n\r\nNOSE JOB\r\n> J.C. PENNEY \r\nTo move away from the poor product expectations that became synonymous with its brand, J.C. Penney kept its font but abbreviated to initials placed in the upper left corner of a square. This rejiggering of parts reminds us of actresses whose nose jobs alter the very thing that made them accessible: their imperfections.\r\n\r\nFACELIFT\r\n> PEPSI \r\nBy changing its iconic logo to reach a new generation, Pepsi essentially said, “Give me back my youthful image.” Certain iconic actresses have taken similar steps to compete with young beauties, and though their new looks may be hard to swallow at first, eventually their fans jump on board with the change and love them even more than before.\r\n\r\nBOTOX\r\n> Starbucks and Target \r\nEver look at a famous celebrity and think, “Hmm … there’s something different about that face, but I can’t tell what it is.” That’s what Starbucks and Target both did last year — smoothed out a few wrinkles by getting rid of the Target and Starbucks type. These brands are already so respected and established that these moves were subtle, seamless and without controversy. We happen to think the logos look a helluva lot better now.\r\n\r\nIMPLANTS\r\n> THE GAP \r\nSome brands “go under the knife” only to flip-flop on their decisions shortly thereafter, a la actresses\' implant choices — in, out and then back in again. Whereas the old Gap logo looked distinctive and elegant, the new 2010 logo kept one small element — the blue box — and then downgraded the rest of the logo. But a few days after unveiling the new look, the brand reneged and went back to the old.\r\n\r\nMultiple procedures\r\n> TROPICANA \r\nSome celebrities — you know who I’m talking about — have had so much surgery that it has rendered them virtually unrecognizable. And that\'s what happened to Tropicana in early 2009, when the agency working on the brand wielded the knife so liberally as to do away with any semblance of the company people knew and loved. With people unhappy with the rebrand, Tropicana broke under pressure and reverted back to its original design.\r\n\r\nBut the truth is, sometimes the brands with the most equity are the ones that haven’t had any surgery at all — that stay “au naturel,” if you will. Companies like Heinz, Campbell’s and Coca-Cola have all aged gracefully, and kept their logos relatively the same for many decades. I’d say that’s working for them, no? After all, how many brands can say they were the subjects of iconic Andy Warhol paintings?</p>\r\n\r\n<a href=\"http://www.brandpackaging.com/articles/84349-when-brands-get-plastic-surgery\" target=\"_blank\">http://www.brandpackaging.com/articles/84349-when-brands-get-plastic-surgery</a>', 'When Brands Get Plastic Surgery...', '', 'inherit', 'closed', 'closed', '', '1652-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1652, 'http://cbx.cappendev.com/1652-revision-v1', 0, 'revision', '', 0),
(3152, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'The terminology we use in daily life can have a subliminal effect on the way we look at things, from advertising to packaging. Why? Because terminology shapes our thinking, and our thinking shapes our actions. As a case in point, contemplate the usual connotations around the word “private.” Typically, it’s a term that connotes something special and elevated: If you work for a top private equity firm, you’re a big shot. If your kids go to a private school, and your family belongs to a private country club, those are good things, too, right?\r\nAnd yet when it comes to use of the term “private label,” it is hard not to notice an undercurrent of discomfort in certain quarters. This is understandable: Consciously or unconsciously, many people still link private label with cheap knockoffs. In all likelihood, this is why so many retail executives bend over backward to use an alternate term like “own brands.”\r\n\r\nThis ambivalence around terminology might actually be a wise, almost instinctive, understanding that older approaches to private label are now thoroughly outmoded. The oldest approach literally was brand-less: In the 1970s, a generic bag of potato chips on U.S. grocery shelves offered little more than the words “One Pound, Potato Chips.” There was no imagery, no color. You could easily imagine this type of packaging on store shelves in Khrushchev-era Russia.\r\n\r\nBut what came next — knockoff-style packaging in which you tried to pull off an empty imitation of an established national brand — should also stir some discomfort. Sadly, many packaging design agencies continue to reflexively employ this intermediate step in the development of private label brands. It’s a bid to stake out the value proposition, nothing more.\r\n\r\nWhile the alternate term “own brand” is certainly a bit awkward — it doesn’t exactly roll off the tongue — in the best-case scenarios it reflects a shift in understanding. The retailer is saying, “Hey, let’s own this thing. Let’s invest in this brand, redefine the category norm and increase perceived value.” Instead of knocking off Lay’s Potato Chips, for instance, Safeway created Spud Naked Kettle-Cooked Classic Potato Chips. The look and feel of the package was Safeway’s own. A brand came to life.\r\n\r\nUltimately, of course, it’s fine to use whatever terminology you like. The key, as I see it, is to pay attention to how language affects the way you think about and approach package design and branding.\r\n\r\nThe good private equity firms of the world, for example, are likely to talk about the private label brands they acquire as assets worth investing in. When retailers can be persuaded to think of private label brands in the same way, they are much more likely to make solid, brand-building moves. The story of New York City pharmacy chain Duane Reade helps illustrate the potential upside of an investment-oriented approach. Private equity firm Oak Hill Capital Partners sank millions of dollars into Duane Reade after acquiring the chain and eventually launched a major redesign of the customer experience inside the retailer’s New York City stores. The effort entailed new store designs with wider aisles and more appealing décor and signage; shopper-friendly changes to the pharmacy; the introduction of store-within-store beauty; the launch of a host of high-quality private label brands such as DR Delish, Prevail and the DR brand; and the creation of growler, frozen yogurt and sushi counters. The packaging here was all about redefining the retailer and being a leader, not a follower. The lesson? It’s necessary to invest in order to get a return on investment.\r\n\r\nIn this example, private label brands were seen as an asset to build, rather than something to marginally improve and offer as a national brand alternative. And as further evidence of the power of those brands, Walgreen Co. (which acquired Duane Reade in 2010) CEO Gregory Wasson said, “Duane Reade’s recent initiatives in urban retailing, customer loyalty and private brand products support and accelerate Walgreens’ strategy to enhance the customer experience in our network of more than 7,100 stores across the country.” With more stories like this, pejorative connotations around the private label term will fade into a distant memory.\r\n\r\nAnd in fact, there are many reasons to be both proud of private label’s evolution and optimistic about its future. For starters, the United States is currently in the middle of a major consumer shift toward Millennials, who see no shame whatsoever in snapping up private label brands. Millennials represent a huge and increasingly important target market. Their openness is like a blank canvass. Retailers have every reason to take advantage of this trend — now!\r\n\r\nChanging shopping patterns also bode well for private label brands. Historically, private label sales would improve when times were bad and fall when times were good. But in recent years, the trend has been for private label not to merely ride the economic wave but stay level even as the economy rebounds (Arguably, there was a missed growth opportunity here, but that’s another story …). Millions of people are now in the habit of buying private label products. Let’s give them more of what they’re looking for and want.\r\n\r\nMeanwhile, our increasingly foodie-oriented culture happens to play right into private label’s strengths — so long as retailers seize the opportunity. Food is hot, and retailers should capitalize on general human interest when they can. With its cornucopia of private label brands, Trader Joe’s has smartly capitalized on the shift toward all things foodie. Now Whole Foods is doing the same with its smaller-format, private label-focused Whole Foods 365 stores, which will offer high-quality products while banking on the 365’s brand’s well-known value proposition. Capture this captive audience!\r\n\r\nLastly, private brands represent a medium of mass communication, with a targeted reach that can be as impressive, if not more so, than any TV program, blog or billboard. Media is all about consumer impressions. Along the same lines, every private label purchase carries with it distinct consumer impressions: When the consumer sees the product on the shelf, when the shopper buys the product and, finally, when the person actually consumes or uses the item.\r\n\r\nIf you sell 50 million units of a particular private label product in a given year, this will translate into a whopping 150 million consumer impressions. That’s more powerful than a Super Bowl ad. These impressions can powerfully shape customer loyalty and build the brand in ways that many retailers have yet to fully explore. Treat private label like a marketing tool — it will provide great returns.\r\n\r\nBy shedding the old connotations and embracing brand-led private label strategies, retailers can tell more compelling stories to a wide range of people. In this approach, every part of the process — the packaging, merchandising, product type (organic, natural, premium, etc.) — is seen as an opportunity to create a favorable impression with target consumers. Chains such as Safeway, Trader Joe’s and Kroger understand these dynamics. They have been using private label to connect with core consumers and new consumers alike and, with the benefit of higher profit margin in a variety of categories, to also build stronger loyalty to their stores. So powerful are these impressions that private label stalwart Trader Joe’s doesn’t even bother with traditional media. Its customer newsletter, The Fearless Flyer, isn’t the company’s primary ad vehicle. That role is played by the private label brands in its stores.\r\n\r\nIf you ask me, all of this speaks in favor of the true value of private label as a worthwhile marketing tool. Indeed, research shows that higher private label brand penetration also equates to higher store loyalty.\r\n\r\nLet’s be proud of the term, treat it better, and continually refine our strategic thinking around it.\r\n\r\nOriginally posted in <a href=\"http://www.brandpackaging.com/articles/85184-when-did-private-become-a-dirty-word\" target=\"_blank\">Brand Packaging</a>.\r\nPhoto courtesy of Brand Packaging.', 'When Did \'Private\' Become a Dirty Word?', '', 'inherit', 'closed', 'closed', '', '2147-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2147, 'http://cbx.cappendev.com/2147-revision-v1', 0, 'revision', '', 0),
(3153, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'For the longest time, the mattress industry seemed impervious to the digital disruption rocking so many business sectors, from hotels to music. Then, in 2014, Casper Sleep introduced the bed-in-a-box, a mattress ordered online and delivered, neatly compressed, in a cardboard box. Initial orders were impressive and media coverage loud. After that, a slew of other online rivals, like Tuft &amp; Needle and Leesa, entered the market with their own competitive versions.\r\nAccording to Warren Kornblum, interim CMO at Serta Simmons Bedding (SSB), one of the leaders in the industry and seller of the Serta and Simmons mattress brands, Casper\'s success came as a proverbial wake-up call. Consumers, the company realized, found mattress shopping annoying, time-consuming, and confusing, and were, in fact, thrilled that there was an easier alternative.\r\n\r\nSo SSB stepped up its game, enlisting marketing as a big player. Working hand in hand with product development, it launched a new social media effort to establish the brand as a thought leader in the sleep space. In June, the company also introduced its own direct-to-consumer line called Tomorrow Sleep. \"The first reaction of many companies in this situation might be to throw up your hands and say, \'woe is me,\'\" Kornblum says. \"But it made us realize that, for many years, the mattress industry had been doing things the same way and speaking more to itself than the consumer.\"\r\n\r\nKornblum is in a better position than his counterparts in many other disrupted industries. <a href=\"https://www.architecturaldigest.com/story/how-startup-casper-disrupted-the-mattress-industry\">In an interview with <em>Architectural Digest</em></a>, Casper cofounder and COO Neil Parikh estimates companies like his have cornered perhaps 10 percent of the market so far. That growth, Kornblum says, is stymied in part by the conundrum of how dissatisfied consumers return the mattresses, since the bedding arrives compressed and, once unfurled, can\'t fit back in the box. Still, the situation shows how vulnerable many industries are to digital disruption and the importance marketing can play in addressing it. What\'s more, if marketers do their jobs right, they can not only forge stronger relationships with customers but also detect trouble on the horizon that warrants action. \"Marketing not only plays a role in this; it should play the key role,\" says David Reibstein, professor of marketing at the Wharton School of Business. \"Marketing is perhaps the most important element in recognizing a disruption is coming.\"\r\n\r\n<strong>Stay Vigilant</strong>\r\nCertainly, as Kornblum knows, one essential response is to react expeditiously, rather than ignoring an impending threat. Perhaps the poster child for what not to do is Eastman Kodak. The venerable former photography giant famously developed digital photography, did little with it, then responded too slowly as the world of photography changed dramatically. It eventually filed for bankruptcy in 2012 before reconstituting as a smaller company. Ultimately, according to Reibstein, the primary fault lay with marketing, which didn\'t detect customers\' gradual embrace of change and the transformation underway. \"Front and center this was a failure of marketing,\" Reibstein says.\r\n\r\n<strong>\"Every company has to be a tech company.\"</strong>\r\n<strong>— Joshua Shane, VP of business development and strategy at Viewstream\r\n</strong>\r\nThe key to avoiding such a failure, then, is paying attention. Dissatisfaction with a product or service tends to be out there well before disruption bursts onto the scene and takes hold, according to Reibstein. As a result, marketers can pick up clues, sussing out both what\'s coming down the pike that could affect the market — therefore requiring a strong response — and smaller anomalies that are likely to fade away.\r\n\r\nIronically, the marketer\'s most effective tool in watching for signs of disruption is technology, the very thing that most often enables disruption in the first place. \"Every company has to be a tech company,\" says Joshua Shane, VP of business development and strategy at Viewstream, a San Francisco–based technology marketing firm.\r\n\r\nScouring social media continually for customer sentiment is important. To Shane, that\'s a no brainer. More important, he says, is moving away from traditional surveys and focus groups toward tech that can sift through data and analyze patterns in customers\' behavior and understand how they interact with the brand. Doing so requires tapping sophisticated cloud-based platforms that have artificial intelligence (AI) capabilities built in. Without such technology, \"You\'ll fall behind in getting insights that will keep disrupters from coming into your industry,\" Shane says. \"The gap between those really taking advantage of these capabilities and those who don\'t is only going to get wider and wider.\"\r\n\r\nMost importantly, an AI-capable system, drawing on data found in everything from loyalty card purchase-tracking databases to Facebook analytics, uncovers insights a human could not discern. \"It will mine for otherwise buried behavior patterns by particular customer segments that could, in another year, bubble up and become a problem,\" Shane says. With that information, brands can take steps to address the issues before they get worse.\r\n\r\n<strong>Maintain Relevancy</strong>\r\nMany marketing experts point to Netflix, the Los Gatos, Calif.–based streaming media company, as the ultimate example of a brand that, by relying on data analysis, was able to reinvent itself before another player did the disrupting. Netflix, of course, launched its online DVD rental service in 1998 and, a decade later, was on the verge of being disrupted by video on-demand. In response, says Dustin Longstreth, chief marketing and strategy officer at CBX, a New York City–based brand agency, Netflix expanded into streaming third-party content before beginning to produce and distribute original series in 2013.\r\n\r\nIts first major foray in original content, which put the company on the map as a high-quality content producer, was a 13-episode remake of the 1990 BBC series House of Cards. Part of the reason for the show\'s initial popularity, according to Viewstream\'s Shane, is that the marketing team leveraged big data by tapping the company\'s recommendation engine, which pinpointed potential viewers likely to be interested in political drama and then reached out to them.\r\n\r\nUsing data and AI-enabled platforms is important for another reason as well. It can help brands increase their relevance to customers, and that provides a significant protection in the market. For example, by using natural language processes and search analysis, marketers can determine more easily than ever how consumers search for products and services and find the triggers likely to engage them. Through the use of visual recognition, which allows them to pinpoint images that viewers are attracted to, they\'re able to zero in on customer preferences and then provide relevant content. Andrew Swinand, North American CEO at Leo Burnett, the Chicago-based advertising agency, points to a client for whom marketers analyze Facebook pictures of cars people owned and then offer up content related to that type of vehicle. If a picture shows someone, say, standing proudly by a Jaguar, the agency can provide articles about luxury cars. \"If you\'ve increased your relevance to consumers, you\'re in a stronger position no matter what happens,\" he says.\r\n\r\nIn addition, there\'s the matter of convenience, a key driver of consumer response. Such tactics are especially important in an environment where getting stuff quicker, faster, and with more ease is the name of the game. \"Digital disruption usually comes in the form of finding an easier way to do something — increasing convenience,\" Swinand says. \"So marketers must provide relevant information that\'s not distracting. Relevance is a sister to convenience.\"\r\n\r\n<strong>Evolve with the Times</strong>\r\nBrands also can respond to disruptive threats through a repositioning that taps major, relevant consumer trends. For its part, SSB decided to address bed-in-a-box upstarts by remaking itself into a \"sleep company,\" says Kornblum, tapping growing interest in healthy living, especially in sleep, along with diet and fitness, as essential ingredients. \"The part we can help with is the sleep part,\" he says. That\'s partly meant pushing out online content establishing the company as the go-to source for sleep improvement. It\'s also involved emphasizing products equipped with new technology, like sleep trackers that unobtrusively measure the quality of consumers\' slumber, allowing people to see patterns in, say, how the quality of their sleep might be affected when they drink an extra glass of wine the night before.\r\n\r\nThe repositioning of SSB also meant working closely with product development. \"We\'re attached at the hip,\" Kornblum says. In fact, he emphasizes the importance for marketers to break out of silos and work closely with other functions, like operations and product development.\r\n\r\nAs marketers step up their analyses of customer data and discern important patterns, they need to be able to share that intelligence with the rest of the company. \"If you work in silos, others in the company can\'t take advantage of patterns that marketing finds,\" says Shane of Viewstream. \"We have to be champions in our own organizations.\"\r\n\r\n<strong>Do the Disrupting</strong>\r\nConsumers these days, of course, tend to do a lot of research online before making a purchase. That\'s true for just about any product, from mattresses to cars. Consequently, marketers have to know where potential customers go to get their information and be ready with the right engaging content at every step of the purchasing process, or face the possibility of losing ground to more innovative and attentive brands. \"You\'ve got to provide a greater amount of content to the buyer than ever before and make sure they can get it as easily as possible,\" says Tracy Eiler, CMO at InsideView, which sells targeting intelligence solutions that help sales and marketing teams. The more engaged the customer is, Eiler asserts, the greater the opportunity for marketers to control the conversation and the brand\'s image before, during, and after a disruption.\r\n\r\nUltimately, no one can predict just how their industry could be upended. \"I don\'t think anybody has a crystal ball with which they can clearly see the technology that\'s going to disrupt them,\" says Longstreth. But marketers who stay on top of trends, continually comb through data to see what\'s on customers\' minds, and learn to face up to market changes are less likely to be caught off guard — and more likely address disruption successfully.\r\n\r\nOriginally published by <a href=\"https://www.ana.net/magazines/show/id/ana-2017-11-how-brands-should-deal-with-disruption\">ANA Magazine</a>\r\nPhoto courtesy of Netflix', 'When Disruption Happens, What’s the Best Way for Brands to Respond?', '', 'inherit', 'closed', 'closed', '', '2300-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 2300, 'http://cbx.cappendev.com/2300-revision-v1', 0, 'revision', '', 0),
(3154, 1, '2018-09-27 17:58:51', '2018-09-27 17:58:51', 'By Nancy Brown\nCPGs forge emotional connections with consumers through products that contain minimal ingredients and streamlined packaging.\n\nBack in the 1960s, the acronym “KISS”—”Keep it simple, stupid”—began showing up on bumper stickers, billboards, and t-shirts across the country. A design principle first used by the U.S. Navy, “Keep it simple, stupid” is defined by the belief that most systems work best if they are kept simple rather than made complex.</br>\nThroughout history, this sentiment has been championed by many esteemed artists and thinkers, among them Leonardo da Vinci (“Simplicity is the ultimate sophistication”) and Mies Van Der Rohe (“Less is more”). And in the decades since it became a cultural touchstone, everyone from software designers to animators has hopped on the KISS bandwagon.</br>\nToday, simple is still better, and now consumers have caught the KISS fever as well. After all, everyone today wants their lives to be simple—especially busy moms and dads who want to give their families simple, healthy, wholesome meals without all the fuss. Simple is now mainstream, not alternative, and it has become synonymous with imperfect and raw, not perfect and quiet. So it’s no surprise that consumer packaged goods companies have taken notice of this fact and are forging emotional connections with consumers through products that contain minimal ingredients and streamlined packaging.</br>\nMost significantly, “simple” brands are showcasing their simplicity on pack, putting their single most important idea front-and-center through photography and copy. Brands such as Simply juice, Simplait yogurt, Simple Skincare, Wellness Simple dog food, and Lay’s Simply Natural Potato Chips wear their simple pride on their chests with packaging that is minimal, elegant, and free of all the fuss.</br>\nHere are five “ingredients” that brands can use to communicate the simple ethos on-pack:</br>\n<strong> 1. Put your simplicity front-and-center.\n</strong>\n\n“Simple” and “simply” are being used both in product names and in their subheads. Pillsbury Simply touts its simple status right there in the title, while Dorset Cereals modifies its brand name by calling itself “simply delicious muesli.” Simple is becoming mainstream consumer language now, and can be found on more products than you may realize.</br>\n<strong>2. List your ingredients.</strong>\n\nSimple products usually contain just a handful of ingredients, which they put front-and-center on their packaging. For example, Simplait from Yoplait has “just 6 simple ingredients,” as indicated in copy sandwiched between the brand name and a large product illustration. Lay’s Simply Natural Potato Chips lists just three ingredients—potatoes, expeller-pressed sunflower oil, and sea salt—on its bag…although that still doesn’t exactly make them good for you!</br>\n<strong> 3. Show your product.\n</strong>\n\nTo cue appetite appeal, simple brands are literally and figuratively showing their products on their packaging. Simply Juice from Simply Orange Juice Co. uses fruit photography on its labels to convey that there’s not much more inside their bottles than the purest form of the product. Dorset Farms cereal boxes feature peek-a-boo windows that let you see the all-natural granola inside…and not much else.</br>\n<strong>4. Go heavy on the white space.</strong>\n\nNothing conveys simple like a whole lot of white space. Many brands try to pack a lot of claims and visuals on their products, but simple brands make it clear that they are really just about offering the good stuff—no misleading claims or unnecessary graphics to bog them down. Ceres All-Natural Juices takes this approach, and as a result, really makes the product the star.</br>\n<strong>5. Stress your single most-important message.\n</strong>\n\nSimple products focus their brands on one concise message and then drive that message home. Simple Skincare products from Unilever put the copy, “No perfume, no colour” on its packaging, telling you what’s not inside, as opposed to what is. Wellness Simple Dog Food puts its “SIMPLE” moniker in large, capital letters, and also adds “Limited Ingredient Diet” directly underneath, to make it known that Fido is getting only the very best, curated ingredients in his food.\n\n&nbsp;\n\n<a href=\"http://www.packworld.com/package-design/strategy/when-it-comes-package-design-keep-it-simple-stupid\" target=\"_blank\">http://www.packworld.com/package-design/strategy/when-it-comes-package-design-keep-it-simple-stupid</a>', 'When it comes to package design, \'Keep it simple\'', '', 'inherit', 'closed', 'closed', '', '1823-revision-v1', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 1823, 'http://cbx.cappendev.com/1823-revision-v1', 0, 'revision', '', 0),
(3155, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'By Todd Maute\r\nWhere on “The Spectrum of Love” does your private label brand live? After all, if you think about how people relate to brands, there really is quite a broad array of possibilities, from the cynical (“I couldn’t care less about that brand.”) to the quasi-mystical (“The brand and I are one.”).\r\n\r\nOn one end of this spectrum — call it the left side — you start with brands that are sadly lacking for love stories of any kind. These are brands people know about but rarely or never use. On the other side of the scale are those beloved, even iconic, brands people gladly identify with and use.\r\n\r\nUnfortunately, the ho-hum side of the spectrum happens to be where a great many private label brands reside. This includes everything from below-average product quality to meet a price point to the merely functional. The common thread is the lack of inspiration in packaging and overall product and brand vision. There is simply nothing interesting or enticing about many of these products; they elicit a “So what?” type of response from consumers.\r\n\r\nFor the most part, private label branding continues to be rooted in appeals to the price-conscious buyer, in a relationship that feels more transactional than emotional. When it comes to private label brands, one could ask, “Where’s the love?”\r\n\r\nA prerequisite is persuading retailers of the need for private label to transcend the mundane in the first place. After all, if the retailer sees its brands through the functional lens, its customers are bound to do the same. By contrast, when retailers embrace and love their brands, consumers will as well.\r\n\r\nSome might not see anything wrong with accepting private label as merely functional. However, would they actually go on the record to admit that their highest aspirations are to be followers rather than leaders? In what other competitive arena is this passive mentality considered acceptable? Imagine being a brand manager at Apple, Nike or some other national brand and saying to the c-suite execs: “Sure, people like those other products way better than ours, but our latest sales are still OK.” Cut to the scene where you head out to your car with the contents of your desk in a cardboard box.\r\n\r\nThe question, then, is how to find a way to make private label brands live in consumers’ hearts and minds?\r\n\r\nThe uninspiring part of the spectrum is about low or nonexistent expectations. Happier with a name-brand light bulb because of its aura of greater longevity, a customer nonetheless grabs a private label brand on the way out of the store; it was the first one she saw, and it might be as good as the national brand — it’s only a light bulb after all. Intent on buying some Ben &amp; Jerry’s “Karamel Sutra,” another disappointed shopper grabs a private label brand she has never heard of; they were out of Karamel Sutra, and the retailer’s brand looks kind of similar and is cheaper, to boot.\r\n\r\nMoving to the more emotionally resonant part of the spectrum, you start to find brands that people actually enjoy or even love to use. One example is Trader Joe’s, where lively atmosphere and enthusiastic customer service help make up for the shortcomings of the company’s whimsical but imperfect packaging. Nonetheless, most consumers are happy with the net effect, and the chain’s hardcore fans really do love going to Trader Joe’s and buying their products. Consider that in May, Trader Joe’s once again came out on top after Market Force Information asked 6,200 consumers to name their overall favorite grocery store.\r\n\r\nThe research firm noted in a release: “With its quirky branding, unique private label products such as Speculoos Cookie Butter and Green Tea Mints, and a constantly rotating array of merchandise, Trader Joe’s has amassed a loyal following of shoppers looking for an unconventional grocery shopping experience with a neighborhood feel. The national chain is regularly recognized for delivering a level of service and customer satisfaction that exceeds expectations.”\r\n\r\nLikewise, Amazon’s Kindle is a private label brand beloved by millions of digital bibliophiles. These on-the-go readers will never forget that first experience of, say, getting stuck with a lengthy flight delay but then, within seconds, downloading a juicy book to help them while away the hours at the airport (and it would be much easier to read, if only CNN wasn’t blaring over the TVs). Building on this initial masterstroke of innovation, Amazon has retained these customers’ loyalty by continually upgrading Kindle technology and, much to the chagrin of Amazon’s rivals, doing everything it can to corner the market on digital books.\r\n\r\nAnother example of an emotive private label brand is Duane Reade’s deLish, which scored a hit by speaking to New Yorkers in their own language (“delish” is a legitimate adjective among native New Yorkers of all stripes) and offering convenient, sophisticated food options.\r\n\r\nWith this spectrum in mind, here are few big-picture approaches that can move private label brands toward the emotional end.\r\n\r\n<strong>Embrace your  hometown and bring it to life on pack.</strong>\r\n\r\nHave you ever heard of a hyper-local restaurant? That’s a trendy way of describing a restaurant that has its own garden — onsite. In today’s marketplace, consumers are in love with all things local. If your private label narrative includes a hometown-oriented origin story or founder, consider making it a part of the package as Duane Reade has done with Skyline, which features a UPC code in the shape of the city’s famous horizon. Most retailers are regional. Why shouldn’t they make a bigger regional play with their private label?\r\n\r\n<strong>Have fun.</strong>\r\n\r\nBranding is always serious business. But this doesn’t mean your private label brands have to be prim and proper. Bright colors are no longer sufficient to pop at shelf. The wry wit of a standup comedian? That is something people don’t expect on the product aisle. Done right, humor and lightness can be a differentiator.\r\n\r\n<strong> It’s OK to be bold and beautiful.</strong>\r\n\r\nDesign matters. Consider the simple white packaging at Waitrose. This is elegance in action. When you create a new brand, the results of your approach don’t have to be measured solely in terms of sales or market share; there is also the dimension of aesthetic success and the pursuit of broader goals such as customer loyalty and long-term brand building. (Remember, too, that good design doesn’t have to be expensive. Even chains with small budgets can leverage design and shopper insights to create love affairs with their customers.) How invested are you in making sure the brand is forward-looking and relevant? Are you taking any risks? How do you want the brand to make people feel?\r\n\r\nIndeed, many retailers would do well to think more about the role of emotion and personality. Find out not just how much money your core customers want to spend, but also learn what kind of statements they want to make about themselves. Study what makes them laugh or causes them to roll their eyes. If something about the product is awkward or embarrassing — maybe it’s in the hygiene or cleaning category — would trying to hide this aspect of the product really work? Or, would it be better to “keep it real” by taking the unconventional route in a way that causes your consumers to smile or even laugh?\r\n\r\nCan every private label brand move up the spectrum? No doubt. There is clearly a huge amount of room for private brands to bolster their emotional appeal. If you ignore the emotional side of the spectrum by sticking with a functional approach, how can you take your brand to the next level?\r\n\r\nRead more: <a href=\"http://www.brandpackaging.com/articles/84832-wheres-the-private-label-love\" target=\"_blank\">www.brandpackaging.com/articles/84832-wheres-the-private-label-love</a>', 'Where\'s the (Private Label) Love?', '', 'inherit', 'closed', 'closed', '', '1982-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1982, 'http://cbx.cappendev.com/1982-revision-v1', 0, 'revision', '', 0),
(3156, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'For a pair of American brands that recently underwent similarly massive rebrands – Big Heart Pet Brands (formerly of the Del Monte empire) and Jazzercise – heritage was found in the companies’ histories, but also in their values and objectives for the future of their business. American brand agency CBX worked on both rebrands.\r\nBig Heart Pet Brands is, essentially, a new brand. It’s logo and brand system are new. It’s positioning is new. Yet, it is also the only remaining vestige of FMCG giant Del Monte’s business after a sell-off of its human food brands. The company found that its remaining pet-focused holdings were not best served by the Del Monte brand, despite the brand affinity among consumers for the parent company and its own 129-year history.\r\n\r\nSatoru Wakeshima, general manager at CBX, says this was a compelling position as the company was now all about pets. That was a proposition that made sense to its consumers, internal audience and investors alike. “While Del Monte Foods owned strong, well-known leadership brands in this space, such as Milk-Bone – and they very well could have gone the route of calling it the Milk-Bone Pet Company – there was a much bigger opportunity. When you’re creating a brand, you’re telling a story. And our story was more than just about the products this company sells, it was about a mission, a purpose: nurturing the bond between pets and the people who love them, making every day special.”\r\n\r\nWakeshima adds, “Big Heart Pet Brands would be a completely different company than Del Monte Foods and that transformation happened literally, overnight.” Despite throwing off the Del Monte mantle, though, Big Heart Pet Brands focused on its objective – love for one’s pets and the emotions within that relationship. From that standpoint, the brand was able to establish a new heritage in pet care by harnessing the company’s culture, the equity in its renowned brands and a new photographic and visual style. Wakeshima says, “Unless heritage has relevancy, it’s merely that: your past. Brand equity is what you own in the minds of people and there’s tangible, visual equity and there’s the intangible, emotional equity that’s associated with a brand.”\r\n\r\nJazzercise also saw heritage as both a boon and a burden. The high-intensity exercise brand had become inextricably tied to the 1980s, and all the visual clichés inherent in that decade. In rebranding, it had to acknowledge the household brand’s heritage, but also address its relevance to the modern woman.\r\n\r\n“A rebrand allows any business to take a step back and evaluate its past, present and future place in the market and wider world. Ultimately, it’s a moment to identify its raison d’être”\r\nCreative director at CBX, Alison Koller, says Jazzercise chose a frank, straightforward tone of voice that recognised and dispelled the associations the brand had with the past. But it also remained true to its core proposition of offering fun, intense workouts infused with choreography and dance music. Koller says, “We looked at all of the historical materials from Jazzercise, and understood that the name was the one clear piece of equity for the brand. The visual elements, however, needed a complete transformation... Innovation can come in the form of a new product or service. In the case of Jazzercise, the simple extension of the brand into greater strength and higher intensity toning (still based in dance) was a straightforward innovation.”\r\n\r\nSee full story in <a href=\"http://www.transformmagazine.net/articles/2015/who-am-i-heritage-and-rebranding/\" target=\"_blank\">Transform Magazine</a>.', 'Who Am I?: Heritage and Rebranding', '', 'inherit', 'closed', 'closed', '', '2125-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2125, 'http://cbx.cappendev.com/2125-revision-v1', 0, 'revision', '', 0),
(3157, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<strong>The challenges of merchandising in the ethnic foods aisle</strong>\r\nThe other day I was in the “ethnic” aisle at our local <a href=\"http://smartblogs.com/tag/food-retail/\" target=\"_blank\">grocery store </a>picking up some items I needed for a few home-cooked meals. As I strolled past the likes of Mission brand tortillas, Ortega salsa, Kikkoman soy sauce and Goya black beans, the experience at the shelf was unremarkable — that is, until I noticed the Taco Bell-branded taco shells. I had seen them before, butthis time, for some reason, I paused. I was in the ethnic aisle. And there was Taco Bell. In the ethnic aisle. Taco Bell. Ethnic? I found myself contemplating the whole Venn diagram of ethnicity and branding in U.S. retail today — and the way our thinking around these issues can create unnecessary redundancy and confusion.\r\n\r\nFor starters, this is America. Aren’t we all ethnic? The globalization of cuisine doesn’t just affect major metro areas. This is a national trend. After all, you’re just as likely to find Chipotle in Murfreesboro, Tenn., as in Los Angeles, New York or Chicago. Meanwhile, Chinese and Japanese restaurants are in small-town strip malls across the country. In the U.S., believe it or not, salsa outsells ketchup, and tortillas outsell white bread. Did I not just hear a sriracha reference in “Pitch Perfect 2?”\r\n\r\nWhat makes tacos ethnic and spaghetti not ethnic? In a Whole Foods in New York City, seaweed snacks were recently moved from the ethnic aisle to the snack aisle. If seaweed can live next to granola bars, can’t soy sauce live next to hot sauce? This is an issue for retailers, who are creating redundancies around the store. There’s so much pressure on making every square foot count, and yet ethnic aisles include items such as beans, soda, rice, oils and spices. Why double-merchandise? Meat, dairy and produce are grouped, and consumers seem to understand the rationale just fine. Although they come from various climates and geographies around the world, I don’t find it confusing or inconvenient that bananas, corn, mangoes, avocados and apples can all be found in the same area.\r\n\r\nGreater exposure — bringing more shoppers and families into the mix, regardless of ethnic identity, and exposing them to additional tastes and foods — is the missed opportunity here for brands. In a word, that means missed sales. In my local Shoprite, you can only find sriracha in the ethnic aisle, and yet sriracha is trending. Its sales have skyrocketed in recent years. There’s no doubt that families staying in center store and looking for hot sauce options should see these “ethnic” options as well. Food is universal. It’s a win for brands and retailers.\r\n\r\nWhy would Goya not want to compete with all of the other major brands? Couldn’t Goya win on authenticity and flavor with many audiences outside of its target consumers? Wouldn’t the same be true for other brands stuck in the ethnic aisle? Won’t more exposure lead to more interest, more recipes and more sales? It makes me think of the Apple brand. Apple used to be an exclusive club, meant for creatives and other cool tech folks who wanted to think differently. Well, Apple did a great job of saturating that market and decided that in order to grow, it needed to expand its customer base and appeal to a wider audience. Apple’s ads, messaging and product design went from edgy to functional. The brand transformed itself from an exclusive club into everyone’s favorite Mother’s Day gift. Huge financial growth ensued.\r\n\r\nAlong the same lines, salsa, sriracha and soy sauce should be allowed to rub elbows with the rest of the condiments we all hold dear. Enough with the ethnic-aisle redundancies. Let taco shells and tortillas go head-to-head with bread. Let rice be with rice, olives with olives, spices with spices, and beans with beans.\r\n\r\nOriginally published in <a href=\"http://smartblogs.com/food-and-beverage/2015/07/15/who-moved-my-seaweed-the-challenges-of-merchandising-in-the-ethnic-foods-aisle/\" target=\"_blank\">SmartBlog Food &amp; Bev</a>.', 'Who Moved My Seaweed?', '', 'inherit', 'closed', 'closed', '', '2119-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2119, 'http://cbx.cappendev.com/2119-revision-v1', 0, 'revision', '', 0),
(3158, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<a title=\"James Sundstad Joins CBX as V.P., Branded Environments\" href=\"http://www.cbx.com/news/james-sundstad-joins-cbx-as-v-p-branded-environments/\" target=\"_blank\">James Sundstad, VP Branded Environments</a> is speaking at Globalshop 2016.\r\n<strong>Wednesday, March 23 @ 10:30am</strong>\r\n<strong>Room: Islander G</strong>\r\n\r\nHave you read any retail trend forecasts lately? Let’s face it: many so called “trends” are just the cost of doing business (mobile payments, customization, small-format anybody?). Yes, technology will be a part of retailing this year, just as it was in 2013 or for that matter, 2010. 2016 will most certainly see a continued evolution of what retail is and what it does. For this forecast, James Sundstad will concentrate on physical retail, since he believes that this is where the innovation will—and indeed, must—occur. E-tailers and hybrid-tailers will continue to make transactions easier and safer while adding algorithms that suggest products and services tailored to the individual. Online purchasing will become more intuitive and smarter, connecting you with various electronic devices, apps and, soon, even your refrigerator and closet. Because of this, retail designers will focus on humanizing the in-store experience. The goal is to give consumers a reason to get out of their pajamas and walk into a store. In this session, Sundstad will uncover those not-so-obvious trends that will make a difference in retail of the future.\r\n\r\nLearning Objectives:\r\n\r\n1. Learn what categories are innovating at retail\r\n2. Learn how to keep consumers at the center\r\n3. Understand how Design and Business converge to cause future trends\r\n4. Leave with real-world examples of trends that are taking shape\r\n\r\n&nbsp;\r\n\r\n<a href=\"http://s15.a2zinc.net/clients/emeraldexpo/gs2016/public/SessionDetails.aspx?FromPage=Speakers.aspx&amp;SessionID=36&amp;nav=true&amp;Role=A%27&amp;utm_source=test+031816&amp;utm_campaign=59094937c2-James_Globalshop_20163_21_2016&amp;utm_medium=email&amp;utm_term=0_dc899c8d0a-59094937c2-\" target=\"_blank\">See more Globalshop information here.</a>', 'Why Algorithms Can\'t Dance: 5 Retail Trends You Haven\'t Already Heard', '', 'inherit', 'closed', 'closed', '', '2162-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2162, 'http://cbx.cappendev.com/2162-revision-v1', 0, 'revision', '', 0);
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(3159, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'Food companies are launching campaigns for products they call crazy. Instead of grossing out consumers, it\'s creating a nation of \'loco-vores.\'\nAt a certain point, we mature past eating food on a dare. If someone describes something by using the phrase, \"That\'s crazy,\" you generally wouldn\'t put it in your mouth. But some food companies are making money hand over fist on products that they freely admit you have to be kind of nuts to eat. Why does this work?\n\nFirst, let\'s take a look at the masters. Yum Brands (YUM), which owns KFC, Taco Bell, and Pizza Hut, has nailed this formula. On April 3 the company introduced its \"Crazy Cheesy Crust\" Pizza, which it deemed \"an explosion.\" In Pizza Hut\'s own language from the press release:\n\n\"The mere name of the pizza is quite fitting. It\'s Crazy -- featuring 16 dough pockets at its outer edge -- Cheesy -- each pocket is filled with a blend of five Italian cheeses -- and Crust(y) -- the element of a pizza that Pizza Hut has a rich tradition of revolutionizing all around the world.\"\n\nYum, it would seem, is bilingual in \"Crazy.\" During its fourth-quarter earnings call on February 5, President Richard Carucci trumpeted the success of its \"Doritos Locos Tacos,\" -- essentially a meat, cheese, and salt bomb wrapped in a taco shell made from a Doritos chip. Yuck, right? Wrong. Genius.\n\n\"During 2012, Taco Bell sold 325 million Doritos Locos Tacos,\" Carucci said. \"That\'s more tacos than there are people in the United States and makes it one of the most successful product launches in [quick service restaurant] history.\n\nCompanies besides Yum have gone the crazy route. Four Loko was wildly popular before the FDA deemed it dangerous, banning the caffeinated sugar booze in 2010. Kellogg\'s (K) Pop-Tarts breathed life into the brand with their \"Crazy Good\" campaign, which launched back in 2004 and is still  going today. Kellogg\'s maintains its marketing strategy -- in which \"crazy\" is a positive modifier -- by various means including sponsoring concerts by the likeable, saccharine Carly Rae Jepsen\n\nThe word \"crazy\" works particularly well for food because it hones in on the current zeitgeist. \"I think \'crazy\' is definitely skewing towards millennials and even younger,\" says Andrew Pierce, U.S. President of brand consultancy firm Prophet. \"If you do a Google Image search for the word \'crazy\' (please turn your safe search filter ON) all you see is Homer Simpson, cats, and cartoon characters.\" These are things young people like.\n\nThus, \"crazy\" food can mean fun, creative food, which lines up with our evolving national taste. \"What\'s happening is that the American palate has moved from boring to bold,\" says Nancy Brown, a partner at branding firm CBX.  About six years ago, she says, marketers went after teen males by calling products \"extreme.\"\n\n\"I think \'crazy\' is what \'extreme\' was because \'extreme\' has kind of run its course,\" Brown says. And trends do. Companies should beware, says Pierce, because just as \"OMG\" is now old news in the youth lexicon, \"crazy\" too, shall pass.\n\nThese promotions tend to take that factor into account. Doritos Locos and the new \"crazy\" crust pizza are billed as limited-time-only engagements. These are flash-in-the-pan hot items that companies can yank from the shelves before the branding strength of \"crazy\" runs out.\n\nWorst-case scenario, these promotions create buzz for the brand in the fiercely competitive quick-service restaurant category, which always runs the risk of becoming mundane. If, like Taco Bell, you hit gold, the sales boost is just Dorito-encrusted icing.\n\nSo \"crazy\" works on two kinds of consumers, suggests Pradeep Chintagunta, a marketing professor and consumer behavior expert from the University of Chicago\'s Booth School of Business. One is the heavy junk food consumer, generally young and male, who is looking for new ways to spice up his favorite foods. Convincing him a product is \"crazy\" can get him in the store or at least generate buzz.\n\nBut the second target group for \"crazy\" food marketing reflects an interesting trend in our national food psyche. That is, people tend to perceive their eating habits as a kind of balance, says Chintagunta. And many consumers are waking up to the country\'s issue with obesity-related heart disease and diabetes. They really are working hard to eat healthier. So when they want to splurge, they don\'t just want a Snickers bar, they want something so crazy that it balances out the rigidity of the rest of their diet.\n\n\"People like to balance virtue and vice,\" says Chintagunta.  \"They\'ll say, \'During the week, I was a good person. I ate my lettuce, I ate my salad. Now it\'s the weekend, and I want to cut loose a little bit. If I try something, I want to try something a little bit crazy.\'\"\n\nLucky for them, there\'s a cheese-pocket filled pizza with their name on it. Problem solved.\n\n&nbsp;\n\n<a href=\"http://management.fortune.cnn.com/2013/04/08/crazy-cheesy-crust-pizza/\" target=\"_blank\">http://management.fortune.cnn.com/2013/04/08/crazy-cheesy-crust-pizza/</a>', 'Why pizza, tacos, and Pop-Tarts have gone \'crazy\'', '', 'inherit', 'closed', 'closed', '', '1906-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1906, 'http://cbx.cappendev.com/1906-revision-v1', 0, 'revision', '', 0),
(3160, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'If you’ve walked by the area of 37th and 6th and wondered who will be coming moving into the empty real estate, we have an answer for you.\r\nOscar Fittipaldi, an immigrant and Argentian-American, is the new franchise operator who will soon be running a Chick-fil-A out of Herald Square beginning in October.\r\n\r\nSome chicken lovers are rejoicing out there, but others are perhaps feeling a bit torn on this one — particularly members of the gay and lesbian community.  That’s because Chick-fil-A’s President and CEO said he’s against same-sex marriage  and he didn’t only voice his opinions once, but numerous times.\r\n\r\nBut will New Yorkers tweeting and bashing the company’s stance truly stand by their calls to boycott one of America’s favorite fast food chains? Or give in to their love of the food instead? We took that question to Dustin Longstreth, branding strategist with CBX in New York City.\r\n\r\n“I think New York City respects authenticity and the commitment of conviction above all, but at the end of the day the thing that unites New Yorkers is not a liberal agenda or a political opinion, but rather the love of good food,” said Longstreth.\r\n\r\nLongstreth believes there’s no question Chick-fil-A knew exactly what they were doing when they rolled out with this new ad spot to create a new and different tone from perhaps previous preconceptions surrounding the company and its CEO.\r\n\r\nThe company turned the tables and made the story more about Fittipaldi’s background.  That, according to Longstreth was a smart move, but will it work?\r\n\r\n“New York is a city that thrives off of tension.  Chick-fil-A will bring that tension and New York City also thrives off of great food, so they better bring some good chicken,” said Longstreth.\r\n\r\nIn a statement to PIX11, Chick-fil-A said:\r\n“Chick-fil-A believes that success in a community is tied directly to the caliber of the individual franchised Operator who runs the local Chick-fil-A restaurant. Oscar has not only an incredible background in leadership and hospitality, but he also has an entrepreneurial spirit. He has been running the Chick-fil-A restaurant at Aramingo in Philadelphia since it opened more than five years ago, bringing together a diverse community in an urban location. His experience in Philadelphia – combined with his energetic personality – makes him the right person to open the first restaurant in New York City.\r\n\r\nPIX11 also asked Chick-fil-A if they are concerned about a potential boycott in New York City or even protesters, to which the company said it “is not concerned and hopes to sincerely and genuinely welcome everyone from the community.”\r\n\r\nOriginally aired on <a href=\"http://pix11.com/2015/08/11/will-chick-fil-a-retain-its-anti-lgbt-stance-for-its-move-to-nyc/\" target=\"_blank\">PIX11 News</a>.\r\n<div class=\"videoWrapper\"><iframe src=\"https://player.vimeo.com/video/136560245\" width=\"300\" height=\"150\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe></div>', 'Will Chick-Fil-A Retain its Anti-LGBTQ Stance for its Move to NYC?', '', 'inherit', 'closed', 'closed', '', '2124-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2124, 'http://cbx.cappendev.com/2124-revision-v1', 0, 'revision', '', 0),
(3161, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<strong>How names can make or break government programs</strong>\r\nFinancial experts are quickly evaluating President Obama’s newly proposed “myRA” savings program , determining whether or not it will be a boon to the millions of Americans who haven’t adequately funded their retirements.\r\nBut marketing and branding professionals are weighing in on an altogether different aspect. Forget what the program can accomplish from a dollars-and-cents perspective, many say; the real problem is that the name itself may not add up.\r\nThe issues are varied. Sure, the name is supposed to be read as “My RA,” but because it’s a play on the popular IRA program, there’s a temptation to read it as “My IRA.” President Obama himself made this slip when he spoke of the program during Wednesday night’s State of the Union address.\r\nAs “a general rule of thumb, if a gifted orator like President Obama struggles to pronounce it, you may want to look into other naming options,” says John Paolini, a partner with Sullivan, a New York-based branding and marketing firm.\r\nPlus, on paper, the name looks like a woman’s name — Myra (a name shared by such figures as the famed British classical pianist Myra Hess and the title character in Gore Vidal’s novel-turned-film Myra Breckinridge). And to make matters more confusing, the abbreviation RA already has competing meanings in the American vernacular: For instance, it denotes both a dormitory’s residential assistant and the painful disease rheumatoid arthritis. Consider: If you go to TrackMyRA.com , you won’t be gathering information about rates of return. Instead, you’ll be learning about a medical smartphone app “developed specifically with RA patients in mind.”\r\nThat website alone makes Marlin Collingwood, president of the Boston-based communications firm CHT Group, question the branding savvy of the president’s team. “I have to wonder how much research and testing — if any — they did on the name,” Collingwood said.\r\nThe White House did not immediately respond for comment about the “myRA” name.\r\nIt’s not as if the names of government programs or bills don’t matter, marketing experts say. True, many names are fairly innocuous or hard to understand on face value — the name 401(k) actually derives from a subsection of the Internal Revenue Service code — but they still somehow become embraced by the public, often simply as a function of being heard again and again. But other names don’t catch on, so they become what amounts to a missed marketing opportunity. (Yes, bills and government programs must be “marketed,” political pros note.)\r\nEven worse, a name that isn’t quite right invites ridicule: That was the case with the Patient Protection and Affordable Care Act (also known as Obamacare), argues Julie Doughty, a director of verbal identity for CBX, a New York-based branding agency. “If you choose a name that is awkward, long or difficult to remember, then you run the risk that someone else will give you a nickname that sticks — and take the conversation in a direction you didn’t intend,” she says.\r\nConversely, a cleverly crafted name can help a bill or program succeed — in spite of the fact that legislators or the public might not be all that supportive of it. The classic case that’s cited? The USA Patriot Act of 2001. To be against it was to seemingly imply that one wasn\'t “patriotic,” a 2010 Northwestern University report noted. The naming was “an act of public relations genius,” government relations expert Peter Peyser wrote in the report.\r\n\r\nRead more: <a href=\"www.marketwatch.com/story/will-unwieldy-name-doom-obamas-myra-plan-2014-01-29?link=MW_latest_news\" target=\"_blank\">www.marketwatch.com/story/will-unwieldy-name-doom-obamas-myra-plan-2014-01-29?link=MW_latest_news</a>', 'Will unwieldy name doom Obama’s myRA plan?', '', 'inherit', 'closed', 'closed', '', '1965-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1965, 'http://cbx.cappendev.com/1965-revision-v1', 0, 'revision', '', 0),
(3162, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'PLBuyer presented awards to the winners of its Design Excellence Awards contest this morning at PLMA’s 2012 Private Label Trade Show.\r\nBusy PLMA patrons started to crowd around the PL Buyer booth as 11 a.m. loomed near today. Taking a break from walking the show floor attendees snapped photos of the winning products, which are displayed in cases at the PLBuyer booth. As the presentation of the awards began, passersby stopped to learn who was among the winners selected from more than 100 submissions.\r\n\r\nEditor Chris Freeman did the honors this time around, announcing the winners from the contest now in its second year. Winners chosen for 16 categories, with two products earning Best In Show honors from the panel of judges. Judge Christopher Durham of My Private Brand was present this morning to see awards he helped choose among three other judges, Lindsey Hurr of Immotion Studios, Todd Maute of CBX, and Dennis Whalen of Michael Osborne Design, be presented.\r\n\r\nBLDG No. 4 Marketing was the first to receive an award. We spoke with Greg Crombie of BLDG No. 4 Marketing after the ceremony to learn more about Rexall Gripe Water, which won an award for the Baby Care category. This staple product for young mothers with newborns features a colorful dinosaur character and cures minor upsets stomachs.\r\n\r\nCrombie said Rexall came to them looking for an innovative package design. The character they created helps this product stand out on shelves, highlighting the product apart from both national brands and private labels. Since the introduction, “sales have quadrupled,” Crombie said, proving that innovative design can quickly helps a store brand get noticed on shelves.\r\n\r\nDanielle Kidney from P&amp;W Design Consultants was on hand to accept not one, but two awards: Italian sodas for Fresh &amp; Easy and Spanish Orange Juice for Tesco UK.\r\n\r\n“We are so excited to win two awards for both our clients Tesco and Fresh and Easy,” Kidney said. “Designing the Italian sodas for the impulse category was a lot of fun, as we are always allowed tons of creative freedom. We are so pleased to be recognized for this design, which we are so proud of and has been well received.\r\n\r\n“The Spanish orange juice design delivers a highly creative solution to a very competitive category. It truly delivers both humor and shelf standout. We look forward to entering more projects next year.”\r\n\r\nStop by the PL Buyer booth 600-701 to see all of the winners on display and find out how to enter your product in 2013.\r\n\r\nHere are the winners of the 2012 Design Excellence Awards contest:\r\n\r\n<strong>BEST IN SHOW</strong>\r\nMetolius India Pale Ale. Company: Winery Exchange. Retailer: Supervalu.\r\nPresident’s Choice Black Label Pasta. Company: Loblaw Companies Ltd. Retailer: Loblaws.\r\n\r\n<strong> BABY CARE</strong>\r\nGripe Water. Company: BLDG No. 4 Marketing. Retailer: Rexall\r\n\r\n<strong>BEAUTY AND COSMETICS</strong>\r\nV Moroccan oil. Company: Navarro Discount Pharmacy’s Vida Mia. Retailer: Various retailers and wholesalers.\r\n\r\n<strong>BEVERAGES-PREMIUM</strong>\r\nItalian sodas. Company: P&amp;W Design Consultants. Retailer: Fresh &amp; Easy.\r\n\r\n<strong>BEVERAGES-NBE</strong>\r\nSpanish Orange Juice. Company: P&amp;W Design Consultants. Retailer: Tesco UK\r\n\r\n<strong>ETHNIC</strong>\r\nFull Circle Udon and Noodle Bowls. Company: Topco Associates LLC. Retailer: Topco.\r\n\r\n<strong>FROZEN-PREMIUM</strong>\r\nWestern Family Classics Limited Edition Ice Cream. Company: RKW Communications Inc. Retailer: Overwaitea Food Group\r\n\r\n<strong>FROZEN-NBE</strong>\r\nFull Circle Organic Frozen Fruit Medleys. Company: Topco Associates LLC. Retailer: Topco\r\n\r\n<strong>HEALTH AND PERSONAL CARE</strong>\r\nBody Washes and Lotions. Company: Pharmaca Integrative Pharmacy. Retailer: Pharmaca.\r\n\r\n<strong> HOUSEHOLD GOODS AND SUPPLIES</strong>\r\nBlue Hawk. Company name: united* dsn llc. Retailer: Lowe’s.\r\n\r\n<strong> ON-SHELF PREMIUM</strong>\r\nPresident’s Choice Black Label Pasta. Company: Loblaw Companies Ltd. Retailer: Loblaws.\r\n\r\n<strong>ON-SHELF NBE</strong>\r\nOrganic Quinoa. Company: Pedon S.P.A. Retailer: Norgesgruppen.\r\n\r\n<strong> ORGANIC</strong>\r\nThe Fresh Market Organic Rice And Quinoa. Company: The Fresh Market. Retailer: The Fresh Market.\r\n\r\n<strong> OTC MEDICATIONS</strong>\r\nMedications. Company: Fred’s. Retailer: Fred’s.\r\n\r\n<strong>PAPER PRODUCTS</strong>\r\nKirkland Signature Parchment Paper. Company: Costco Wholesale. Retailer: Costco.\r\n\r\n<strong>PET FOOD/CARE/SUPPLIES</strong>\r\nPresident’s Choice Nutrition First Pet Food. Company: Loblaw Companies Ltd. Retailer: Loblaws.\r\n\r\n<strong>REFRIGERATED</strong>\r\n365 Everyday Value Greek Yogurt. Company: Whole Foods Market. Retailer: Whole Foods Market.\r\n\r\n</br>\r\n<a href=\"http://www.privatelabelbuyer.com/articles/print/86984-winners-accept-design-excellence-awards\" target=\"_blank\">http://www.privatelabelbuyer.com/articles/print/86984-winners-accept-design-excellence-awards</a>', 'Winners Accept Design Excellence Awards', '', 'inherit', 'closed', 'closed', '', '1782-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1782, 'http://cbx.cappendev.com/1782-revision-v1', 0, 'revision', '', 0),
(3163, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<p>JERSEY CITY, N.J. -- Eight convenience stores from around the nation are being recognized for outstanding store design and innovation in this year\'s Convenience Store News Store Design Contest.\r\nThe highly coveted Best Original Design award this year goes to Hi Road, a unique Clarksville, Tenn., convenience store owned by Beach Oil Co. and based on a design collaboration with Paragon Solutions Inc.\r\n\r\nOther noteworthy winners include Sky\'s the Limit Remodel winner, Aloha Island Mart in Honolulu, Hawaii; Best Mid-Budget Remodel winner, Quik Mart in Columbia, Tenn.; and Best Interior Design winner, NOCO Express in Cheektowaga, N.Y.\r\n\r\nBelow is the full slate of winners:\r\n\r\n<strong>Best Original Store Design</strong>\r\nHi Road, Clarksville, Tenn. \r\nOwner: Beach Oil Co. \r\nDesigner: Paragon Solutions Inc.\r\n\r\n<strong>Best Original Store Design, Honorable Mention</strong> \r\nKelly Express Mart, Albion, Mich. \r\nOwner: Kelly Fuels\r\nDesigner: D|Fab\r\n\r\n<strong>Best Interior Design</strong>\r\nNOCO Express, Cheektowaga, N.Y. \r\nOwner: NOCO Energy Corp.\r\n\r\n<strong>Best Interior Design, Honorable Mention</strong> \r\nThe Purple Cow Convenience Store, Gautier, Miss. \r\nOwner: Slidell Oil Co. \r\nDesigner: Paragon Solutions Inc.\r\n\r\n<strong>Best Interior Design, Honorable Mention</strong> \r\nHutch\'s C-Store, Elk City, Okla. \r\nOwner: Hutchinson Oil Co. \r\nDesigner: Paragon Solutions Inc.\r\n\r\n<strong>Sky\'s the Limit Remodel</strong>\r\nAloha Island Mart Kahala, Honolulu, Hawaii \r\nOwner: Aloha Petroleum Ltd. \r\nDesigner: CBX\r\n\r\n<strong>Sky\'s the Limit Remodel, Honorable Mention</strong> \r\nOn the Run, St. Peters, Mo. \r\nOwner: Wallis Cos. \r\nDesigner: Paragon Solutions Inc.\r\n\r\n<strong>Best Mid-Budget Remodel</strong>\r\nQuik Mart, Columbia, Tenn. \r\nOwner: South Tennessee Oil Co. Inc. \r\nDesigner: Conceptual Design Group\r\n\r\nWatch for photos and profiles of the winners in the September issue of Convenience Store News, along with interactive slideshows on CSNews.com.\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-winners_announced_in_2012_csnews_store_design_contest-61713.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-winners_announced_in_2012_csnews_store_design_contest-61713.html</a>', 'Winners Announced in 2012 CSNews Store Design Contest', '', 'inherit', 'closed', 'closed', '', '1662-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1662, 'http://cbx.cappendev.com/1662-revision-v1', 0, 'revision', '', 0),
(3164, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'National drug chains are working hard to drive more sales in the beauty care category.\r\nThe merged Walgreens Boots Alliance Inc., for starters, is revamping its stores with a swankier cosmetics offering centered on the Boots No7 skin care line, which already drives traffic across Europe. For its part, Rite Aid Corp. is rolling out its Receutics Active Skin Repair, a new line of over-the-counter, dermatologically tested skin care products. And of course, CVS/pharmacy continues to reap the benefits of its popular Nuance Salma Hayek line.\r\n\r\nThis emphasis on beauty is no accident. Clearly, drug stores need to leverage their proximity to consumers and drive more traffic to the store. Instead of emphasizing food offerings, like many drug stores are doing, there’s an opportunity to focus on a higher-margin offering, such as cosmetics.\r\n\r\nSo, how can retailers elevate their game in the high-margin beauty aisle and make it a destination? One approach would be to truly own the category.\r\n\r\nA few years ago, for example, when consumers needed pet food, most of them just went to the grocery store. Today, national pet retailers own the pet food category. These chains smartly created strong narratives that positioned themselves as the real experts on pet food — places where you could talk to an expert to get the low-down on the healthiest and highest-quality selections for your particular pet, and where there would be a diverse offering of brands. (It also didn’t hurt that, like drug stores, pet retailers saturated the marketplace and are now on every corner.)\r\n<p style=\"color: #000000;\">Likewise, national chain drug stores could position themselves as category killers that steal customers from department stores and other beauty mainstays.</p>\r\n<p style=\"color: #000000;\">To accomplish this, however, they must redesign their approach to beauty marketing, branding, merchandising, service and even store design to give the area a more fashion-forward feel. Even women of limited means are often willing to drive to Macy’s, Nordstrom, Sephora or Saks to splurge on cosmetics. What they’re after is the experience of being catered to in a sumptuous, high-service environment. Drug stores need to offer something similar if they hope to compete in this category.</p>\r\n<p style=\"color: #000000;\">Offering a strong private label brand approach in beauty is a good first step. To truly capture loyalty, however, drug chains need to ramp up the general impression of service as well. That could mean bringing in a cosmetologist for occasional product demonstrations, “makeover days,” classes or other events, or pointing to the fact that pharmacy personnel can answer questions about how certain products — or even supplements and food — can affect sensitive skin.</p>\r\n<p style=\"color: #000000;\">Marketing and branding should reinforce this expert angle. The chain’s social media presence, for instance, could include a cosmetologist blogger whose posts are more about answering legitimate consumer questions than pitching products. Use this opportunity to be proactive — don’t wait for consumers to come to your website. Your experts need to be out there, not just on YouTube and Twitter, but also on major venues like “Good Morning America” and CNN as well.</p>\r\n<p style=\"color: #000000;\">In addition to reputation-building efforts of this kind, chains could focus harder on elevating the customer experience in the beauty aisle.</p>\r\n<p style=\"color: #000000;\">At many drug stores today, the beauty aisles look much the same as those in which consumers might buy such mundane items as school supplies. But what if, upon reaching the beauty area, women were to discover a visual feast of colorful and neatly arranged cosmetics along the lines of Sephora? What if the beauty aisles at chain drug stores were packed with unique and differentiated brands arrayed for maximum visual appeal?</p>\r\n<p style=\"color: #000000;\">The approach could be integrated and omnichannel — right down to automated replacements of mascara or other items populated as favorites via an iPhone app. Customers get a text telling them that their replacement item is ready for pickup, along with a coupon or two.</p>\r\n<p style=\"color: #000000;\">Walgreens, for one, is collaborating with a new “social competition” app called Challenged to “bring summer beauty tips to life.” Along the lines of the Ice Bucket Challenge, Walgreens is challenging users to submit 12-second video clips using either CIRCA Beauty or Nonie Creme Colour Prevail, both of which are Walgreens private label products. Beauty expert Lauria Locsmondy of the Walgreens Social and Content creative team will judge the top-three “viewed” Beauty Challenge videos. This is savvy positioning.</p>\r\n<p style=\"color: #000000;\">With its emphasis on health, Rite Aid’s Receutics line also appears to be on trend. According to the company, both research and feedback from pharmacists indicated that Rite Aid’s customers wanted dermatologist-strength solutions to common skin care issues. The pitch here is that Receutics aren’t just clinically proven to be effective — they’re also affordable. The products, which range in price from $9.99 to $49.99, fall into one of four categories: acne clearing, therapeutic relief, sun care and antiaging.</p>\r\n<p style=\"color: #000000;\">Notice that, with Receutics, Rite Aid has much more than an opportunity to boost sales: The customer encounter with Receutics — whether we’re talking about in-store, online or anything in between — is a meaningful impression in and of itself, with broad potential to bolster the overall Rite Aid brand.</p>\r\n<p style=\"color: #000000;\">All in all, the focus on higher-margin beauty items is a solid strategy and, given that the U.S. beauty industry alone is worth $12 billion, there is a lot of room for robust growth. Having done the work on the product front, the next step is to kick execution into a higher gear. Before you know it, most women will be skipping those trips to the mall — and picking up their cosmetics at neighborhood drug stores.</p>\r\nOriginally published in <a href=\"http://www.chaindrugreview.com/with-elevated-offerings-drug-chains-can-own-beauty/\" target=\"_blank\">Chain Drug Review</a>.\r\n\r\nPhoto courtesy of <a href=\"http://www.entdigest.com/winning-a-sephora-gift-card/\" target=\"_blank\">entdigest.com</a>', 'With Elevated Offerings, Drug Chains Can Own Beauty', '', 'inherit', 'closed', 'closed', '', '2128-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2128, 'http://cbx.cappendev.com/2128-revision-v1', 0, 'revision', '', 0),
(3165, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1-150x150.jpg\" alt=\"\" title=\"Rick_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1070\" /></a>\r\nIn January, Rick Barrack asked you what logo most needed an overhaul. The answer? Sherwin-Williams. Here\'s his stab at a quick refresh.\r\n\r\n\"No, but seriously guys? Tell us how you REALLY feel!\" That was my first thought as I read the, how shall we say, rather assertively worded answers, comments, and tweets in response to the list of logos FastCoDesign posted as contenders in its \"Overdue for a Redesign\" competition. The responses were outstandingly entertaining, including:\r\n\r\n<strong>About Verizon:</strong>\r\n\r\n<em>Please put Verizon on the list. It\'s a hideous eyesore.\r\nAbsolutely, without a question, Verizon. A crime against design.</em>\r\n\r\n<strong>About Hallmark:</strong>\r\n\r\n<em>HALLMARK! That scripty font makes me nauseous.</em>\r\n\r\n<strong>About Kmart:</strong>\r\n\r\n<em>Kmart can just be renamed zombieland.</em>\r\n\r\nMuch to our surprise, while this blog suggested dozens of logos that suffered from a variety of ailments, the nearly unanimous choice for a \"Design-Me-Up\" makeover was the venerable, 150-year-old Sherwin-Williams Company of Cleveland, Ohio. First Lebron James, and now this. Tough year in Cleveland. Here\'s what people had to say:\r\n\r\nSherwin-Williams!! It looks like they\'re PRO-pollution of the environment as long as it\'s done with their paint.\r\n\r\nLet\'s go with Sherwin-Williams. As a design-related product there is no excuse.\r\n\r\nI gotta go with Sherwin Williams. Cover the earth...in paint?!? That\'s healthy.\r\n\r\nSherwin-Williams. In an age of oil spills, coating the earth with goop is a pretty ominous brand.\r\n\r\nThe Sherwin-Williams logo definitely needs an overhaul?cover the earth tag needs a re-fresh too!\r\n\r\nSherwin Williams\' is absolutely awful.\r\n\r\nRedesign the Sherwin-WIlliams logo. It\'s so dated!\r\n\r\nAsk for a redesign and you shall receive. So we got busy developing platforms, creating concepts, and identifying areas of opportunity to improve upon the current Sherwin-Williams logo.\r\n\r\nFirst, we isolated what we felt were the four key elements that make up the existing logo:\r\n\r\n- The \"SWP\" initials\r\n- The paint can\r\n- The pour/drip\r\n- Earth\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_equities_chart_rev2-B.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_equities_chart_rev2-B.jpg\" alt=\"\" title=\"SW_equities_chart_rev2-B\" width=\"600\" height=\"412\" class=\"alignnone size-full wp-image-581\" /></a>\r\n\r\nAnd how could we forget the ominous \"Cover the Earth\" tagline?\r\n\r\nThen we asked ourselves: Should we keep any, or all, of the current brand assets? Which ones should we evolve or revolutionize? What are the positives and negatives associated with each element?\r\n\r\nWe juxtaposed these assets on top of the company\'s mission statement?which appears right on their website\'s homepage?to see if there was an appreciable degree of harmony between the them.\r\n\r\nASK SHERWIN-WILLIAMS\r\nI would argue that the main axis around which Sherwin-Williams\'s business and positioning revolves around is customer service and expertise, or in other words, \"Come into one of our stores, ask one of our experts anything you want and they\'ll know what to do.\"\r\n\r\nIt\'s a very confident positioning, but one they can claim because:\r\n\r\na) They\'re relying on more than a hundred years worth of experience, an iconic status, and a pole position in the North American market.\r\n\r\nb) Sherwin-Williams paints are sold ONLY in Sherwin-Williams stores and nowhere else.\r\n\r\nThis means that if you walk into a Sherwin-Williams retail store, you can be absolutely certain that whoever you talk to will know everything there is to know about their products.\r\n\r\n\"No matter where you are in the world...\"\r\nEven though almost all of their nearly 4,000 retail stores are in the US, Sherwin-Williams products are readily available anywhere in the world (except, curiously, in most of Europe and all of Africa). This would also explain why arguably the most prominent feature of their logo is the Earth.\r\n\r\n\"[no matter]...what surfaces you\'re coating.\"\r\nThis speaks again to expertise, versatility, and a vast array of products.\r\n\r\nBasically, what they\'re saying is, \"No matter what you need to do that involves paint, Sherwin-Williams has something to help you achieve your goals.\" That would explain the can and the pouring paint elements of the logo.\r\n\r\n\"Sherwin-Williams provides innovative solutions to ensure your success.\"\r\nThis is standard corporate boilerplate, but this is also where the mission statement\'s connection with the identity completely falls apart, as you would NEVER associate \"innovative\" with the current, 150-year-old logo.\r\n\r\nAnd as many of you pointed out, the combination of the four key elements (initials, paint can, pour/drip and globe) strongly telegraphs negative connotations of heaviness, messiness, and pollution all wrapped in a hopeless and antiquated design. And the \"Cover the Earth\" tagline doesn\'t help matters one bit either.\r\n\r\nBut Sherwin-Williams is THE preeminent paint brand in America after all; far be it for us to suggest simply tossing out an iconic logo and starting from scratch. So what could we do to better reflect today\'s design sensibilities and make Sherwin-Williams more relevant to today\'s marketplace?\r\n\r\nTo arrive at our design, we listened to your feedback and explored a few different directions that emphasized a more inspirational and approachable perspective on paint while preserving the positive aspects of the current logo.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_paint_can_options_2.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_paint_can_options_2.jpg\" alt=\"\" title=\"SW_paint_can_options_2\" width=\"600\" height=\"551\" class=\"alignnone size-full wp-image-582\" /></a>\r\n\r\nExploration #1: SW Initials\r\nAn obvious starting point in evolving the current logo was to reinterpret the SWP initials as a signature written in paint.\r\n\r\nExploration #2: Paint Can\r\nWe then looked at the paint can. Since painting is, after all, is a creative exercise that ideally yields beautiful results, in this version we put a unique spin on the quintessential embodiment of beauty: a butterfly.\r\n\r\nExploration #3: Paint Drips\r\nThis direction substitutes the ecologically unsound toxic paint drips in the current logo with a more positive interpretation of the act of painting. The Jackson Pollock-like drips help reinforce the notion that painting is fun, liberating, and creative.\r\n\r\nExploration #4: Paint Swoosh\r\nSwoosh showcases \"the hand at work,\" and represents the personalization that is inherent in the act of painting.\r\n\r\nExploration #5A: The Earth\r\nThe visual of the Earth made up of paint chips speaks to the fact that Sherman-Williams products can be found around the world, as well as the empowerment that comes with having all these colors at your fingertips.\r\n\r\nExploration #5B: Paint Chips\r\nThe four previous explorations led us to the creation of two different visuals?one that shows the Earth made up of paint chips, and another in which paint chips emanate from the Earth\'s surface?that, when put together, resulted in our final logo design:\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_final_logo_1.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/SW_final_logo_1.jpg\" alt=\"\" title=\"Print\" width=\"600\" height=\"421\" class=\"alignnone size-full wp-image-583\" /></a>\r\n\r\nWe believe that this new Sherwin Williams logo captures the positive aspects of painting?the freedom of expression, the sense of discovery and transformation, the personal and inspirational natures of painting, the act of creating, the lightness and brightness, and the empowerment of the painter?while removing, or at least de-emphasizing the messiness, imprecision, and anachronistic nature of the current logo.\r\n\r\n- We jettisoned the paint can (simply not innovative) and the dripping paint (messy, polluting, and downright scary/bloody!)\r\n- We kept the Earth to speak to comprehensive and expert service, but removed the allusion to continents to give it more contemporary, boundary-less, aspirational feeling.\r\n- We kept the longitudinal and latitudinal lines in a more abstract way, in turn creating a world made up of paint chips and making it a more relevant visual tie-in with how customers shop for paint. These white lines also lend a lightness to the overall look of the logo.\r\n- We added ?emanating\' paint chips to connote a sense of creative energy, empowerment, and excitement that comes with choosing a color and painting a room, as well as having the logo speak to the myriad possibilities that quality paint affords you.\r\n- By showing the spectrum of color, we are referencing customers\' palette options and their unique experience when choosing paint, bringing the paint experience back to the individual.\r\n\r\nWe also felt this new logo was a strong complement to the wonderfully artistic and dynamic ads the company has been running on television for the past several months?ads that have been very well received by consumers (just type in \"Sherwin Williams commercial\" on Twitter and see for yourself). The use of paint chips, the empowerment and freedom conveyed by the act of creation, the idea of creating your world?it\'s all present in these 60-second spots.\r\n\r\nLast but not least, we also threw in a new tagline, \"Color Your World.\" In this day of oil spills, global warming and pollution, that\'s a whole lot more positive, personal, and inspiring than \"Cover the Earth,\" donchya think?\r\n\r\nSo now that we\'ve lifted the drop cloth and unveiled our thoughts for a new logo, what do you think: Is it a \"stroke\" of genius, or should it be \"canned?\" And go gentle on us, boys and girls?it\'s always easier to give (criticism) than to receive!\r\n\r\n\r\n<a href=\"http://www.fastcodesign.com/1663585/you-asked-and-rick-answers-a-revamp-of-the-sherwin-williams-logo\" target=\"_blank\">http://www.fastcodesign.com/1663585/you-asked-and-rick-answers-a-revamp-of-the-sherwin-williams-logo\r\n</a>', 'You Asked, and Rick Answers: A Revamp Of the Sherwin-Williams Logo', '', 'inherit', 'closed', 'closed', '', '1554-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1554, 'http://cbx.cappendev.com/1554-revision-v1', 0, 'revision', '', 0),
(3166, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nDear Johnson & Johnson,\r\n\r\nFor many years, I’ve depended on you to be there for my family and me. Your products are our staples: Your Band-Aids have helped mend scrapes; your Children’s Tylenol has brought fevers down; your baby shampoo has never caused a tear.\r\n\r\nI’ve been impressed with how you have consistently adhered to your company’s now-famous credo, crafted in 1943, that begins: “We believe that our first duty is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs, everything we do must be of high quality.” Your corporate actions and brands have always held the high ground.\r\n\r\nBut, J&J, I’ve been disappointed with the way you’ve handled the recalls of your products, as well as by some business dealings, in the past year. Little by little, your products disappeared from shelves—to be exact, there have been 22 product recalls, involving well over 300 million bottles of medicines, since September 2009—without so much as a peep out of you. (Most notably, OB Tampons went missing, only to return in April, more than six months later … without nary a statement as to why they’d been pulled in the first place.) I waited for explanations … silence.\r\n\r\nMeanwhile, I saw you in the news and at congressional hearings (like the one a few weeks ago in which you were fined $70 million for paying bribes to European doctors to use your devices.) Yikes. Needless to say, this behavior doesn’t reflect the J&J I know and love.\r\n\r\nThis silence has taken its toll. Lost revenue stemming from recalls and the lengthy closure of a plant in suburban Philadelphia reduced J&J’s 2010 sales by $900 million. In the fourth quarter, J&J posted a 12% profit decline and a 5.5% drop in sales.\r\n\r\nFortunately, it’s not too late for you to make things right. J&J has always been in the business of building and sustaining trust, and if you take your own medicine, this may just be a tiny blemish on your rock-solid reputation. To regain your footing , you just have to look at your own credo for guidance. I quote:\r\n\r\n<strong>We must be good citizens.</strong>\r\nJohnson & Johnson has always been good about apologizing in a timely manner for mistakes. (When Tylenol turned up tainted in 1982, you jumped into action, even when the tragedy wasn’t your fault. Now THAT was good citizenship.) Now, unfortunately, you’ve already let more than enough time pass between the recalls and a public statement. It’s time to say “sorry” to regain the trust of your consumers.\r\n\r\n<strong>Working conditions [must be] clean, orderly and safe.</strong>\r\nYour Fort Washington, Pennsylvania plant has been closed for almost a year. Now, there is talk that you will shut down your plant in Las Piedras, Puerto Rico. Once you fix the problems at your plants (or better yet, build state-of-the-art new ones), go one step further and show us what’s really going on behind the scenes by adopting a policy of complete openness. Install 24/7 webcams in your plants. Post updates via YouTube. Keep us informed through Twitter to demonstrate your commitment to making things better.\r\n\r\n<strong>Research must be carried on, innovative programs developed and mistakes paid for.</strong>\r\nIn recent months, Advil has tried to bank on Tylenol’s misfortune by launching a campaign, “Say Yes to Advil,” which is essentially encouraging people to, “Say No to Tylenol.” Show your customers and competitors you haven’t thrown in the towel. By continuing to create innovative new products (as well as bringing back your existing ones), you will show the public that you cannot be impeded by this blip on the radar, and that you are, and always will be, living up to your promises.\r\n\r\n<strong>We are responsible to our employees. We must respect their dignity and recognize their merit.</strong>\r\nIf you want your staff to live up to your company credo, then you have to respect their dignity and recognize their merit—even if that merit is warranted because they’ve called out imperfections within your own company. Stand by the people who are helping rebuild your company, stood by you in hard times, and even the ones who blew the whistle on you because they are ultimately helping you to live up to the high standards that you have set for yourself.\r\n\r\nIt’s never easy for a mother to discipline her child, and it pains me to have to adopt this tone with you, Johnson & Johnson. But tough love is sometimes required in tough times. By getting back to the words on which your company is built, I think you can find your way back.\r\n\r\nFull disclosure: In this article, the role of “Mom” was played by CBX’s managing partner, Gregg Lipman (an actual dad, who has spent enough time with his own mother and wife to dish out maternal wisdom—and who holds J&J in high enough regard to care). </p>', 'You Never Write, You Never Call: Some Advice from Mom to Johnson & Johnson', '', 'inherit', 'closed', 'closed', '', '1551-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1551, 'http://cbx.cappendev.com/1551-revision-v1', 0, 'revision', '', 0);
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(3167, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', 'The future success of biopharmaceutical businesses will depend at least partly on their ability to create meaningful brand experiences from the start of a drug program. By “brand,” I don’t mean logos and taglines. I’m talking about meaningfully unique experiences that directly affect clinical and patient needs — specifically, to address the growing demand for self-administered injectable therapeutics.\r\nWhether you are a biosimilar developer trying to carve out differentiated value or a market leader looking at your patent protection in the rearview mirror, brand experience can improve your ability to capture market share effectively and deliver your life-enhancing molecule to the people who need it. After all, when a drug is subject to clinical parity among its competitors, its value comes from factors that increase the likelihood of each patient recipient’s administrating that therapy the right way, at the right time, every time.\r\n\r\nConsumer experience and patient adherence are growing concerns. Consider these factors: One-third of all new drug approvals are biologics. An aging population needs solutions designed for universal access. Payers continue to push for out-of-clinic solutions. Consumers continue to expect that no disease should crimp their lifestyles. The result is a need for end-user, design-driven solutions that allow people to do the things they need to do without compromising safety or efficacy.\r\n\r\n<strong>Extras Aren’t Extraneous</strong>\r\nA major opportunity to address patient experience begins with a holistic approach to product development, research and development, marketing, and branding. The traditional tug-of-war between development and marketing tends to deprioritize the user-experience “extras” such as ease of use, ergonomics, and intuitiveness. Accordingly, once the celebration of product approval and launch are over, sponsors often are left with generic packaging solutions that could fall short on consumer usability (making them a potential risk to clinical outcomes) and thus fail to reach their full potential as ownable assets.\r\n\r\nPharmaceutical companies have benefited from brand-design thinking. Consider the ergonomics, navigability, identification, and usability of Pfizer’s Z-pak and Merck’s Zepatier blister packs. Intangibles such as relevance and resonance bring to mind GSK’s Advair inhaler and Merck’s Belsomra stress-free blister (pictured above). The opportunity for injectable biologics could be even more game-changing than those familiar successes because of the participatory nature of their self-administration.\r\n\r\n<strong>Case Study:</strong> This type of thinking about end-user experience went into the development of kaléo’s Auvi-Q epinephrine autoinjector. As stated on the product website, the company’s mission is to “provide demonstrably superior medical products that empower” patients and caregivers to “take control in potentially life-threatening situations.” Realization of that vision comes from medical device expertise: “Each kaléo product combines an established drug with an innovative delivery platform” for both cost effectiveness and superiority over the standard of care.\r\n\r\nCompare the brand experience between that and Mylan’s EpiPen injectors in terms of consumer usability. The former provides a perfect blend of user education, instruction, motivation, and inspiration. The latter meets the bar satisfactorily, but parents of children with allergies vastly prefer kaléo’s alternative by nearly four to one <strong>(1)</strong>.\r\n\r\nFor companies aspiring to offer safe, efficacious biomolecules through delivery packages that eliminate all physical, perceptual, and motivational barriers, the answer is to plan ahead. Even during drug-substance development, you should be thinking of a drug-delivery system or package that not only makes it easy for consumers to self-administer (winning fans from clinical and payor audiences alike), but that also is made with patients’ experiences in mind.\r\n\r\n<strong>Think “Universal” for Product Design</strong>\r\nTo begin with, you can practice the principles of universal design: equitability, flexibility, simplicity, perception, error tolerance, ease of use, and appropriateness for use <strong>(2)</strong>. Eliminate unnecessary complexity. Be consistent with user expectations and intuition. And arrange information consistent with its importance.\r\n\r\nThen, as you aim for more patient-centric and brand-differentiating experiences, you can aspire to solutions that speak to people’s whole selves with design that emotes, motivates, and empowers. If I am forced to live with a chronic disease, then I should get to choose the therapy that doesn’t remind me of that fact every time I use it. It doesn’t have to be fun. But if your design makes the experience less unpleasant in some way than it would be otherwise, patients will pay you back with adherence and loyalty. Your investors will be gratified when no competitor can easily copy the value you have created.\r\n\r\n<strong>References</strong>\r\n<strong>1</strong> Camargo CA, et al. Auvi-Q Versus EpiPen: Preferences of Adults, Caregivers, and Children. J. Allergy Clin. Immunol. www.jaci-inpractice.org/article/S2213-2198(13)00125-6/fulltext.\r\n\r\n<strong>2</strong> The 7 Principles. Centre for Excellence in Universal Design: Dublin, Ireland; http://universaldesign.ie/What-is-Universal-Design/The-7-Principles.\r\n\r\nOriginally published by <a href=\"http://www.bioprocessintl.com/2018/elucidation-your-brand-is-the-patients-experience/\">BioProcess International</a>', 'Your Brand Is the Patient’s Experience', '', 'inherit', 'closed', 'closed', '', '2306-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 2306, 'http://cbx.cappendev.com/2306-revision-v1', 0, 'revision', '', 0),
(3168, 1, '2018-09-27 17:58:52', '2018-09-27 17:58:52', '<strong>With Its New Brand-Consistent Graphics, Logo and Voice, the Twin Cities Nonprofit Is Better Able to Serve Homeless Youth, Executive Director Says</strong>\r\nWith the help of leading brand agency CBX, the Twin Cities nonprofit YouthLink has undergone the type of rebranding project normally reserved for savvy commercial clients such as General Mills, Best Buy or ConAgra.\r\n\r\n\"Already, the changes are helping YouthLink better serve homeless youth in the Twin Cities,\" said Dr. Heather Huseby, YouthLink\'s Executive Director. \"Our brand now stands out and is consistent and unique, which has helped us better communicate with clients, the media, other nonprofits and our donors and volunteers. CBX has helped us learn how to tell our story, and that can actually help us save lives.\"\r\n\r\nWinner of \"Nonprofit of the Year\" in 2013, YouthLink is known for its effort to empower homeless or otherwise disadvantaged youth from the Minneapolis-St. Paul region. Despite having a strong purpose, \"the brand was inconsistent and lacked a common visual and verbal voice across various communication channels prior to the branding exercise,\" said Nancy Brown, Managing Partner of CBX\'s Minneapolis office. The purpose of the redesign was to solve this problem by creating a new logo and unifying YouthLink\'s graphics, voice and messaging.\r\n\r\n\"Either you take a conscious approach to telling your story, or your story gets lost amid a sea of competing messages,\" Brown explained. \"In the commercial marketplace, having an inconsistent brand message is a major hindrance to clear communication with your intended audience. Smart nonprofits know this is true in their space as well.\"\r\n\r\nDuring the research phase of the project, CBX brand experts encouraged the whole organization to engage in a dialog about YouthLink\'s mission and messaging. This in turn helped guide and shape the rebranding effort, Dr. Huseby noted. \"It led to thoughtful conversations throughout our organization, including among the youth themselves,\" she said. \"Every nonprofit should go through this kind of process. It taught us to look inside of ourselves and ask who we really are.\"\r\n\r\n<span style=\"text-decoration: underline;\">About YouthLink</span>\r\nYouthLink builds healthy relationships with youth and the community to address youths\' urgent needs so that doors of opportunity are opened to futures of empowerment, connectedness, and self-reliance. They serve as a critical resource for homeless, precariously housed and marginalized young people ages 16 to 23 by providing a safe, supportive refuge where youth can find help meeting basic needs. You can find more information at <a href=\"www.youthlinkmn.org\" target=\"_blank\">www.youthlinkmn.org</a>.', 'YouthLink Rebrands With Help From Brand Agency CBX', '', 'inherit', 'closed', 'closed', '', '1981-revision-v1', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 1981, 'http://cbx.cappendev.com/1981-revision-v1', 0, 'revision', '', 0),
(3169, 2, '2018-09-27 17:58:54', '0000-00-00 00:00:00', '', 'Auto Draft', '', 'auto-draft', 'open', 'open', '', '', '', '', '2018-09-27 17:58:54', '0000-00-00 00:00:00', '', 0, 'http://cbx.cappendev.com/?post_type=work&p=3169', 0, 'work', '', 0),
(3170, 2, '2018-09-27 18:05:14', '2018-09-27 18:05:14', '<strong>How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.</strong>\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\"><img class=\"alignnone size-full wp-image-11246 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\" alt=\"\" width=\"750\" height=\"555\" /></a>\r\n<em>Opened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.</em></p>\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\"><img class=\"alignnone size-full wp-image-11249\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\" alt=\"\" width=\"500\" height=\"522\" /></a><em>Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality. </em></p>\r\n&nbsp;\r\n\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\"><img class=\"alignnone size-full wp-image-11252\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\" alt=\"\" width=\"750\" height=\"295\" /></a><em>Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.</em></p>\r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\"><img class=\"alignnone size-full wp-image-11253\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\" alt=\"\" width=\"750\" height=\"965\" /></a><em>What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.” </em></p>\r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by <a href=\"https://www.adweek.com/brand-marketing/how-apple-escaped-sears-downward-spiral-to-create-the-coolest-space-in-retail/\">Adweek</a>', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-autosave-v1', '', '', '2018-09-27 18:05:14', '2018-09-27 18:05:14', '', 2310, 'http://cbx.cappendev.com/2310-autosave-v1', 0, 'revision', '', 0),
(3171, 2, '2018-09-27 18:08:53', '2018-09-27 18:08:53', '<strong>How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.</strong>\r\n\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\"><img class=\"alignnone size-full wp-image-11246 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\" alt=\"\" width=\"750\" height=\"555\" /></a>\r\n<em>Opened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.</em></p>\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\"><img class=\"alignnone size-full wp-image-11249\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\" alt=\"\" width=\"500\" height=\"522\" /></a><em>Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality. </em></p>\r\n&nbsp;\r\n\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\"><img class=\"alignnone size-full wp-image-11252\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\" alt=\"\" width=\"750\" height=\"295\" /></a><em>Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.</em></p>\r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\"><img class=\"alignnone size-full wp-image-11253\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\" alt=\"\" width=\"750\" height=\"965\" /></a><em>What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.” </em></p>\r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by <a href=\"https://www.adweek.com/brand-marketing/how-apple-escaped-sears-downward-spiral-to-create-the-coolest-space-in-retail/\">Adweek</a>', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-revision-v1', '', '', '2018-09-27 18:08:53', '2018-09-27 18:08:53', '', 2310, 'http://cbx.cappendev.com/2310-revision-v1', 0, 'revision', '', 0),
(3172, 2, '2018-09-27 18:10:10', '2018-09-27 18:10:10', '<strong>How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.</strong>\r\n\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\"><img class=\"alignnone size-full wp-image-11246 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\" alt=\"\" width=\"750\" height=\"555\" /></a>\r\n<em>Opened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.</em>\r\n\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n\r\n&nbsp;\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\"><img class=\"alignnone size-full wp-image-11249\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\" alt=\"\" width=\"500\" height=\"522\" /></a></p>\r\n<p style=\"text-align: center;\"><em>Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality. </em></p>\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\"><img class=\"alignnone size-full wp-image-11252\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\" alt=\"\" width=\"750\" height=\"295\" /></a><em>Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.</em></p>\r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\"><img class=\"alignnone size-full wp-image-11253\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\" alt=\"\" width=\"750\" height=\"965\" /></a><em>What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.” </em></p>\r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by <a href=\"https://www.adweek.com/brand-marketing/how-apple-escaped-sears-downward-spiral-to-create-the-coolest-space-in-retail/\">Adweek</a>', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-revision-v1', '', '', '2018-09-27 18:10:10', '2018-09-27 18:10:10', '', 2310, 'http://cbx.cappendev.com/2310-revision-v1', 0, 'revision', '', 0),
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(3176, 2, '2018-09-27 19:02:45', '2018-09-27 19:02:45', '', 'Vannett', '', 'inherit', 'open', 'closed', '', 'vannett-4', '', '', '2018-09-27 19:02:45', '2018-09-27 19:02:45', '', 1496, 'http://cbx.cappendev.com/app/uploads/2018/09/Vannett-1.png', 0, 'attachment', 'image/png', 0),
(3177, 2, '2018-09-27 19:03:00', '2018-09-27 19:03:00', 'Vannett is an eagle-eyed insights analyst, trend spotter, and innovation junkie whose passion is the marriage of business strategy and design. Her ability to naturally create connections and identify strategic tensions has lead her to award-winning success in revitalizing heritage brands and creating new brands for both giant corporations and startups.\r\n\r\nVannett started her career in advertising, working on game-changing clients including Toyota, ConAgra Foods, and Google. She then transitioned exclusively into branding and has had resounding success solving complex business challenges. Her client list includes behemoths like Anheuser-Busch InBev, Diageo, Nestle, Unilever, Bayer, and Mars Chocolate, as well as small but mighty clients like Walker &amp; Company and 1Above.', 'Vannett', '', 'inherit', 'closed', 'closed', '', '1496-revision-v1', '', '', '2018-09-27 19:03:00', '2018-09-27 19:03:00', '', 1496, 'http://cbx.cappendev.com/1496-revision-v1', 0, 'revision', '', 0),
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(3179, 2, '2018-09-27 19:07:10', '2018-09-27 19:07:10', 'As a Client Services Project Coordinator, Abby supports the team in every way that helps bring the client’s vision to life. She has developed strong project management skills and client relationships through working on brands such as Procter &amp; Gamble, J.M. Smucker, Pillsbury and National Geographic. Abby has an eye for detail and a passion for making a brand story sing through packaging, TV and social activation.\r\n\r\nAbby graduated from Bucknell University with a BSBA, majoring in Markets, Innovation and Design.', 'Abby', '', 'inherit', 'closed', 'closed', '', '1462-revision-v1', '', '', '2018-09-27 19:07:10', '2018-09-27 19:07:10', '', 1462, 'http://cbx.cappendev.com/1462-revision-v1', 0, 'revision', '', 0),
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(3182, 2, '2018-09-27 19:10:28', '2018-09-27 19:10:28', 'As a Senior Client Director at CBX with extensive experience in brand development, Adam has led the charge of managing complex brand initiatives from brand idea to activation with clients such as General Mills, Reckitt-Benckiser, Walgreens, The Home Depot and Wawa. He uses a strategic lens and combines insights of the industry, open communication and adept organization to evolve brands in a way that is relevant to consumers and fosters a two-way dialogue.\r\n\r\nPrior to joining CBX, Adam oversaw brand and packaging development on the client side at Kao Brands. This gave him an intricate knowledge of the full product lifecycle from formula development, package creation, pre-press, production and the ongoing customer relationship. Adam has a solid comprehension of industries such as food &amp; beverage, personal care, beauty, home goods, health &amp; wellness, and pet.\r\n\r\nAdam graduated third in his class from the University of Cincinnati with a BBA and a focus in Marketing.', 'Adam', '', 'publish', 'open', 'open', '', 'adam', '', '', '2018-09-27 19:15:50', '2018-09-27 19:15:50', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3182', 57, 'team', '', 0),
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(3185, 2, '2018-09-27 19:10:28', '2018-09-27 19:10:28', 'As a Senior Client Director at CBX with extensive experience in brand development, Adam has led the charge of managing complex brand initiatives from brand idea to activation with clients such as General Mills, Reckitt-Benckiser, Walgreens, The Home Depot and Wawa. He uses a strategic lens and combines insights of the industry, open communication and adept organization to evolve brands in a way that is relevant to consumers and fosters a two-way dialogue.\r\n\r\nPrior to joining CBX, Adam oversaw brand and packaging development on the client side at Kao Brands. This gave him an intricate knowledge of the full product lifecycle from formula development, package creation, pre-press, production and the ongoing customer relationship. Adam has a solid comprehension of industries such as food &amp; beverage, personal care, beauty, home goods, health &amp; wellness, and pet.\r\n\r\nAdam graduated third in his class from the University of Cincinnati with a BBA and a focus in Marketing.', 'Adam', '', 'inherit', 'closed', 'closed', '', '3182-revision-v1', '', '', '2018-09-27 19:10:28', '2018-09-27 19:10:28', '', 3182, 'http://cbx.cappendev.com/3182-revision-v1', 0, 'revision', '', 0),
(3186, 2, '2018-09-27 19:17:52', '2018-09-27 19:17:52', 'As Senior Client Services Manager, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do. At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.\r\n\r\nBefore coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS. She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert &amp; Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.\r\n\r\nAmanda graduated from St. Mary’s University with a double major in marketing &amp; entrepreneurial management.', 'Amanda', '', 'publish', 'open', 'open', '', 'amanda-2', '', '', '2018-09-27 19:18:06', '2018-09-27 19:18:06', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3186', 56, 'team', '', 0),
(3187, 2, '2018-09-27 19:15:50', '2018-09-27 19:15:50', 'As a Senior Client Director at CBX with extensive experience in brand development, Adam has led the charge of managing complex brand initiatives from brand idea to activation with clients such as General Mills, Reckitt-Benckiser, Walgreens, The Home Depot and Wawa. He uses a strategic lens and combines insights of the industry, open communication and adept organization to evolve brands in a way that is relevant to consumers and fosters a two-way dialogue.\r\n\r\nPrior to joining CBX, Adam oversaw brand and packaging development on the client side at Kao Brands. This gave him an intricate knowledge of the full product lifecycle from formula development, package creation, pre-press, production and the ongoing customer relationship. Adam has a solid comprehension of industries such as food &amp; beverage, personal care, beauty, home goods, health &amp; wellness, and pet.\r\n\r\nAdam graduated third in his class from the University of Cincinnati with a BBA and a focus in Marketing.', 'Adam', '', 'inherit', 'closed', 'closed', '', '3182-revision-v1', '', '', '2018-09-27 19:15:50', '2018-09-27 19:15:50', '', 3182, 'http://cbx.cappendev.com/3182-revision-v1', 0, 'revision', '', 0),
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(3191, 2, '2018-09-27 19:17:52', '2018-09-27 19:17:52', 'As Senior Client Services Manager, Amanda has mastered the art of client services with the ability to anticipate her clients needs before they do. At CBX, Amanda manages the General Mills, Hormel, Bellisio Foods and Select Foods accounts.\r\n\r\nBefore coming to CBX, Amanda worked at Curb Crowser on General Mills in-store and POS. She has also worked at Hot Dish Advertising, a full-service advertising agency specializing in franchise clients across several industries such as Edible Arrangements, Budget Blinds, Erbert &amp; Gerbert’s, Seattle’s Best Coffee, Menchie’s Frozen Yogurt and Lawn Doctor.\r\n\r\nAmanda graduated from St. Mary’s University with a double major in marketing &amp; entrepreneurial management.', 'Amanda', '', 'inherit', 'closed', 'closed', '', '3186-revision-v1', '', '', '2018-09-27 19:17:52', '2018-09-27 19:17:52', '', 3186, 'http://cbx.cappendev.com/3186-revision-v1', 0, 'revision', '', 0),
(3192, 2, '2018-09-27 19:19:26', '2018-09-27 19:19:26', 'As a Design Director at CBX, Audra conducts design explorations for brand identity, activation, and packaging projects. She sets the creative vision for projects through brand and design strategy that inspires and informs all 360 branding solutions. Audra taps into over 13 years of experience to bring a fresh perspective to all of her projects including Identity, strategy, packaging, innovation, environment, retail, and activation.\r\n\r\nPrior to joining CBX, Audra worked at Landor Associates as a Senior Designer, where she worked with clients including PepsiCo, Diageo, Cadbury and Procter &amp; Gamble to help revitalize brands through category breaking creative and strategic solutions.\r\n\r\nAudra holds a Bachelor of Fine Arts in Marketing and Design from SUNY Oneonta, and a Bachelor of Fine Arts degree in Packaging Design from the Fashion Institute of Technology.', 'Audra', '', 'publish', 'open', 'open', '', 'audra', '', '', '2018-09-27 19:19:36', '2018-09-27 19:19:36', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3192', 55, 'team', '', 0),
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(3195, 2, '2018-09-27 19:19:26', '2018-09-27 19:19:26', 'As a Design Director at CBX, Audra conducts design explorations for brand identity, activation, and packaging projects. She sets the creative vision for projects through brand and design strategy that inspires and informs all 360 branding solutions. Audra taps into over 13 years of experience to bring a fresh perspective to all of her projects including Identity, strategy, packaging, innovation, environment, retail, and activation.\r\n\r\nPrior to joining CBX, Audra worked at Landor Associates as a Senior Designer, where she worked with clients including PepsiCo, Diageo, Cadbury and Procter &amp; Gamble to help revitalize brands through category breaking creative and strategic solutions.\r\n\r\nAudra holds a Bachelor of Fine Arts in Marketing and Design from SUNY Oneonta, and a Bachelor of Fine Arts degree in Packaging Design from the Fashion Institute of Technology.', 'Audra', '', 'inherit', 'closed', 'closed', '', '3192-revision-v1', '', '', '2018-09-27 19:19:26', '2018-09-27 19:19:26', '', 3192, 'http://cbx.cappendev.com/3192-revision-v1', 0, 'revision', '', 0),
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(3212, 2, '2018-09-27 19:30:34', '2018-09-27 19:30:34', 'As Strategy Director at CBX, Brian draws on his background in psychology research to bring greater meaning and relevance to brands. He works from the belief that the best brands understand what the entire person needs in any given context and then offer more meaning,  value, delight and change.\r\n\r\nBy crossing cultures to enrich ideas, using metaphor to explore untapped opportunities,  and building stakeholder consensus through dialogue, Brian has delivered value to a variety of global brands for accounts including Kimberly-Clark, Western Union, PepsiCo, and ConAgra.\r\n\r\nBrian holds an MS in Mass Communications from the Brandcenter at Virginia Commonwealth University, as well as a BA in Psychology from the University of Notre Dame.', 'Brian', '', 'publish', 'open', 'open', '', 'brian', '', '', '2018-09-27 19:31:39', '2018-09-27 19:31:39', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3212', 50, 'team', '', 0),
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(3214, 2, '2018-09-27 19:30:12', '2018-09-27 19:30:12', '', 'Here comes the sun,<br> little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:30:12', '2018-09-27 19:30:12', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0),
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(3217, 2, '2018-09-27 19:31:35', '2018-09-27 19:31:35', 'As Strategy Director at CBX, Brian draws on his background in psychology research to bring greater meaning and relevance to brands. He works from the belief that the best brands understand what the entire person needs in any given context and then offer more meaning,  value, delight and change.\n\nBy crossing cultures to enrich ideas, using metaphor to explore untapped opportunities,  and building stakeholder consensus through dialogue, Brian has delivered value to a variety of global brands for accounts including Kimberly-Clark, Western Union, PepsiCo, and ConAgra.\n\nBrian holds an MS in Mass Communications from the Brandcenter at Virginia Commonwealth University, as well as a BA in Psychology from the University of Notre Dame.', 'Brian', '', 'inherit', 'closed', 'closed', '', '3212-autosave-v1', '', '', '2018-09-27 19:31:35', '2018-09-27 19:31:35', '', 3212, 'http://cbx.cappendev.com/3212-autosave-v1', 0, 'revision', '', 0),
(3218, 2, '2018-09-27 19:31:39', '2018-09-27 19:31:39', 'As Strategy Director at CBX, Brian draws on his background in psychology research to bring greater meaning and relevance to brands. He works from the belief that the best brands understand what the entire person needs in any given context and then offer more meaning,  value, delight and change.\r\n\r\nBy crossing cultures to enrich ideas, using metaphor to explore untapped opportunities,  and building stakeholder consensus through dialogue, Brian has delivered value to a variety of global brands for accounts including Kimberly-Clark, Western Union, PepsiCo, and ConAgra.\r\n\r\nBrian holds an MS in Mass Communications from the Brandcenter at Virginia Commonwealth University, as well as a BA in Psychology from the University of Notre Dame.', 'Brian', '', 'inherit', 'closed', 'closed', '', '3212-revision-v1', '', '', '2018-09-27 19:31:39', '2018-09-27 19:31:39', '', 3212, 'http://cbx.cappendev.com/3212-revision-v1', 0, 'revision', '', 0),
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(3227, 2, '2018-09-27 19:34:39', '2018-09-27 19:34:39', '', 'Cat', '', 'inherit', 'closed', 'closed', '', '3223-revision-v1', '', '', '2018-09-27 19:34:39', '2018-09-27 19:34:39', '', 3223, 'http://cbx.cappendev.com/3223-revision-v1', 0, 'revision', '', 0),
(3228, 2, '2018-09-27 19:36:05', '2018-09-27 19:36:05', 'As a Design Director for CBX, Chad has helped to reshape and invigorate iconic brands from private label to numerous national brands.\r\n\r\nChad has over 15 years of experience in the industry. Before joining CBX, Chad was a senior design director for the packaging and branding firm BAKER as well as design director of retail and packaging for the Minnesota based agency Periscope.\r\nFor almost 15 years Chad has been designing as well as directing projects for various industry leaders such as Nabisco, Milkbone, Kraft, Smuckers, Best Buy, Walgreens, SuperValu, McCormick and General Mills.\r\n\r\nChad Graduated from the University of Wisconsin-Stout with a BFA degree.', 'Chad', '', 'publish', 'open', 'open', '', 'chad', '', '', '2018-09-27 19:36:05', '2018-09-27 19:36:05', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3228', 47, 'team', '', 0),
(3229, 2, '2018-09-27 19:34:56', '2018-09-27 19:34:56', '', 'Here comes the sun,<br> little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:34:56', '2018-09-27 19:34:56', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0),
(3230, 2, '2018-09-27 19:35:24', '2018-09-27 19:35:24', '', 'Chad', '', 'inherit', 'open', 'closed', '', 'chad', '', '', '2018-09-27 19:35:24', '2018-09-27 19:35:24', '', 3228, 'http://cbx.cappendev.com/app/uploads/2018/09/Chad.png', 0, 'attachment', 'image/png', 0),
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(3232, 2, '2018-09-27 19:36:05', '2018-09-27 19:36:05', 'As a Design Director for CBX, Chad has helped to reshape and invigorate iconic brands from private label to numerous national brands.\r\n\r\nChad has over 15 years of experience in the industry. Before joining CBX, Chad was a senior design director for the packaging and branding firm BAKER as well as design director of retail and packaging for the Minnesota based agency Periscope.\r\nFor almost 15 years Chad has been designing as well as directing projects for various industry leaders such as Nabisco, Milkbone, Kraft, Smuckers, Best Buy, Walgreens, SuperValu, McCormick and General Mills.\r\n\r\nChad Graduated from the University of Wisconsin-Stout with a BFA degree.', 'Chad', '', 'inherit', 'closed', 'closed', '', '3228-revision-v1', '', '', '2018-09-27 19:36:05', '2018-09-27 19:36:05', '', 3228, 'http://cbx.cappendev.com/3228-revision-v1', 0, 'revision', '', 0),
(3233, 2, '2018-09-27 19:37:06', '2018-09-27 19:37:06', 'Chris is an Associative Creative Director at CBX, bringing with him a broad range of experience and expertise in design, advertising and innovation.\r\n\r\nIn his 15+ year career, Chris has created award winning global design campaigns and product innovations for many top Fortune 500 companies including; AB InBev, Coca Cola, PepsiCo, Nike, Diageo, Converse, Nestle and P&amp;G. With a focus on strategic design, Chris is constantly challenging himself and his clients to think multi-dimensionally.\r\n\r\nChris is passionate about brands that are fearless and not afraid show some personality. He believes that design has the unlimited power to shape ideas, create excitement and drive business. He is also a frequent judge in The New York Festivals and a speaker at global brand conferences.', 'Chris', '', 'publish', 'open', 'open', '', 'chris', '', '', '2018-09-27 19:37:31', '2018-09-27 19:37:31', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3233', 46, 'team', '', 0),
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(3235, 2, '2018-09-27 19:36:47', '2018-09-27 19:36:47', '', 'Here comes the sun,<br> little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:36:47', '2018-09-27 19:36:47', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0),
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(3237, 2, '2018-09-27 19:37:06', '2018-09-27 19:37:06', '', 'Chris', '', 'inherit', 'closed', 'closed', '', '3233-revision-v1', '', '', '2018-09-27 19:37:06', '2018-09-27 19:37:06', '', 3233, 'http://cbx.cappendev.com/3233-revision-v1', 0, 'revision', '', 0),
(3238, 2, '2018-09-27 19:37:31', '2018-09-27 19:37:31', 'Chris is an Associative Creative Director at CBX, bringing with him a broad range of experience and expertise in design, advertising and innovation.\r\n\r\nIn his 15+ year career, Chris has created award winning global design campaigns and product innovations for many top Fortune 500 companies including; AB InBev, Coca Cola, PepsiCo, Nike, Diageo, Converse, Nestle and P&amp;G. With a focus on strategic design, Chris is constantly challenging himself and his clients to think multi-dimensionally.\r\n\r\nChris is passionate about brands that are fearless and not afraid show some personality. He believes that design has the unlimited power to shape ideas, create excitement and drive business. He is also a frequent judge in The New York Festivals and a speaker at global brand conferences.', 'Chris', '', 'inherit', 'closed', 'closed', '', '3233-revision-v1', '', '', '2018-09-27 19:37:31', '2018-09-27 19:37:31', '', 3233, 'http://cbx.cappendev.com/3233-revision-v1', 0, 'revision', '', 0),
(3239, 2, '2018-09-27 19:39:09', '2018-09-27 19:39:09', 'At CBX, Christina develops innovation and brand strategies that align to real world experience. With a firm belief that brands are extensions of ourselves, Christina has spent her career understanding people and culture to create relevant marketing strategies that marry business objectives with consumer needs.\r\n\r\nPrior to joining CBX, Christina was director of insights at Interbrand, where she worked on global branding initiatives for Victoria’s Secret, JCPenney and AT&amp;T. She also spent several years as director and partner at Toniq, and was responsible for marketing and creative strategies at Gillette, Colgate-Palmolive and PepsiCo.\r\n\r\nChristina graduated with an MA from The New School University in media studies and a BA in journalism from the University of Massachusetts.', 'Christina', '', 'publish', 'open', 'open', '', 'christina', '', '', '2018-09-27 19:39:09', '2018-09-27 19:39:09', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3239', 45, 'team', '', 0),
(3240, 2, '2018-09-27 19:38:09', '2018-09-27 19:38:09', '', 'Christina', '', 'inherit', 'open', 'closed', '', 'christina', '', '', '2018-09-27 19:38:09', '2018-09-27 19:38:09', '', 3239, 'http://cbx.cappendev.com/app/uploads/2018/09/Christina.png', 0, 'attachment', 'image/png', 0),
(3241, 2, '2018-09-27 19:38:17', '2018-09-27 19:38:17', '', 'headshots__0016_Christina', '', 'inherit', 'open', 'closed', '', 'headshots__0016_christina', '', '', '2018-09-27 19:38:17', '2018-09-27 19:38:17', '', 3239, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0016_Christina.jpg', 0, 'attachment', 'image/jpeg', 0),
(3242, 2, '2018-09-27 19:39:09', '2018-09-27 19:39:09', 'At CBX, Christina develops innovation and brand strategies that align to real world experience. With a firm belief that brands are extensions of ourselves, Christina has spent her career understanding people and culture to create relevant marketing strategies that marry business objectives with consumer needs.\r\n\r\nPrior to joining CBX, Christina was director of insights at Interbrand, where she worked on global branding initiatives for Victoria’s Secret, JCPenney and AT&amp;T. She also spent several years as director and partner at Toniq, and was responsible for marketing and creative strategies at Gillette, Colgate-Palmolive and PepsiCo.\r\n\r\nChristina graduated with an MA from The New School University in media studies and a BA in journalism from the University of Massachusetts.', 'Christina', '', 'inherit', 'closed', 'closed', '', '3239-revision-v1', '', '', '2018-09-27 19:39:09', '2018-09-27 19:39:09', '', 3239, 'http://cbx.cappendev.com/3239-revision-v1', 0, 'revision', '', 0),
(3243, 2, '2018-09-27 19:40:18', '2018-09-27 19:40:18', 'Damien is Engagement Director at CBX with over 10 years working in Business Development, Marketing and Branding roles. Prior to joining CBX, Damien was Head of Business Development for NYC based branding agency Red Peak. In a continually evolving and dynamic marketing landscape, Damien appreciates and understands the importance of a holistic brand approach in order for brands to connect and gain affinity with their audiences.\r\n\r\nDamien moved to NYC early 2015 in order to further grow his international branding experience having spent 7 years living in London and working at Interbrand, FutureBrand and AEG Worldwide. Originally from Brighton in the UK and half French, Damien considers himself to be well cultured individual having lived in Paris and travelled much of the world.\r\n\r\nDamien graduated from The University of Birmingham with a BA in French and Business Studies and is a passionate skier, cyclist and gym goer.', 'Damien', '', 'publish', 'open', 'open', '', 'damien', '', '', '2018-09-27 19:40:18', '2018-09-27 19:40:18', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3243', 44, 'team', '', 0),
(3244, 2, '2018-09-27 19:39:38', '2018-09-27 19:39:38', '', 'Damien', '', 'inherit', 'open', 'closed', '', 'damien', '', '', '2018-09-27 19:39:38', '2018-09-27 19:39:38', '', 3243, 'http://cbx.cappendev.com/app/uploads/2018/09/Damien.png', 0, 'attachment', 'image/png', 0),
(3245, 2, '2018-09-27 19:39:48', '2018-09-27 19:39:48', '', 'headshots__0017_Damien', '', 'inherit', 'open', 'closed', '', 'headshots__0017_damien', '', '', '2018-09-27 19:39:48', '2018-09-27 19:39:48', '', 3243, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0017_Damien.jpg', 0, 'attachment', 'image/jpeg', 0),
(3246, 2, '2018-09-27 19:40:18', '2018-09-27 19:40:18', 'Damien is Engagement Director at CBX with over 10 years working in Business Development, Marketing and Branding roles. Prior to joining CBX, Damien was Head of Business Development for NYC based branding agency Red Peak. In a continually evolving and dynamic marketing landscape, Damien appreciates and understands the importance of a holistic brand approach in order for brands to connect and gain affinity with their audiences.\r\n\r\nDamien moved to NYC early 2015 in order to further grow his international branding experience having spent 7 years living in London and working at Interbrand, FutureBrand and AEG Worldwide. Originally from Brighton in the UK and half French, Damien considers himself to be well cultured individual having lived in Paris and travelled much of the world.\r\n\r\nDamien graduated from The University of Birmingham with a BA in French and Business Studies and is a passionate skier, cyclist and gym goer.', 'Damien', '', 'inherit', 'closed', 'closed', '', '3243-revision-v1', '', '', '2018-09-27 19:40:18', '2018-09-27 19:40:18', '', 3243, 'http://cbx.cappendev.com/3243-revision-v1', 0, 'revision', '', 0),
(3247, 2, '2018-09-27 19:42:01', '2018-09-27 19:42:01', 'As a Design Manager for CBX, Dan oversees and crafts the creative look for private brands and retailers, with a broad list of clients including Wal-Mart and Kroger.\r\n\r\nA native of Cincinnati with a BFA from Miami University, Dan has over 20 years of design industry experience, intermixing private brand and national brand work. Dan has honed his creative talents in Chicago, Cincinnati, Minneapolis, and St. Louis, venturing from both agency side to client side. His previous positions include Art Director for the in-house creative team at Sara Lee Food &amp; Beverage and Art Director of Packaging and Retail for the St. Louis design firm Propaganda. Prior to joining CBX, Dan led the package design output at the Minneapolis creative agency Periscope for Target’s up&amp;up brand and Walgreens\' personal care and health and wellness brands\r\n\r\nDan’s design expertise has been used by Google, The Dial Corporation, Sara Lee, Cargill, Schwan\'s Company, Sherwin-Williams, Walgreens, Target, General Mills, S.C. Johnson, Welch\'s and Best Buy.', 'Dan', '', 'publish', 'open', 'open', '', 'dan', '', '', '2018-09-27 19:42:01', '2018-09-27 19:42:01', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3247', 43, 'team', '', 0),
(3248, 2, '2018-09-27 19:41:21', '2018-09-27 19:41:21', '', 'Dan', '', 'inherit', 'open', 'closed', '', 'dan', '', '', '2018-09-27 19:41:21', '2018-09-27 19:41:21', '', 3247, 'http://cbx.cappendev.com/app/uploads/2018/09/Dan.png', 0, 'attachment', 'image/png', 0),
(3249, 2, '2018-09-27 19:41:31', '2018-09-27 19:41:31', '', 'headshots__0018_Dan', '', 'inherit', 'open', 'closed', '', 'headshots__0018_dan', '', '', '2018-09-27 19:41:31', '2018-09-27 19:41:31', '', 3247, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0018_Dan.jpg', 0, 'attachment', 'image/jpeg', 0),
(3250, 2, '2018-09-27 19:42:01', '2018-09-27 19:42:01', 'As a Design Manager for CBX, Dan oversees and crafts the creative look for private brands and retailers, with a broad list of clients including Wal-Mart and Kroger.\r\n\r\nA native of Cincinnati with a BFA from Miami University, Dan has over 20 years of design industry experience, intermixing private brand and national brand work. Dan has honed his creative talents in Chicago, Cincinnati, Minneapolis, and St. Louis, venturing from both agency side to client side. His previous positions include Art Director for the in-house creative team at Sara Lee Food &amp; Beverage and Art Director of Packaging and Retail for the St. Louis design firm Propaganda. Prior to joining CBX, Dan led the package design output at the Minneapolis creative agency Periscope for Target’s up&amp;up brand and Walgreens\' personal care and health and wellness brands\r\n\r\nDan’s design expertise has been used by Google, The Dial Corporation, Sara Lee, Cargill, Schwan\'s Company, Sherwin-Williams, Walgreens, Target, General Mills, S.C. Johnson, Welch\'s and Best Buy.', 'Dan', '', 'inherit', 'closed', 'closed', '', '3247-revision-v1', '', '', '2018-09-27 19:42:01', '2018-09-27 19:42:01', '', 3247, 'http://cbx.cappendev.com/3247-revision-v1', 0, 'revision', '', 0),
(3251, 2, '2018-09-27 19:44:06', '2018-09-27 19:44:06', 'As Senior Client Manager, Dave is responsible for day-to-day client relationship and project\r\nmanagement for both retailer and CPG brands including Keurig-Dr Pepper, Wakefern Food Corp, Seneca and Lavazza. With extensive experience in project management, collaboration and execution, Dave is a proven solutions-based thinker &amp; problem-solver.\r\n\r\nHe successfully lead the redesign initiative for Giant Eagle, a PA based retailer and their 3 brands across several thousand items. Before pivoting to brand design &amp; development and joining CBX, Dave began his career in Video &amp; TV Production. A previous passion project, a post-hurricane Haiti relief documentary entitled “Unbreakable: Hope and Healing in Haiti,” won the Miami International Film Festival in 2014 for Most Inspirational Documentary.\r\n\r\nDave is a Providence College Graduate where he studied Global Studies Humanities with a European\r\nConcentration, is a diehard Green Bay Packers (part-owner!) and New York Yankees fan, a goofball and\r\nand a huge cinephile.', 'Dave', '', 'publish', 'open', 'open', '', 'dave', '', '', '2018-09-27 19:44:06', '2018-09-27 19:44:06', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3251', 42, 'team', '', 0),
(3252, 2, '2018-09-27 19:42:06', '2018-09-27 19:42:06', '', 'Maranatha-4-1920_1080', '', 'inherit', 'open', 'closed', '', 'maranatha-4-1920_1080', '', '', '2018-09-27 19:42:06', '2018-09-27 19:42:06', '', 39, 'http://cbx.cappendev.com/app/uploads/2018/03/Maranatha-4-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0),
(3253, 2, '2018-09-27 19:42:16', '2018-09-27 19:42:16', '', 'Here comes the sun,<br> little darlin\'', '', 'inherit', 'closed', 'closed', '', '39-revision-v1', '', '', '2018-09-27 19:42:16', '2018-09-27 19:42:16', '', 39, 'http://cbx.cappendev.com/39-revision-v1', 0, 'revision', '', 0),
(3254, 2, '2018-09-27 19:42:40', '2018-09-27 19:42:40', '', 'Dave', '', 'inherit', 'open', 'closed', '', 'dave', '', '', '2018-09-27 19:42:40', '2018-09-27 19:42:40', '', 3251, 'http://cbx.cappendev.com/app/uploads/2018/09/Dave.png', 0, 'attachment', 'image/png', 0),
(3255, 2, '2018-09-27 19:43:48', '2018-09-27 19:43:48', '', 'headshots__0019_Dave', '', 'inherit', 'open', 'closed', '', 'headshots__0019_dave', '', '', '2018-09-27 19:43:48', '2018-09-27 19:43:48', '', 3251, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0019_Dave.jpg', 0, 'attachment', 'image/jpeg', 0),
(3256, 2, '2018-09-27 19:44:06', '2018-09-27 19:44:06', 'As Senior Client Manager, Dave is responsible for day-to-day client relationship and project\r\nmanagement for both retailer and CPG brands including Keurig-Dr Pepper, Wakefern Food Corp, Seneca and Lavazza. With extensive experience in project management, collaboration and execution, Dave is a proven solutions-based thinker &amp; problem-solver.\r\n\r\nHe successfully lead the redesign initiative for Giant Eagle, a PA based retailer and their 3 brands across several thousand items. Before pivoting to brand design &amp; development and joining CBX, Dave began his career in Video &amp; TV Production. A previous passion project, a post-hurricane Haiti relief documentary entitled “Unbreakable: Hope and Healing in Haiti,” won the Miami International Film Festival in 2014 for Most Inspirational Documentary.\r\n\r\nDave is a Providence College Graduate where he studied Global Studies Humanities with a European\r\nConcentration, is a diehard Green Bay Packers (part-owner!) and New York Yankees fan, a goofball and\r\nand a huge cinephile.', 'Dave', '', 'inherit', 'closed', 'closed', '', '3251-revision-v1', '', '', '2018-09-27 19:44:06', '2018-09-27 19:44:06', '', 3251, 'http://cbx.cappendev.com/3251-revision-v1', 0, 'revision', '', 0),
(3257, 2, '2018-09-27 19:45:15', '2018-09-27 19:45:15', '', 'Don', '', 'publish', 'open', 'open', '', 'don', '', '', '2018-09-27 19:45:15', '2018-09-27 19:45:15', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3257', 41, 'team', '', 0),
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(3260, 2, '2018-09-27 19:45:15', '2018-09-27 19:45:15', '', 'Don', '', 'inherit', 'closed', 'closed', '', '3257-revision-v1', '', '', '2018-09-27 19:45:15', '2018-09-27 19:45:15', '', 3257, 'http://cbx.cappendev.com/3257-revision-v1', 0, 'revision', '', 0),
(3261, 2, '2018-09-27 19:46:30', '2018-09-27 19:46:30', 'As Chief Marketing &amp; Strategy Officer at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.\r\n\r\nFor over ten years, Dustin has had extensive experience positioning, innovating and re-energizing consumer-facing and internal brands to meet and exceed strategic business objectives for a range of clients, including Del Monte, General Mills, PepsiCo, The Scotts Miracle-Gro Company, Ansell Healthcare, and Arby’s.\r\n\r\nPrior to joining CBX, Dustin worked as a Senior Strategist for Wallace Church, a New York-based brand identity consultancy and design firm, where his clients included Gillette, Pfizer, Heinz, and Dunkin’ Donuts.\r\n\r\nDustin is a graduate of the Actors Theatre of Louisville Conservatory Program and holds an MBA from Columbia Business School.', 'Dustin', '', 'publish', 'open', 'open', '', 'dustin', '', '', '2018-09-27 19:46:30', '2018-09-27 19:46:30', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3261', 40, 'team', '', 0),
(3262, 2, '2018-09-27 19:46:12', '2018-09-27 19:46:12', '', 'Dustin', '', 'inherit', 'open', 'closed', '', 'dustin', '', '', '2018-09-27 19:46:12', '2018-09-27 19:46:12', '', 3261, 'http://cbx.cappendev.com/app/uploads/2018/09/Dustin.png', 0, 'attachment', 'image/png', 0),
(3263, 2, '2018-09-27 19:46:20', '2018-09-27 19:46:20', '', 'headshots__0021_Dustin', '', 'inherit', 'open', 'closed', '', 'headshots__0021_dustin', '', '', '2018-09-27 19:46:20', '2018-09-27 19:46:20', '', 3261, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0021_Dustin.jpg', 0, 'attachment', 'image/jpeg', 0),
(3264, 2, '2018-09-27 19:46:30', '2018-09-27 19:46:30', 'As Chief Marketing &amp; Strategy Officer at CBX, Dustin is continually inspired to develop creative, innovative and purposeful ways to connect his clients’ interests to the lives of their customers.\r\n\r\nFor over ten years, Dustin has had extensive experience positioning, innovating and re-energizing consumer-facing and internal brands to meet and exceed strategic business objectives for a range of clients, including Del Monte, General Mills, PepsiCo, The Scotts Miracle-Gro Company, Ansell Healthcare, and Arby’s.\r\n\r\nPrior to joining CBX, Dustin worked as a Senior Strategist for Wallace Church, a New York-based brand identity consultancy and design firm, where his clients included Gillette, Pfizer, Heinz, and Dunkin’ Donuts.\r\n\r\nDustin is a graduate of the Actors Theatre of Louisville Conservatory Program and holds an MBA from Columbia Business School.', 'Dustin', '', 'inherit', 'closed', 'closed', '', '3261-revision-v1', '', '', '2018-09-27 19:46:30', '2018-09-27 19:46:30', '', 3261, 'http://cbx.cappendev.com/3261-revision-v1', 0, 'revision', '', 0),
(3265, 2, '2018-09-27 19:47:33', '2018-09-27 19:47:33', 'Beginning his time at CBX as a client services intern, Eric proved himself through his successful projects, advancing to his current role as Project Coordinator. In his current role he assists the Client Services team on day-to-day activities to ensure smooth client relationships and delivery of work.\r\n\r\nEric is a recent graduate of the University of Maryland where he studied marketing and gender/sexuality theory. He also has graphic design and event planning experience.\r\n\r\nOutside of the office, Eric enjoys getting in touch with his creative side through pottery making.', 'Eric', '', 'publish', 'open', 'open', '', 'eric', '', '', '2018-09-27 19:47:33', '2018-09-27 19:47:33', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3265', 39, 'team', '', 0),
(3266, 2, '2018-09-27 19:46:51', '2018-09-27 19:46:51', '', 'Eric', '', 'inherit', 'open', 'closed', '', 'eric', '', '', '2018-09-27 19:46:51', '2018-09-27 19:46:51', '', 3265, 'http://cbx.cappendev.com/app/uploads/2018/09/Eric.png', 0, 'attachment', 'image/png', 0),
(3267, 2, '2018-09-27 19:47:24', '2018-09-27 19:47:24', '', 'headshots__0022_Eric', '', 'inherit', 'open', 'closed', '', 'headshots__0022_eric', '', '', '2018-09-27 19:47:24', '2018-09-27 19:47:24', '', 3265, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0022_Eric.jpg', 0, 'attachment', 'image/jpeg', 0),
(3268, 2, '2018-09-27 19:47:33', '2018-09-27 19:47:33', 'Beginning his time at CBX as a client services intern, Eric proved himself through his successful projects, advancing to his current role as Project Coordinator. In his current role he assists the Client Services team on day-to-day activities to ensure smooth client relationships and delivery of work.\r\n\r\nEric is a recent graduate of the University of Maryland where he studied marketing and gender/sexuality theory. He also has graphic design and event planning experience.\r\n\r\nOutside of the office, Eric enjoys getting in touch with his creative side through pottery making.', 'Eric', '', 'inherit', 'closed', 'closed', '', '3265-revision-v1', '', '', '2018-09-27 19:47:33', '2018-09-27 19:47:33', '', 3265, 'http://cbx.cappendev.com/3265-revision-v1', 0, 'revision', '', 0),
(3269, 2, '2018-09-27 19:49:06', '2018-09-27 19:49:06', 'As a creative thinker and a firm believer that the devil is in the details, Galen always brings a fresh perspective to the table as an Associate Strategist at CBX. He began his branding career as a CBX Client Services Intern, but quickly rose through the ranks: first as a Project Coordinator, then as a Client Manager, and now as an Associate Strategist. Galen’s unrelenting work ethic, eye for design detail, and understanding of a brand’s symbiotic relationship with culture and people compel him to consistently deliver the best possible product for his clients.\r\n\r\nGalen has worked with top brands in the industry including Kleenex, PepsiCo, Burt’s Bees, Depends, Poise, Mission Foods, Medtronic, and Merck.\r\n\r\nHe graduated from Bucknell University where he earned a BS in Business Administration, with a focus in Markets, Innovation, and Design.', 'Galen', '', 'publish', 'open', 'open', '', 'galen', '', '', '2018-09-27 19:49:06', '2018-09-27 19:49:06', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3269', 38, 'team', '', 0),
(3270, 2, '2018-09-27 19:48:09', '2018-09-27 19:48:09', '', 'Galen', '', 'inherit', 'open', 'closed', '', 'galen', '', '', '2018-09-27 19:48:09', '2018-09-27 19:48:09', '', 3269, 'http://cbx.cappendev.com/app/uploads/2018/09/Galen.png', 0, 'attachment', 'image/png', 0),
(3271, 2, '2018-09-27 19:48:32', '2018-09-27 19:48:32', '', 'headshots__0023_Galen', '', 'inherit', 'open', 'closed', '', 'headshots__0023_galen', '', '', '2018-09-27 19:48:32', '2018-09-27 19:48:32', '', 3269, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0023_Galen.jpg', 0, 'attachment', 'image/jpeg', 0),
(3272, 2, '2018-09-27 19:49:06', '2018-09-27 19:49:06', 'As a creative thinker and a firm believer that the devil is in the details, Galen always brings a fresh perspective to the table as an Associate Strategist at CBX. He began his branding career as a CBX Client Services Intern, but quickly rose through the ranks: first as a Project Coordinator, then as a Client Manager, and now as an Associate Strategist. Galen’s unrelenting work ethic, eye for design detail, and understanding of a brand’s symbiotic relationship with culture and people compel him to consistently deliver the best possible product for his clients.\r\n\r\nGalen has worked with top brands in the industry including Kleenex, PepsiCo, Burt’s Bees, Depends, Poise, Mission Foods, Medtronic, and Merck.\r\n\r\nHe graduated from Bucknell University where he earned a BS in Business Administration, with a focus in Markets, Innovation, and Design.', 'Galen', '', 'inherit', 'closed', 'closed', '', '3269-revision-v1', '', '', '2018-09-27 19:49:06', '2018-09-27 19:49:06', '', 3269, 'http://cbx.cappendev.com/3269-revision-v1', 0, 'revision', '', 0),
(3273, 2, '2018-09-27 19:50:08', '2018-09-27 19:50:08', 'Gregg is a founding partner of CBX and responsible for the overall direction and management of its New York office. Gregg provides big-picture insight to client projects and ensures that the team is meeting and exceeding project objectives. Gregg helped form CBX after recognizing that an opportunity existed to launch an agency that delivered top-notch creative thinking paired with superior service.\r\n\r\nPrior to becoming a founding partner at CBX, Gregg’s previous roles include stints as executive vice president of account services at FutureBrand, and senior account manager at Deskey Associates.\r\nGregg has over 20 years of consumer branding experience, and has worked with such clients as Reckitt Benckiser, General Mills, Seagram’s, Johnson &amp; Johnson, PepsiCo and Frito-Lay.\r\n\r\nGregg graduated from Rutgers University with a BA in marketing and fine arts.', 'Gregg', '', 'publish', 'open', 'open', '', 'gregg', '', '', '2018-09-28 22:24:48', '2018-09-28 22:24:48', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3273', 3, 'team', '', 0),
(3274, 2, '2018-09-27 19:49:49', '2018-09-27 19:49:49', '', 'Gregg', '', 'inherit', 'open', 'closed', '', 'gregg', '', '', '2018-09-27 19:49:49', '2018-09-27 19:49:49', '', 3273, 'http://cbx.cappendev.com/app/uploads/2018/09/Gregg.png', 0, 'attachment', 'image/png', 0),
(3275, 2, '2018-09-27 19:50:02', '2018-09-27 19:50:02', '', 'headshots__0024_Gregg', '', 'inherit', 'open', 'closed', '', 'headshots__0024_gregg', '', '', '2018-09-27 19:50:02', '2018-09-27 19:50:02', '', 3273, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0024_Gregg.jpg', 0, 'attachment', 'image/jpeg', 0),
(3276, 2, '2018-09-27 19:50:08', '2018-09-27 19:50:08', 'Gregg is a founding partner of CBX and responsible for the overall direction and management of its New York office. Gregg provides big-picture insight to client projects and ensures that the team is meeting and exceeding project objectives. Gregg helped form CBX after recognizing that an opportunity existed to launch an agency that delivered top-notch creative thinking paired with superior service.\r\n\r\nPrior to becoming a founding partner at CBX, Gregg’s previous roles include stints as executive vice president of account services at FutureBrand, and senior account manager at Deskey Associates.\r\nGregg has over 20 years of consumer branding experience, and has worked with such clients as Reckitt Benckiser, General Mills, Seagram’s, Johnson &amp; Johnson, PepsiCo and Frito-Lay.\r\n\r\nGregg graduated from Rutgers University with a BA in marketing and fine arts.', 'Gregg', '', 'inherit', 'closed', 'closed', '', '3273-revision-v1', '', '', '2018-09-27 19:50:08', '2018-09-27 19:50:08', '', 3273, 'http://cbx.cappendev.com/3273-revision-v1', 0, 'revision', '', 0),
(3277, 2, '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 'Hussain', '', 'publish', 'open', 'open', '', 'hussain', '', '', '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3277', 37, 'team', '', 0),
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(3279, 2, '2018-09-27 19:51:01', '2018-09-27 19:51:01', '', 'headshots__0025_Hussain', '', 'inherit', 'open', 'closed', '', 'headshots__0025_hussain', '', '', '2018-09-27 19:51:01', '2018-09-27 19:51:01', '', 3277, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0025_Hussain.jpg', 0, 'attachment', 'image/jpeg', 0),
(3280, 2, '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 'Hussain', '', 'inherit', 'closed', 'closed', '', '3277-revision-v1', '', '', '2018-09-27 19:51:10', '2018-09-27 19:51:10', '', 3277, 'http://cbx.cappendev.com/3277-revision-v1', 0, 'revision', '', 0),
(3281, 2, '2018-09-27 19:52:56', '2018-09-27 19:52:56', 'As Chief Financial Officer at CBX, James is responsible for the overall financial strategy and direction at CBX.\r\n\r\nBefore starting his role at CBX, James spent 11 years working in the advertising industry, most recently as a CFO for HL Group Partners. Prior to that he spent 8 years in public accounting.\r\n\r\nOutside of work, James loves traveling back home to South Africa and enjoys football (of the English variety) and tennis.', 'James', '', 'publish', 'open', 'open', '', 'james', '', '', '2018-10-01 13:08:05', '2018-10-01 13:08:05', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3281', 36, 'team', '', 0),
(3282, 2, '2018-09-27 19:51:46', '2018-09-27 19:51:46', '', 'James', '', 'inherit', 'open', 'closed', '', 'james', '', '', '2018-09-27 19:51:46', '2018-09-27 19:51:46', '', 3281, 'http://cbx.cappendev.com/app/uploads/2018/09/James.png', 0, 'attachment', 'image/png', 0),
(3283, 2, '2018-09-27 19:51:58', '2018-09-27 19:51:58', '', 'headshots__0026_James', '', 'inherit', 'open', 'closed', '', 'headshots__0026_james', '', '', '2018-09-27 19:51:58', '2018-09-27 19:51:58', '', 3281, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0026_James.jpg', 0, 'attachment', 'image/jpeg', 0),
(3284, 2, '2018-09-27 19:52:56', '2018-09-27 19:52:56', 'As Chief Financial Officer at CBX, James is responsible for the overall financial strategy and direction at CBX.\r\n\r\nBefore starting his role at CBX, James spent 11 years working in the advertising industry, most recently as a CFO for HL Group Partners. Prior to that he spent 8 years in public accounting.\r\n\r\nOutside of work, James loves traveling back home to South Africa and enjoys football (of the English variety) and tennis.', 'James', '', 'inherit', 'closed', 'closed', '', '3281-revision-v1', '', '', '2018-09-27 19:52:56', '2018-09-27 19:52:56', '', 3281, 'http://cbx.cappendev.com/3281-revision-v1', 0, 'revision', '', 0),
(3285, 2, '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 'Jamie', '', 'publish', 'open', 'open', '', 'jamie', '', '', '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3285', 35, 'team', '', 0),
(3286, 2, '2018-09-27 19:56:53', '2018-09-27 19:56:53', '', 'Jamie', '', 'inherit', 'open', 'closed', '', 'jamie', '', '', '2018-09-27 19:56:53', '2018-09-27 19:56:53', '', 3285, 'http://cbx.cappendev.com/app/uploads/2018/09/Jamie.png', 0, 'attachment', 'image/png', 0),
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(3288, 2, '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 'Jamie', '', 'inherit', 'closed', 'closed', '', '3285-revision-v1', '', '', '2018-09-27 19:57:19', '2018-09-27 19:57:19', '', 3285, 'http://cbx.cappendev.com/3285-revision-v1', 0, 'revision', '', 0),
(3289, 2, '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 'Jess', '', 'publish', 'open', 'open', '', 'jess', '', '', '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3289', 34, 'team', '', 0),
(3290, 2, '2018-09-27 19:57:53', '2018-09-27 19:57:53', '', 'Jess', '', 'inherit', 'open', 'closed', '', 'jess', '', '', '2018-09-27 19:57:53', '2018-09-27 19:57:53', '', 3289, 'http://cbx.cappendev.com/app/uploads/2018/09/Jess.png', 0, 'attachment', 'image/png', 0),
(3291, 2, '2018-09-27 19:58:06', '2018-09-27 19:58:06', '', 'headshots__0028_Jess', '', 'inherit', 'open', 'closed', '', 'headshots__0028_jess', '', '', '2018-09-27 19:58:06', '2018-09-27 19:58:06', '', 3289, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0028_Jess.jpg', 0, 'attachment', 'image/jpeg', 0),
(3292, 2, '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 'Jess', '', 'inherit', 'closed', 'closed', '', '3289-revision-v1', '', '', '2018-09-27 19:58:13', '2018-09-27 19:58:13', '', 3289, 'http://cbx.cappendev.com/3289-revision-v1', 0, 'revision', '', 0),
(3293, 2, '2018-09-27 19:59:29', '2018-09-27 19:59:29', 'As Executive Creative Director at CBX, Joe is instrumental in the creative quality and success of all brand initiatives that originate from the studio. Joe’s design leadership and passion for creativity inspire the team of CBX designers in their commitment to design excellence and big idea thinking.\r\n\r\nWith over 25 years of design knowledge and experience in branding, packaging, and corporate identity, Joe is skillful in partnering with his clients to develop on-target, strategic brand solutions. Some of these relationships include award-winning campaigns for such notable organizations as Procter &amp; Gamble, Nabisco, Johnson &amp; Johnson, Verizon, The Scotts Miracle-Gro Company, General Mills, Pillsbury, Del Monte, and ConAgra.\r\n\r\nJoe holds a BFA in Design from the University of Cincinnati, and continues to play a key role in mentoring aspiring designers of today and tomorrow.', 'Joe', '', 'publish', 'open', 'open', '', 'joe', '', '', '2018-09-27 19:59:29', '2018-09-27 19:59:29', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3293', 33, 'team', '', 0),
(3294, 2, '2018-09-27 19:58:52', '2018-09-27 19:58:52', '', 'JoeV', '', 'inherit', 'open', 'closed', '', 'joev', '', '', '2018-09-27 19:58:52', '2018-09-27 19:58:52', '', 3293, 'http://cbx.cappendev.com/app/uploads/2018/09/JoeV.png', 0, 'attachment', 'image/png', 0),
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INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(3296, 2, '2018-09-27 19:59:29', '2018-09-27 19:59:29', 'As Executive Creative Director at CBX, Joe is instrumental in the creative quality and success of all brand initiatives that originate from the studio. Joe’s design leadership and passion for creativity inspire the team of CBX designers in their commitment to design excellence and big idea thinking.\r\n\r\nWith over 25 years of design knowledge and experience in branding, packaging, and corporate identity, Joe is skillful in partnering with his clients to develop on-target, strategic brand solutions. Some of these relationships include award-winning campaigns for such notable organizations as Procter &amp; Gamble, Nabisco, Johnson &amp; Johnson, Verizon, The Scotts Miracle-Gro Company, General Mills, Pillsbury, Del Monte, and ConAgra.\r\n\r\nJoe holds a BFA in Design from the University of Cincinnati, and continues to play a key role in mentoring aspiring designers of today and tomorrow.', 'Joe', '', 'inherit', 'closed', 'closed', '', '3293-revision-v1', '', '', '2018-09-27 19:59:29', '2018-09-27 19:59:29', '', 3293, 'http://cbx.cappendev.com/3293-revision-v1', 0, 'revision', '', 0),
(3297, 2, '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 'Katherine', '', 'publish', 'open', 'open', '', 'katherine', '', '', '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3297', 32, 'team', '', 0),
(3298, 2, '2018-09-27 20:00:04', '2018-09-27 20:00:04', '', 'Katherine', '', 'inherit', 'open', 'closed', '', 'katherine', '', '', '2018-09-27 20:00:04', '2018-09-27 20:00:04', '', 3297, 'http://cbx.cappendev.com/app/uploads/2018/09/Katherine.png', 0, 'attachment', 'image/png', 0),
(3299, 2, '2018-09-27 20:00:14', '2018-09-27 20:00:14', '', 'headshots__0030_Katherine', '', 'inherit', 'open', 'closed', '', 'headshots__0030_katherine', '', '', '2018-09-27 20:00:14', '2018-09-27 20:00:14', '', 3297, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0030_Katherine.jpg', 0, 'attachment', 'image/jpeg', 0),
(3300, 2, '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 'Katherine', '', 'inherit', 'closed', 'closed', '', '3297-revision-v1', '', '', '2018-09-27 20:00:23', '2018-09-27 20:00:23', '', 3297, 'http://cbx.cappendev.com/3297-revision-v1', 0, 'revision', '', 0),
(3301, 2, '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 'Lauren', '', 'publish', 'open', 'open', '', 'lauren', '', '', '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3301', 31, 'team', '', 0),
(3302, 2, '2018-09-27 20:01:23', '2018-09-27 20:01:23', '', 'Lauren_2', '', 'inherit', 'open', 'closed', '', 'lauren_2', '', '', '2018-09-27 20:01:23', '2018-09-27 20:01:23', '', 3301, 'http://cbx.cappendev.com/app/uploads/2018/09/Lauren_2.png', 0, 'attachment', 'image/png', 0),
(3303, 2, '2018-09-27 20:01:39', '2018-09-27 20:01:39', '', 'headshots__0032_Lauren', '', 'inherit', 'open', 'closed', '', 'headshots__0032_lauren', '', '', '2018-09-27 20:01:39', '2018-09-27 20:01:39', '', 3301, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0032_Lauren.jpg', 0, 'attachment', 'image/jpeg', 0),
(3304, 2, '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 'Lauren', '', 'inherit', 'closed', 'closed', '', '3301-revision-v1', '', '', '2018-09-27 20:01:45', '2018-09-27 20:01:45', '', 3301, 'http://cbx.cappendev.com/3301-revision-v1', 0, 'revision', '', 0),
(3305, 2, '2018-09-27 20:02:51', '2018-09-27 20:02:51', 'Lauren began her career at CBX right out of college, and has quickly risen through the ranks – now to Design Director– in a very short amount of time.\r\n\r\nLauren currently manages over and provides lead creative solutions for many consumer and corporate brands. She is involved in all aspects of the creative process, from offering strategic insight and conceptual development to generating packaging design and logo identity. Lauren has worked with a wide range of clients including the Dr Pepper Snapple Group, Mars, Del Monte, Kimberly-Clark, Wawa and Walgreens.\r\n\r\nLauren graduated with a BFA in Communications Design from Syracuse University.', 'Lauren', '', 'publish', 'open', 'open', '', 'lauren-2', '', '', '2018-09-27 20:02:51', '2018-09-27 20:02:51', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3305', 30, 'team', '', 0),
(3306, 2, '2018-09-27 20:02:14', '2018-09-27 20:02:14', '', 'Lauren', '', 'inherit', 'open', 'closed', '', 'lauren-2', '', '', '2018-09-27 20:02:14', '2018-09-27 20:02:14', '', 3305, 'http://cbx.cappendev.com/app/uploads/2018/09/Lauren.png', 0, 'attachment', 'image/png', 0),
(3307, 2, '2018-09-27 20:02:30', '2018-09-27 20:02:30', '', 'headshots__0033_Lauren_2', '', 'inherit', 'open', 'closed', '', 'headshots__0033_lauren_2', '', '', '2018-09-27 20:02:30', '2018-09-27 20:02:30', '', 3305, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0033_Lauren_2.jpg', 0, 'attachment', 'image/jpeg', 0),
(3308, 2, '2018-09-27 20:02:51', '2018-09-27 20:02:51', 'Lauren began her career at CBX right out of college, and has quickly risen through the ranks – now to Design Director– in a very short amount of time.\r\n\r\nLauren currently manages over and provides lead creative solutions for many consumer and corporate brands. She is involved in all aspects of the creative process, from offering strategic insight and conceptual development to generating packaging design and logo identity. Lauren has worked with a wide range of clients including the Dr Pepper Snapple Group, Mars, Del Monte, Kimberly-Clark, Wawa and Walgreens.\r\n\r\nLauren graduated with a BFA in Communications Design from Syracuse University.', 'Lauren', '', 'inherit', 'closed', 'closed', '', '3305-revision-v1', '', '', '2018-09-27 20:02:51', '2018-09-27 20:02:51', '', 3305, 'http://cbx.cappendev.com/3305-revision-v1', 0, 'revision', '', 0),
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(3313, 2, '2018-09-27 20:05:00', '2018-09-27 20:05:00', 'From day one, Lesley has been in search of the BIG IDEA. And as creative director at CBX, she brings her extensive experience on a wide range of touch points into play, connecting the dots between the visual and the verbal.\r\n\r\nHer creative journey has taken her from Chicago to New York, working at large shopper activation agencies to small digital startups, with a broad range of clients such as P&amp;G, PepsiCo, Unilever and PlayStation. Most recently, she oversaw the Heineken USA national and trade marketing activation team at Geometry Worldwide.', 'Lesley', '', 'publish', 'open', 'open', '', 'lesley', '', '', '2018-09-27 20:05:00', '2018-09-27 20:05:00', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3313', 28, 'team', '', 0),
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(3316, 2, '2018-09-27 20:05:00', '2018-09-27 20:05:00', 'From day one, Lesley has been in search of the BIG IDEA. And as creative director at CBX, she brings her extensive experience on a wide range of touch points into play, connecting the dots between the visual and the verbal.\r\n\r\nHer creative journey has taken her from Chicago to New York, working at large shopper activation agencies to small digital startups, with a broad range of clients such as P&amp;G, PepsiCo, Unilever and PlayStation. Most recently, she oversaw the Heineken USA national and trade marketing activation team at Geometry Worldwide.', 'Lesley', '', 'inherit', 'closed', 'closed', '', '3313-revision-v1', '', '', '2018-09-27 20:05:00', '2018-09-27 20:05:00', '', 3313, 'http://cbx.cappendev.com/3313-revision-v1', 0, 'revision', '', 0),
(3317, 2, '2018-09-27 20:06:01', '2018-09-27 20:06:01', '<p class=\"p1\"><span class=\"s1\">As Client Services Manager at CBX, Liz supports account, creative and strategy teams to ensure projects and clients are being managed effectively and efficiently.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Before joining CBX, Liz came from a startup fitness and pilates studio where she played a role in all stages of building the business, from assisting in studio design to marketing and growing the cliental.<span class=\"Apple-converted-space\">  </span>This is where she found a true passion for cultivating what makes a brand successful.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Liz has a Bachelor of Science in Business Administration with a focus on Management from Towson University.</span></p>', 'Liz', '', 'publish', 'open', 'open', '', 'liz', '', '', '2018-09-27 20:06:01', '2018-09-27 20:06:01', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3317', 27, 'team', '', 0),
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(3320, 2, '2018-09-27 20:06:01', '2018-09-27 20:06:01', '<p class=\"p1\"><span class=\"s1\">As Client Services Manager at CBX, Liz supports account, creative and strategy teams to ensure projects and clients are being managed effectively and efficiently.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Before joining CBX, Liz came from a startup fitness and pilates studio where she played a role in all stages of building the business, from assisting in studio design to marketing and growing the cliental.<span class=\"Apple-converted-space\">  </span>This is where she found a true passion for cultivating what makes a brand successful.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Liz has a Bachelor of Science in Business Administration with a focus on Management from Towson University.</span></p>', 'Liz', '', 'inherit', 'closed', 'closed', '', '3317-revision-v1', '', '', '2018-09-27 20:06:01', '2018-09-27 20:06:01', '', 3317, 'http://cbx.cappendev.com/3317-revision-v1', 0, 'revision', '', 0),
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(3325, 2, '2018-09-27 20:10:01', '2018-09-27 20:10:01', 'Margaret is a designer at CBX specializing in innovation and private label systems. Beginning her career as a CBX intern in 2010, she was eager to get her hands on as many projects as she could, eventually advancing her role through her excellent work ethic and keen eye for design.\r\n\r\nPrior to joining the CBX team, she partnered with SVNTHSIN &amp; Yustin on JCPenny\'s App. She studied at the College of Visual Arts from 2005-2009 with a year abroad at Hochschule für Angewandte Wissenschaft und Kunst (HAWK) in Hildesheim, Germany.\r\n\r\nMargaret is a self-described “serial hobbyist,” always looking for new crafting and design ideas. In her free time you’ll likely find her at every Minnesota United match or at Britt\'s pub cheering on her favorite team.', 'Margaret', '', 'publish', 'open', 'open', '', 'margaret', '', '', '2018-09-27 20:10:01', '2018-09-27 20:10:01', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3325', 25, 'team', '', 0),
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(3328, 2, '2018-09-27 20:10:01', '2018-09-27 20:10:01', 'Margaret is a designer at CBX specializing in innovation and private label systems. Beginning her career as a CBX intern in 2010, she was eager to get her hands on as many projects as she could, eventually advancing her role through her excellent work ethic and keen eye for design.\r\n\r\nPrior to joining the CBX team, she partnered with SVNTHSIN &amp; Yustin on JCPenny\'s App. She studied at the College of Visual Arts from 2005-2009 with a year abroad at Hochschule für Angewandte Wissenschaft und Kunst (HAWK) in Hildesheim, Germany.\r\n\r\nMargaret is a self-described “serial hobbyist,” always looking for new crafting and design ideas. In her free time you’ll likely find her at every Minnesota United match or at Britt\'s pub cheering on her favorite team.', 'Margaret', '', 'inherit', 'closed', 'closed', '', '3325-revision-v1', '', '', '2018-09-27 20:10:01', '2018-09-27 20:10:01', '', 3325, 'http://cbx.cappendev.com/3325-revision-v1', 0, 'revision', '', 0),
(3329, 2, '2018-09-27 20:11:19', '2018-09-27 20:11:19', 'As a Designer at CBX, Margo works to align great design with client needs.\r\n\r\nAfter graduating from the University of Minnesota with a BFA in Graphic Design and Mass Communication Minor, she began her career working on clients such as 3M, Merck, S.C. Johnson, Mars Food and General Mills.\r\n\r\nWhen she isn’t at work, Margo spends her time riding her horse and competing in horse shows across Minnesota.', 'Margaret', '', 'publish', 'open', 'open', '', 'margaret-2', '', '', '2018-09-27 20:32:12', '2018-09-27 20:32:12', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3329', 24, 'team', '', 0),
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(3332, 2, '2018-09-27 20:11:19', '2018-09-27 20:11:19', 'As a Designer at CBX, Margo works to align great design with client needs.\r\n\r\nAfter graduating from the University of Minnesota with a BFA in Graphic Design and Mass Communication Minor, she began her career working on clients such as 3M, Merck, S.C. Johnson, Mars Food and General Mills.\r\n\r\nWhen she isn’t at work, Margo spends her time riding her horse and competing in horse shows across Minnesota.', 'Margaret', '', 'inherit', 'closed', 'closed', '', '3329-revision-v1', '', '', '2018-09-27 20:11:19', '2018-09-27 20:11:19', '', 3329, 'http://cbx.cappendev.com/3329-revision-v1', 0, 'revision', '', 0),
(3333, 2, '2018-09-27 20:12:19', '2018-09-27 20:12:19', 'Margot is a strategist with a diverse background across sectors. She combines informed insight, category knowledge, instinct, creative thinking and analytical rigor to deliver strategies that inspire people to action. She is a firm believer that brands thrive when they connect with the tensions and truths at the heart of human behavior.\r\n\r\nPrior to joining CBX, Margot worked at Sterling Brands where she led projects for a range of clients including Kimberly Clark. Hershey’s, Bayer, General Mills, Colgate, Green Mountain, Nestle, Kraft, and Proctor &amp; Gamble. She also spent several years as an executive leader in the non-profit sector with a focus on the arts and education.\r\n\r\nMargot graduated with a Masters degree in Education: Human Behavior &amp; Psychology from Harvard University, and holds a BA from New York University.', 'Margot', '', 'publish', 'open', 'open', '', 'margot', '', '', '2018-09-27 20:12:19', '2018-09-27 20:12:19', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3333', 23, 'team', '', 0),
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(3336, 2, '2018-09-27 20:12:19', '2018-09-27 20:12:19', 'Margot is a strategist with a diverse background across sectors. She combines informed insight, category knowledge, instinct, creative thinking and analytical rigor to deliver strategies that inspire people to action. She is a firm believer that brands thrive when they connect with the tensions and truths at the heart of human behavior.\r\n\r\nPrior to joining CBX, Margot worked at Sterling Brands where she led projects for a range of clients including Kimberly Clark. Hershey’s, Bayer, General Mills, Colgate, Green Mountain, Nestle, Kraft, and Proctor &amp; Gamble. She also spent several years as an executive leader in the non-profit sector with a focus on the arts and education.\r\n\r\nMargot graduated with a Masters degree in Education: Human Behavior &amp; Psychology from Harvard University, and holds a BA from New York University.', 'Margot', '', 'inherit', 'closed', 'closed', '', '3333-revision-v1', '', '', '2018-09-27 20:12:19', '2018-09-27 20:12:19', '', 3333, 'http://cbx.cappendev.com/3333-revision-v1', 0, 'revision', '', 0),
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(3345, 2, '2018-09-27 20:15:03', '2018-09-27 20:15:03', 'As Client Director at CBX, Nat partners with creative and strategy teams to provide brand consultation, perspective, and recommendations to our clients. As your day-to-day contact, Nat will be responsible for leading the project and process to ensure a successful outcome.\r\n\r\nNat has held production and account leadership roles at agencies in Seattle in Minneapolis, providing strategic guidance and management of integrated brand projects with an emphasis on design. Nat brings considerable brand experience to CBX, including Alfa Romeo, Best Buy, Cannondale, Cargill, Clorox, Fiat Chrysler, General Mills, Google, Indian Motorcycle, Land O’Lakes, Life Cereal, Microsoft, Mountain Hardwear, Novartis, PepsiCo, Propel Electrolyte Water, Schwinn, Sugoi, Target and The North Face.\r\n\r\nAway from CBX, Nat and his wife share the joys of food and the outdoors with their two young children.', 'Nat', '', 'publish', 'open', 'open', '', 'nat', '', '', '2018-09-27 20:15:03', '2018-09-27 20:15:03', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3345', 20, 'team', '', 0),
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(3348, 2, '2018-09-27 20:15:03', '2018-09-27 20:15:03', 'As Client Director at CBX, Nat partners with creative and strategy teams to provide brand consultation, perspective, and recommendations to our clients. As your day-to-day contact, Nat will be responsible for leading the project and process to ensure a successful outcome.\r\n\r\nNat has held production and account leadership roles at agencies in Seattle in Minneapolis, providing strategic guidance and management of integrated brand projects with an emphasis on design. Nat brings considerable brand experience to CBX, including Alfa Romeo, Best Buy, Cannondale, Cargill, Clorox, Fiat Chrysler, General Mills, Google, Indian Motorcycle, Land O’Lakes, Life Cereal, Microsoft, Mountain Hardwear, Novartis, PepsiCo, Propel Electrolyte Water, Schwinn, Sugoi, Target and The North Face.\r\n\r\nAway from CBX, Nat and his wife share the joys of food and the outdoors with their two young children.', 'Nat', '', 'inherit', 'closed', 'closed', '', '3345-revision-v1', '', '', '2018-09-27 20:15:03', '2018-09-27 20:15:03', '', 3345, 'http://cbx.cappendev.com/3345-revision-v1', 0, 'revision', '', 0),
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(3359, 2, '2018-09-27 20:17:48', '2018-09-27 20:17:48', '', 'headshots__0050_Rich', '', 'inherit', 'open', 'closed', '', 'headshots__0050_rich', '', '', '2018-09-27 20:17:48', '2018-09-27 20:17:48', '', 3357, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0050_Rich.jpg', 0, 'attachment', 'image/jpeg', 0),
(3360, 2, '2018-09-27 20:18:02', '2018-09-27 20:18:02', '', 'Rich', '', 'inherit', 'closed', 'closed', '', '3357-revision-v1', '', '', '2018-09-27 20:18:02', '2018-09-27 20:18:02', '', 3357, 'http://cbx.cappendev.com/3357-revision-v1', 0, 'revision', '', 0),
(3361, 2, '2018-09-27 20:19:05', '2018-09-27 20:19:05', 'Rick is the Chief Creative Officer and a founding partner of strategic branding agency CBX. With twenty years of expertise in consumer and retail branding, Rick is responsible for inspiring, directing and motivating creative teams to develop powerful design solutions.\r\n\r\nSince helping establish the firm in 2003, Rick has played an integral role in expanding its client roster and has been the creative vision behind the rollout of numerous award-winning branding initiatives, most recently the successful U by Kotex line for Kimberly-Clark and a rebranding of Duane Reade’s private label portfolio.\r\n\r\nPrior to founding CBX, Rick learned the importance of breakthrough creative while working at Milton Glaser, Gerstman+Meyers, LPK, and FutureBrand. Over the course of his accomplished career, he has contributed his branding expertise to such companies as Del Monte, Exxon Mobil, IBM, Johnson &amp; Johnson, Kimberly-Clark, Mars, and The Scotts Miracle-Gro Company.\r\n\r\nIn recent years, Rick was also chosen as one of Graphic Design USA’s “People to Watch,” and  FastCompany’s “100 Most Creative People in Business.”', 'Rick', '', 'publish', 'open', 'open', '', 'rick', '', '', '2018-09-27 20:19:05', '2018-09-27 20:19:05', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3361', 0, 'team', '', 0),
(3362, 2, '2018-09-27 20:18:34', '2018-09-27 20:18:34', '', 'Rick', '', 'inherit', 'open', 'closed', '', 'rick', '', '', '2018-09-27 20:18:34', '2018-09-27 20:18:34', '', 3361, 'http://cbx.cappendev.com/app/uploads/2018/09/Rick.png', 0, 'attachment', 'image/png', 0),
(3363, 2, '2018-09-27 20:18:45', '2018-09-27 20:18:45', '', 'headshots__0051_Rick', '', 'inherit', 'open', 'closed', '', 'headshots__0051_rick', '', '', '2018-09-27 20:18:45', '2018-09-27 20:18:45', '', 3361, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0051_Rick.jpg', 0, 'attachment', 'image/jpeg', 0),
(3364, 2, '2018-09-27 20:19:05', '2018-09-27 20:19:05', 'Rick is the Chief Creative Officer and a founding partner of strategic branding agency CBX. With twenty years of expertise in consumer and retail branding, Rick is responsible for inspiring, directing and motivating creative teams to develop powerful design solutions.\r\n\r\nSince helping establish the firm in 2003, Rick has played an integral role in expanding its client roster and has been the creative vision behind the rollout of numerous award-winning branding initiatives, most recently the successful U by Kotex line for Kimberly-Clark and a rebranding of Duane Reade’s private label portfolio.\r\n\r\nPrior to founding CBX, Rick learned the importance of breakthrough creative while working at Milton Glaser, Gerstman+Meyers, LPK, and FutureBrand. Over the course of his accomplished career, he has contributed his branding expertise to such companies as Del Monte, Exxon Mobil, IBM, Johnson &amp; Johnson, Kimberly-Clark, Mars, and The Scotts Miracle-Gro Company.\r\n\r\nIn recent years, Rick was also chosen as one of Graphic Design USA’s “People to Watch,” and  FastCompany’s “100 Most Creative People in Business.”', 'Rick', '', 'inherit', 'closed', 'closed', '', '3361-revision-v1', '', '', '2018-09-27 20:19:05', '2018-09-27 20:19:05', '', 3361, 'http://cbx.cappendev.com/3361-revision-v1', 0, 'revision', '', 0),
(3365, 2, '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 'Sami', '', 'publish', 'open', 'open', '', 'sami', '', '', '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3365', 16, 'team', '', 0),
(3366, 2, '2018-09-27 20:20:17', '2018-09-27 20:20:17', '', 'Sami', '', 'inherit', 'open', 'closed', '', 'sami', '', '', '2018-09-27 20:20:17', '2018-09-27 20:20:17', '', 3365, 'http://cbx.cappendev.com/app/uploads/2018/09/Sami.png', 0, 'attachment', 'image/png', 0),
(3367, 2, '2018-09-27 20:20:25', '2018-09-27 20:20:25', '', 'headshots__0053_Sami', '', 'inherit', 'open', 'closed', '', 'headshots__0053_sami', '', '', '2018-09-27 20:20:25', '2018-09-27 20:20:25', '', 3365, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0053_Sami.jpg', 0, 'attachment', 'image/jpeg', 0),
(3368, 2, '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 'Sami', '', 'inherit', 'closed', 'closed', '', '3365-revision-v1', '', '', '2018-09-27 20:20:35', '2018-09-27 20:20:35', '', 3365, 'http://cbx.cappendev.com/3365-revision-v1', 0, 'revision', '', 0),
(3369, 2, '2018-09-27 20:21:44', '2018-09-27 20:21:44', '<p class=\"p1\"><span class=\"s1\">As Chief Engagement Officer at CBX, Satoru is responsible for the overall management of business and operations in New York.<span class=\"Apple-converted-space\">  </span>Satoru’s experience in brand consulting spans over 20 years across more than 200 brands.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Satoru was Executive Vice President and General manager of the creative group at Sterling Brands, Group Director at Frankfurt Balkind, and Senior Account Director at Desgrippes Gobé.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Satoru has led strategy, innovation, creative and experience design initiatives for some of the world’s most recognized and beloved brands for accounts that include Gillette, Del Monte, PepsiCo, Mars, Black &amp; Decker, Kraft, Colgate, Pepperidge Farm, Moët &amp; Chandon, and Coca-Cola.</span></p>', 'Satoru', '', 'publish', 'open', 'open', '', 'satoru', '', '', '2018-09-27 20:21:44', '2018-09-27 20:21:44', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3369', 15, 'team', '', 0),
(3370, 2, '2018-09-27 20:21:25', '2018-09-27 20:21:25', '', 'Satoru', '', 'inherit', 'open', 'closed', '', 'satoru', '', '', '2018-09-27 20:21:25', '2018-09-27 20:21:25', '', 3369, 'http://cbx.cappendev.com/app/uploads/2018/09/Satoru.png', 0, 'attachment', 'image/png', 0),
(3371, 2, '2018-09-27 20:21:36', '2018-09-27 20:21:36', '', 'headshots__0054_Satoru', '', 'inherit', 'open', 'closed', '', 'headshots__0054_satoru', '', '', '2018-09-27 20:21:36', '2018-09-27 20:21:36', '', 3369, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0054_Satoru.jpg', 0, 'attachment', 'image/jpeg', 0),
(3372, 2, '2018-09-27 20:21:44', '2018-09-27 20:21:44', '<p class=\"p1\"><span class=\"s1\">As Chief Engagement Officer at CBX, Satoru is responsible for the overall management of business and operations in New York.<span class=\"Apple-converted-space\">  </span>Satoru’s experience in brand consulting spans over 20 years across more than 200 brands.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Satoru was Executive Vice President and General manager of the creative group at Sterling Brands, Group Director at Frankfurt Balkind, and Senior Account Director at Desgrippes Gobé.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Satoru has led strategy, innovation, creative and experience design initiatives for some of the world’s most recognized and beloved brands for accounts that include Gillette, Del Monte, PepsiCo, Mars, Black &amp; Decker, Kraft, Colgate, Pepperidge Farm, Moët &amp; Chandon, and Coca-Cola.</span></p>', 'Satoru', '', 'inherit', 'closed', 'closed', '', '3369-revision-v1', '', '', '2018-09-27 20:21:44', '2018-09-27 20:21:44', '', 3369, 'http://cbx.cappendev.com/3369-revision-v1', 0, 'revision', '', 0),
(3373, 2, '2018-09-27 20:22:55', '2018-09-27 20:22:55', 'As Creative Director at CBX, Scott oversees and drives the creative vision. His leadership promotes a culture of teamwork and dedication that fuels unique, brand-building creative solutions. Scott has played an integral part in the growth and development of the company, from his time in the New York office to his current role in Minneapolis, partnering with clients such as General Mills, Campbell’s, Best Buy, McCormick, Rust-Oleum and ConAgra.\r\n\r\nPrior to joining CBX, Scott was associate creative director at FutureBrand and a senior designer at Hughes Design Group.\r\n\r\nWith approximately 25 years of packaged goods experience, Scott has led numerous brand initiatives across a wide range of consumer categories, including food and beverage, apparel, electronics, pet care, pharmaceutical, and health and beauty.\r\n\r\nHe graduated from the Art Institute of Pittsburgh with a degree in Visual Communications.', 'Scott', '', 'publish', 'open', 'open', '', 'scott', '', '', '2018-09-27 20:22:55', '2018-09-27 20:22:55', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3373', 13, 'team', '', 0),
(3374, 2, '2018-09-27 20:22:37', '2018-09-27 20:22:37', '', 'Scott', '', 'inherit', 'open', 'closed', '', 'scott', '', '', '2018-09-27 20:22:37', '2018-09-27 20:22:37', '', 3373, 'http://cbx.cappendev.com/app/uploads/2018/09/Scott.png', 0, 'attachment', 'image/png', 0),
(3375, 2, '2018-09-27 20:22:45', '2018-09-27 20:22:45', '', 'headshots__0055_Scott', '', 'inherit', 'open', 'closed', '', 'headshots__0055_scott', '', '', '2018-09-27 20:22:45', '2018-09-27 20:22:45', '', 3373, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0055_Scott.jpg', 0, 'attachment', 'image/jpeg', 0),
(3376, 2, '2018-09-27 20:22:55', '2018-09-27 20:22:55', 'As Creative Director at CBX, Scott oversees and drives the creative vision. His leadership promotes a culture of teamwork and dedication that fuels unique, brand-building creative solutions. Scott has played an integral part in the growth and development of the company, from his time in the New York office to his current role in Minneapolis, partnering with clients such as General Mills, Campbell’s, Best Buy, McCormick, Rust-Oleum and ConAgra.\r\n\r\nPrior to joining CBX, Scott was associate creative director at FutureBrand and a senior designer at Hughes Design Group.\r\n\r\nWith approximately 25 years of packaged goods experience, Scott has led numerous brand initiatives across a wide range of consumer categories, including food and beverage, apparel, electronics, pet care, pharmaceutical, and health and beauty.\r\n\r\nHe graduated from the Art Institute of Pittsburgh with a degree in Visual Communications.', 'Scott', '', 'inherit', 'closed', 'closed', '', '3373-revision-v1', '', '', '2018-09-27 20:22:55', '2018-09-27 20:22:55', '', 3373, 'http://cbx.cappendev.com/3373-revision-v1', 0, 'revision', '', 0),
(3377, 2, '2018-09-27 20:24:13', '2018-09-27 20:24:13', 'Shawn has been a designer at CBX for more than 4 years, working on an array of projects including package design, brand design and, every once in awhile, digital design.\r\n\r\nAfter graduating from Iowa State University in the Spring of 2014, Shawn moved to Minneapolis where he joined CBX as a full-time member of their team.\r\n\r\nOutside of the visual art and design realm, Shawn spends much of his time exploring his passion of music, often playing guitar or piano if he isn’t already enjoying a live show at a local venue.', 'Shawn', '', 'publish', 'open', 'open', '', 'shawn', '', '', '2018-09-27 20:24:13', '2018-09-27 20:24:13', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3377', 12, 'team', '', 0),
(3378, 2, '2018-09-27 20:23:55', '2018-09-27 20:23:55', '', 'Shawn', '', 'inherit', 'open', 'closed', '', 'shawn', '', '', '2018-09-27 20:23:55', '2018-09-27 20:23:55', '', 3377, 'http://cbx.cappendev.com/app/uploads/2018/09/Shawn.png', 0, 'attachment', 'image/png', 0),
(3379, 2, '2018-09-27 20:24:03', '2018-09-27 20:24:03', '', 'headshots__0056_Shawn', '', 'inherit', 'open', 'closed', '', 'headshots__0056_shawn', '', '', '2018-09-27 20:24:03', '2018-09-27 20:24:03', '', 3377, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0056_Shawn.jpg', 0, 'attachment', 'image/jpeg', 0),
(3380, 2, '2018-09-27 20:24:13', '2018-09-27 20:24:13', 'Shawn has been a designer at CBX for more than 4 years, working on an array of projects including package design, brand design and, every once in awhile, digital design.\r\n\r\nAfter graduating from Iowa State University in the Spring of 2014, Shawn moved to Minneapolis where he joined CBX as a full-time member of their team.\r\n\r\nOutside of the visual art and design realm, Shawn spends much of his time exploring his passion of music, often playing guitar or piano if he isn’t already enjoying a live show at a local venue.', 'Shawn', '', 'inherit', 'closed', 'closed', '', '3377-revision-v1', '', '', '2018-09-27 20:24:13', '2018-09-27 20:24:13', '', 3377, 'http://cbx.cappendev.com/3377-revision-v1', 0, 'revision', '', 0),
(3381, 2, '2018-09-27 20:25:14', '2018-09-27 20:25:14', '<p class=\"p1\"><span class=\"s1\">As Senior Project Manager for the design of retail environments, Stacie leads teams in the planning, execution and rollout of retail projects at CBX. She is responsible for a variety of projects spanning different sizes and scales.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">At CBX, she has worked hand-in-hand with clients, architects and contractors on stores including Pathmark supermarkets, PKN Orlen’s Stop Café (the national oil company of Poland), and Topaz Energy’s Restore convenience store chain (the largest publicly traded company in Ireland). Recently, Stacie worked both in the U.S. and China with the national oil company of China, Petro China, to develop and open their new concept uSmile convenience store, as well as prepare the prototype for a 10,000-store rollout.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Stacie’s retail experiences have included roles as project lead and project manager for clients such as Dunkin’ Donuts, Quick Chek, Chock Full ‘o Nuts, and 7-Eleven.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Stacie received her B.Arch from the Irwin S. Chanin School of Architecture of The Cooper\r\nUnion. </span></p>', 'Stacie', '', 'publish', 'open', 'open', '', 'stacie-hawes', '', '', '2018-10-01 13:07:26', '2018-10-01 13:07:26', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3381', 11, 'team', '', 0),
(3382, 2, '2018-09-27 20:24:55', '2018-09-27 20:24:55', '', 'Stacie', '', 'inherit', 'open', 'closed', '', 'stacie', '', '', '2018-09-27 20:24:55', '2018-09-27 20:24:55', '', 3381, 'http://cbx.cappendev.com/app/uploads/2018/09/Stacie.png', 0, 'attachment', 'image/png', 0),
(3383, 2, '2018-09-27 20:25:08', '2018-09-27 20:25:08', '', 'headshots__0057_Stacie', '', 'inherit', 'open', 'closed', '', 'headshots__0057_stacie', '', '', '2018-09-27 20:25:08', '2018-09-27 20:25:08', '', 3381, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0057_Stacie.jpg', 0, 'attachment', 'image/jpeg', 0),
(3384, 2, '2018-09-27 20:25:14', '2018-09-27 20:25:14', '<p class=\"p1\"><span class=\"s1\">As Senior Project Manager for the design of retail environments, Stacie leads teams in the planning, execution and rollout of retail projects at CBX. She is responsible for a variety of projects spanning different sizes and scales.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">At CBX, she has worked hand-in-hand with clients, architects and contractors on stores including Pathmark supermarkets, PKN Orlen’s Stop Café (the national oil company of Poland), and Topaz Energy’s Restore convenience store chain (the largest publicly traded company in Ireland). Recently, Stacie worked both in the U.S. and China with the national oil company of China, Petro China, to develop and open their new concept uSmile convenience store, as well as prepare the prototype for a 10,000-store rollout.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Stacie’s retail experiences have included roles as project lead and project manager for clients such as Dunkin’ Donuts, Quick Chek, Chock Full ‘o Nuts, and 7-Eleven.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Stacie received her B.Arch from the Irwin S. Chanin School of Architecture of The Cooper\r\nUnion. </span></p>', 'Stacie Hawes', '', 'inherit', 'closed', 'closed', '', '3381-revision-v1', '', '', '2018-09-27 20:25:14', '2018-09-27 20:25:14', '', 3381, 'http://cbx.cappendev.com/3381-revision-v1', 0, 'revision', '', 0),
(3385, 2, '2018-09-27 20:26:29', '2018-09-27 20:26:29', '<p class=\"p1\"><span class=\"s1\">Stacy joined us from Preston Kelly, where she was VP, Account Director and created brand strategies and campaigns for OfficeMax, Be The Match, Elkay and Mall of America. Prior to that, Stacy was a SVP, Marketing and Product Management at CVS/pharmacy where she was part of an executive leadership team that launched MinuteClinic, a pioneer in the retail healthcare environment. Stacy led the marketing team to grow the retail brand presence from 65 to more than 500 locations in just two years and developed partner marketing programs with Johnson &amp; Johnson, CardioChek, Merck and GlaxoSmithKline.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Stacy’s experience also includes creating brand strategies and marketing campaigns for Anheuser-Busch, Target Corporation, ConAgra (Healthy Choice), Kimberly-Clark, Brown-Forman Beverage Company and General Mills.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">In her free time, Stacy enjoys spending time with her busy family and loves travel as well as any time she can get near a lake, ocean or body of water. </span></p>', 'Stacy', '', 'publish', 'open', 'open', '', 'stacy', '', '', '2018-09-27 20:26:29', '2018-09-27 20:26:29', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3385', 9, 'team', '', 0),
(3387, 2, '2018-09-27 20:26:08', '2018-09-27 20:26:08', '', 'Stacy', '', 'inherit', 'open', 'closed', '', 'stacy', '', '', '2018-09-27 20:26:08', '2018-09-27 20:26:08', '', 3385, 'http://cbx.cappendev.com/app/uploads/2018/09/Stacy.png', 0, 'attachment', 'image/png', 0),
(3388, 2, '2018-09-27 20:26:17', '2018-09-27 20:26:17', '', 'headshots__0058_Stacy', '', 'inherit', 'open', 'closed', '', 'headshots__0058_stacy', '', '', '2018-09-27 20:26:17', '2018-09-27 20:26:17', '', 3385, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0058_Stacy.jpg', 0, 'attachment', 'image/jpeg', 0),
(3389, 2, '2018-09-27 20:26:29', '2018-09-27 20:26:29', '<p class=\"p1\"><span class=\"s1\">Stacy joined us from Preston Kelly, where she was VP, Account Director and created brand strategies and campaigns for OfficeMax, Be The Match, Elkay and Mall of America. Prior to that, Stacy was a SVP, Marketing and Product Management at CVS/pharmacy where she was part of an executive leadership team that launched MinuteClinic, a pioneer in the retail healthcare environment. Stacy led the marketing team to grow the retail brand presence from 65 to more than 500 locations in just two years and developed partner marketing programs with Johnson &amp; Johnson, CardioChek, Merck and GlaxoSmithKline.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Stacy’s experience also includes creating brand strategies and marketing campaigns for Anheuser-Busch, Target Corporation, ConAgra (Healthy Choice), Kimberly-Clark, Brown-Forman Beverage Company and General Mills.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">In her free time, Stacy enjoys spending time with her busy family and loves travel as well as any time she can get near a lake, ocean or body of water. </span></p>', 'Stacy', '', 'inherit', 'closed', 'closed', '', '3385-revision-v1', '', '', '2018-09-27 20:26:29', '2018-09-27 20:26:29', '', 3385, 'http://cbx.cappendev.com/3385-revision-v1', 0, 'revision', '', 0),
(3390, 2, '2018-09-27 20:27:52', '2018-09-27 20:27:52', '<p class=\"p1\"><span class=\"s1\">As an Associate Creative Director for CBX, Steve is responsible for leading and inspiring the creative team. He has played a major role in the design and strategy of brands for ConAgra, Best Buy, and Sears.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Steve was a design director for Baker &amp; Associates, where he was responsible for accounts at General Mills, Nestlé and Caribou Coffee. He also worked as a senior designer for Pat Carney Studios on projects for Target, Harley-Davidson and the Minnesota Twins. </span></p>\r\n<p class=\"p1\"><span class=\"s1\">With more than 15 years of experience in the Minneapolis design community, Steve has been an integral part in leading the redesign of multiple iconic national brands. </span></p>\r\n<p class=\"p1\"><span class=\"s1\">He graduated from Iowa State University, where he earned a BFA in Graphic Design.</span></p>', 'Steve', '', 'publish', 'open', 'open', '', 'steve', '', '', '2018-09-27 20:27:52', '2018-09-27 20:27:52', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3390', 8, 'team', '', 0),
(3391, 2, '2018-09-27 20:27:26', '2018-09-27 20:27:26', '', 'Steve', '', 'inherit', 'open', 'closed', '', 'steve', '', '', '2018-09-27 20:27:26', '2018-09-27 20:27:26', '', 3390, 'http://cbx.cappendev.com/app/uploads/2018/09/Steve.png', 0, 'attachment', 'image/png', 0),
(3392, 2, '2018-09-27 20:27:40', '2018-09-27 20:27:40', '', 'headshots__0059_Steve', '', 'inherit', 'open', 'closed', '', 'headshots__0059_steve', '', '', '2018-09-27 20:27:40', '2018-09-27 20:27:40', '', 3390, 'http://cbx.cappendev.com/app/uploads/2018/09/headshots__0059_Steve.jpg', 0, 'attachment', 'image/jpeg', 0);
INSERT INTO `wp_posts` (`ID`, `post_author`, `post_date`, `post_date_gmt`, `post_content`, `post_title`, `post_excerpt`, `post_status`, `comment_status`, `ping_status`, `post_password`, `post_name`, `to_ping`, `pinged`, `post_modified`, `post_modified_gmt`, `post_content_filtered`, `post_parent`, `guid`, `menu_order`, `post_type`, `post_mime_type`, `comment_count`) VALUES
(3393, 2, '2018-09-27 20:27:52', '2018-09-27 20:27:52', '<p class=\"p1\"><span class=\"s1\">As an Associate Creative Director for CBX, Steve is responsible for leading and inspiring the creative team. He has played a major role in the design and strategy of brands for ConAgra, Best Buy, and Sears.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Prior to joining CBX, Steve was a design director for Baker &amp; Associates, where he was responsible for accounts at General Mills, Nestlé and Caribou Coffee. He also worked as a senior designer for Pat Carney Studios on projects for Target, Harley-Davidson and the Minnesota Twins. </span></p>\r\n<p class=\"p1\"><span class=\"s1\">With more than 15 years of experience in the Minneapolis design community, Steve has been an integral part in leading the redesign of multiple iconic national brands. </span></p>\r\n<p class=\"p1\"><span class=\"s1\">He graduated from Iowa State University, where he earned a BFA in Graphic Design.</span></p>', 'Steve', '', 'inherit', 'closed', 'closed', '', '3390-revision-v1', '', '', '2018-09-27 20:27:52', '2018-09-27 20:27:52', '', 3390, 'http://cbx.cappendev.com/3390-revision-v1', 0, 'revision', '', 0),
(3394, 2, '2018-09-27 20:28:47', '2018-09-27 20:28:47', '<p class=\"p1\"><span class=\"s1\">Tanya comes to CBX with over 5 years of branding experience after graduating from Lamar University in Beaumont, TX. Career highlights include brand development for food and beverage clients such as McDonald’s, Coke and Dr. Pepper, in addition to sport and entertainment brands, such as Barclay’s Center and Madison Square Garden.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Her expertise lies in project management and building client relationships. She is passionate about executing strategic brand and packaging design projects. Her attention to detail ensures each endeavor results in strong brand presence and consumer engagement.</span></p>', 'Tanya', '', 'publish', 'open', 'open', '', 'tanya', '', '', '2018-09-27 20:28:47', '2018-09-27 20:28:47', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3394', 7, 'team', '', 0),
(3395, 2, '2018-09-27 20:28:26', '2018-09-27 20:28:26', '', 'Tanya', '', 'inherit', 'open', 'closed', '', 'tanya', '', '', '2018-09-27 20:28:26', '2018-09-27 20:28:26', '', 3394, 'http://cbx.cappendev.com/app/uploads/2018/09/Tanya.png', 0, 'attachment', 'image/png', 0),
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(3397, 2, '2018-09-27 20:28:47', '2018-09-27 20:28:47', '<p class=\"p1\"><span class=\"s1\">Tanya comes to CBX with over 5 years of branding experience after graduating from Lamar University in Beaumont, TX. Career highlights include brand development for food and beverage clients such as McDonald’s, Coke and Dr. Pepper, in addition to sport and entertainment brands, such as Barclay’s Center and Madison Square Garden.</span></p>\r\n<p class=\"p1\"><span class=\"s1\">Her expertise lies in project management and building client relationships. She is passionate about executing strategic brand and packaging design projects. Her attention to detail ensures each endeavor results in strong brand presence and consumer engagement.</span></p>', 'Tanya', '', 'inherit', 'closed', 'closed', '', '3394-revision-v1', '', '', '2018-09-27 20:28:47', '2018-09-27 20:28:47', '', 3394, 'http://cbx.cappendev.com/3394-revision-v1', 0, 'revision', '', 0),
(3398, 2, '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 'Tim', '', 'publish', 'open', 'open', '', 'tim', '', '', '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 0, 'http://cbx.cappendev.com/?post_type=team&#038;p=3398', 6, 'team', '', 0),
(3399, 1, '2018-09-27 20:29:09', '2018-09-27 20:29:09', '<strong>Weed Rules, Collagen Is Hot, and Organic Goes Digital</strong>\r\nI love attending Expos. I bounce off the energy created by the thousands of attendees walking the floors and the hordes of vendors that fill the Convention Center. I love engaging with the diverse array of brands; from natural and organic foods to health and beauty products; from the big power house brands to the small startups. There is so much activity – you feel the genuine passion of those who tell you their stories and what inspired them to create their brand. You’re exposed to great design and an entrepreneurial spirit that’s contagious. You meet a never-ending stream of amazing, culturally diverse people from the time you enter to the time you leave. Expos are a place where you can kick off your day with an organic, fair-trade coffee (complete with an uplifting brand backstory), let your taste buds roam wild, learn about the latest food and technology trends, and if you’re feeling extra adventurous, start your next morning with a work out class at 7.30am (promise I’ll make it next year!) All this under one roof!\r\n\r\nYes, Expos are awesome. And for those with an open mind and a willingness to listen and learn, they can be an incredibly uplifting and positive experience.\r\n\r\n<strong>Here are some takeaways from this year’s Expo East…</strong>\r\n\r\n<strong>Growing Like A Weed</strong>\r\nMost notable movement for me is the rise of Hemp based products both in food and beauty (CBD oil also very prominent in beauty). Hemp based products are very high… in protein and Omega 3 and 6 (at least this is the message being pushed). Brands are definitely seeking ways to better educate both customers and retailers on the health benefits Hemp provides. There is certainly an opportunity in this space for the existing brand leaders to continue educating as well as exploring new ways to better communicate all the health benefits through more engaging branding and messaging. The Hemp movement is here to stay and will only keep growing.\r\n\r\n<img class=\"alignnone size-full wp-image-1501\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/11.jpg\" alt=\"\" width=\"480\" height=\"640\" />\r\n<strong>Plants. It’s What’s For Dinner.</strong>\r\nThis leads nicely into the continuous growth of plant-based products. There were more brands this year than last promoting the benefits of plant based ingredients across food and beauty with lots of product innovation including plant based pizzas and burritos to drinks and healthcare/beauty products.\r\n\r\n<strong>Get A Collagen Education</strong>\r\nStaying with the healthy movement. Collagen is another hot ingredient becoming more prominent in the supplements sector. Brands including ZINT, VP and Nordic Naturals were all promoting the benefits of Collagen for your body’s joints, skin care, hair care and nails. Apparently it will help you ‘glow’ and also better your skins moisture within 6 weeks (by up to 11% - I’m sold!). I was well educated by some of these brands on the benefits of Collagen and have enough samples to test the 6 weeks challenge for myself! Certainly an interesting movement and one that follows the overall health and wellness trend, which is driving so much brand innovation across all sectors.\r\n\r\n<strong>Brands Taking Stands</strong>\r\nOn a very positive note, I met three brands (Cure, This Bar Saves Lives, The Soulfull Project) promoting ‘buy our product and we’ll donate one to a food bank or a person in need’. This giving back to the community is certainly one way of making your brand stand out from the rest and is making a truly positive impact in the world. Very encouraging to see and great that these brands are leveraging Expo East for exposure and support. You have my full support and will turn to these brands for my snacking needs :)\r\n\r\n<img class=\"alignnone size-full wp-image-1502\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/3432.jpg\" alt=\"\" width=\"650\" height=\"488\" />\r\n<strong>Organic Goes Digital</strong>\r\nOrganic Valley once again delivered, in my opinion, the best booth of the Expo. Last year they had a VR experience where customers experienced a virtual tour of a farm. This year you could Facetime a Farmer. Genius! Great how Organic Valley have married their authentic and organic brand image with smart and modern technology. They are delivering on their brand promise of bringing customers closer to their farmers and the farming process both in an educational and fun way.\r\n\r\n<img class=\"alignnone size-full wp-image-1503\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/1_cRQZJyi1eW5Dksnf1Kxaw.jpg\" alt=\"\" width=\"650\" height=\"488\" />\r\n<strong>…To A Tea</strong>\r\nFinally, being a Brit – I have to make some small observations about the Tea industry considering this is our national drink of choice. One of my favorite brands I met was a tiny tea brand from Korea – IDO-TEA. Their small booth was highly educational with their ingredients on display to touch and smell. They visualized their brand story and tea fermentation process at their booth and recently got approved to distribute via Amazon, which is awesome news for them. And their teas tasted great!\r\n\r\n<img class=\"alignnone size-full wp-image-1504\" src=\"http://cbx.cappendev.com/app/uploads/2018/09/32.jpg\" alt=\"\" width=\"650\" height=\"867\" />\r\nIn other Tea news - cold brew Nitro Tea is making moves to compete with the cold brew Nitro Coffee trend. Harney &amp; Sons have launched a Nitro Tea in a can – hot cinnamon spiced (served cold). It tasted absolutely delicious! The core benefits being less caffeine and more refreshing than cold brew coffee. Will be interesting to watch this movement - not sure how popular it will be in the US.\r\n\r\n<strong>Thank you to all those that made this year’s event another great show and for all the hard work it takes to make these show happen. Hope to see many of you at Expo West in March!</strong>', 'CBX Explores Expo East', '', 'inherit', 'closed', 'closed', '', '1133-revision-v1', '', '', '2018-09-27 20:29:09', '2018-09-27 20:29:09', '', 1133, 'http://cbx.cappendev.com/1133-revision-v1', 0, 'revision', '', 0),
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(3402, 2, '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 'Tim', '', 'inherit', 'closed', 'closed', '', '3398-revision-v1', '', '', '2018-09-27 20:29:34', '2018-09-27 20:29:34', '', 3398, 'http://cbx.cappendev.com/3398-revision-v1', 0, 'revision', '', 0),
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(3404, 2, '2018-09-27 20:30:24', '2018-09-27 20:30:24', '', 'Tina', '', 'inherit', 'open', 'closed', '', 'tina', '', '', '2018-09-27 20:30:24', '2018-09-27 20:30:24', '', 3403, 'http://cbx.cappendev.com/app/uploads/2018/09/Tina.png', 0, 'attachment', 'image/png', 0),
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(3406, 2, '2018-09-27 20:30:44', '2018-09-27 20:30:44', '', 'Tina', '', 'inherit', 'closed', 'closed', '', '3403-revision-v1', '', '', '2018-09-27 20:30:44', '2018-09-27 20:30:44', '', 3403, 'http://cbx.cappendev.com/3403-revision-v1', 0, 'revision', '', 0),
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(3410, 2, '2018-09-27 20:31:37', '2018-09-27 20:31:37', '', 'Val', '', 'inherit', 'closed', 'closed', '', '3407-revision-v1', '', '', '2018-09-27 20:31:37', '2018-09-27 20:31:37', '', 3407, 'http://cbx.cappendev.com/3407-revision-v1', 0, 'revision', '', 0),
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(3413, 2, '2018-09-27 20:33:32', '2018-09-27 20:33:32', '', 'Zhariff', '', 'inherit', 'closed', 'closed', '', '1478-revision-v1', '', '', '2018-09-27 20:33:32', '2018-09-27 20:33:32', '', 1478, 'http://cbx.cappendev.com/1478-revision-v1', 0, 'revision', '', 0),
(3414, 2, '2018-09-27 20:40:08', '2018-09-27 20:40:08', '<strong>How Apple escaped from the doldrums of Sears to create the coolest retail space on planet Earth.</strong>\r\n\r\nVirginia’s Tysons Corner Center, opened in 1968, was one of the country’s first shopping malls. But on May 19, 2001, it would notch another first. The line began forming in the predawn hours, as many as 500 people assembling in the darkness. After that number doubled, security guards stood by to keep the crowds from violating the maximum-occupancy laws. In time, the line stretched through the mall itself, doubling back like a serpent and pouring right out onto the sidewalk. “I have lived in this area for 17 years,” said one man. “I’ve never seen anything like this.”\r\n\r\nIndeed, nobody had. “This” was the opening of an Apple Store—the very first one.<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\"><img class=\"alignnone size-full wp-image-11246 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/storeandjobs-750x555.png\" alt=\"\" width=\"750\" height=\"555\" /></a>\r\n<em>Opened in May of 2001, the first Apple store (top) was the culmination of the vision of Steve Jobs (inset), who’d tapped a number of retail gurus to help plan a signature space that would free Apple from its longstanding problems at the retail level.</em>\r\n\r\nSeventeen years later, it’s hard to imagine the retail world without these gleaming minimalist boxes of blond wood, brushed steel and astounding revenue. There are now more than 500 Apple Stores in 24 countries—272 of them stateside—and the concept continues to grow and evolve. Apple raised the curtain on its latest prototype in San Francisco in 2016; it’s busy converting the historic Tower Theater in downtown Los Angeles to house another store; and so far this year, it’s opened new retail locations in Austria, Mexico, Japan and Macau, to name just a few.\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\"><img class=\"alignnone size-full wp-image-11249\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/performa-sears-500x522-2.jpg\" alt=\"\" width=\"500\" height=\"522\" /></a></p>\r\n<p style=\"text-align: center;\"><em>Prior to 2001, the brand sold its goods in mass retailers like Sears, where the environments hardly conveyed the brand’s personality. </em></p>\r\nWith at least one Apple Store in every major city, it’s easy to overlook just how radical a development the stores were—and continue to be. At a time when brick-and-mortar retailers are shuttering thousands of stores, Apple locations reportedly draw 1 million customers each day and boast the highest per-square-foot sales of any concept.\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\"><img class=\"alignnone size-full wp-image-11252\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/gettyimages-97079465-750x295.jpg\" alt=\"\" width=\"750\" height=\"295\" /></a><em>Among the new innovations was the Genius Bar, which offered support after the purchase—a novel idea.</em></p>\r\nThe logical question: how? There are many reasons, but the essential truth of the Apple Store is that it isn’t (nor was ever intended to be) merely a store. As Michael Ventura, CEO and founder of design firm Sub Rosa, observes: “These aren’t retail channels as much as they are brand beacons—places where Apple fans, customers and potential new clientele can come to be immersed in the brand.”\r\n\r\nApple Stores were borne of necessity. For the first half of its existence, Apple sold its wares through the likes of OfficeMax, Circuit City and Sears. But the company hemorrhaged money throughout the 1990s, and one of Steve Jobs’ first tasks on his return as CEO in July 1997 was reporting a $161 million quarterly loss. With help from Gap’s Mickey Drexler (lured to Apple’s board) and merchandising visionary Ron Johnson (hired away from Target), Jobs concluded that Apple products were never going to sell well inside big-box retail stores, where sales staff were undertrained and customers were naturally drawn to cheap PC clones selling one shelf over. The solution was to create its own stores where, he later said, “customers can … learn and experience the things they can actually do with a computer.”\r\n<p style=\"text-align: center;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\"><img class=\"alignnone size-full wp-image-11253\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/08/interiorshots-750x965.png\" alt=\"\" width=\"750\" height=\"965\" /></a><em>What makes the Apple Store such a singluar experience? Christina Papale, svp of strategy and director of innovation for CBX, ventures that the stores function as a kind of retail correlate of a church. “It’s a house of worship for the religion of Apple,” she said. “They’re supplying spiritual access to Apple, and they do it in a way that’s akin to great religious brands.” The soaring interior spaces, filled with light and air, are cathedral-like in themselves. The rows of wooden tables function as pews where, instead of praying, visitors interact with Apple products. The central feature of many stores is the run of plate-glass steps. “It’s like a stairway to heaven,” Papale explained. “It’s not on this plane of being. If you can access that spiritually, it becomes a purchase.” </em></p>\r\nTo craft its stores, Apple has worked with a variety of design firms—Gensler, Eight Inc., Foster + Partners, Bohlin Cywinski Jackson—and yet all make use of clean, unobtrusive elements like glass, stone and maple, and all lavish square footage on light and air. But according to Clark Goolsby, CCO of Chase Design Group, the beauty of the store’s design isn’t the aesthetic as such, but the interface it creates. “The store is designed to stay out of the way of the user experience and facilitate interaction with the products,” he says. “This environment is successful because it supports the promise of personal expression.”\r\n\r\nYou can almost see Steve Jobs smiling at that.\r\n\r\nOriginally published by <a href=\"https://www.adweek.com/brand-marketing/how-apple-escaped-sears-downward-spiral-to-create-the-coolest-space-in-retail/\">Adweek</a>', 'The Church of the Apple Store', '', 'inherit', 'closed', 'closed', '', '2310-revision-v1', '', '', '2018-09-27 20:40:08', '2018-09-27 20:40:08', '', 2310, 'http://cbx.cappendev.com/2310-revision-v1', 0, 'revision', '', 0),
(3415, 2, '2018-09-27 20:42:12', '2018-09-27 20:42:12', '', 'Factory Floor 2', '', 'inherit', 'open', 'closed', '', 'factory-floor-2', '', '', '2018-09-27 20:42:12', '2018-09-27 20:42:12', '', 1131, 'http://cbx.cappendev.com/app/uploads/2018/09/Factory-Floor-2-2.jpg', 0, 'attachment', 'image/jpeg', 0),
(3416, 2, '2018-09-27 20:42:51', '2018-09-27 20:42:51', 'Authenticity is the latest and annoyingly overused marketing buzzword — it’s slowly grating my will to live. Every brand claims to be authentic. It’s a word that has been prominently featured in nearly every client brief that’s crossed my desk in the last three years.\r\n<a href=\"https://www.forbes.com/sites/jefffromm/2017/01/31/how-unilever-is-winning-with-millennials-and-gen-z/#59e33cbf52fd\" target=\"_blank\" rel=\"noopener\">In a 2017 Forbes article titled “How Unilever Is Winning With Millennials And Gen Z”,</a> Rob Candelino, VP and general manager of Unilever Hair Care, U.S. credits their success to “[engaging with their consumers] in genuine, honest and authentic ways.” When talking about Budweiser’s America stunt where Budweiser brazenly swapped its name for “America” on its cans and bottles, the brand issued a press release stating the purpose behind the campaign was to “celebrate America and Budweiser’s shared values of freedom and authenticity”.\r\n\r\nI get it, the world is yearning for it. We’re drawn like moths to a flame for people or brands that are genuine, real, raw. We celebrate their bravery and their “don’t give a fuck what you think about me” ballsy-ness. Think Anthony Bourdain. Think Beyonce. Think Donald Trump…\r\n\r\nBrands are recognizing this and being rewarded for it. Cue the slew of client briefs where every single brand manager has the same brilliant idea where “authentic” is a brand personality or an essential part of the brand foundation — the most hollow marketing word in existence that literally means nothing.\r\n\r\nTo be authentic is to be true to who you are. However, you can’t be true to who you are if you don’t have a strong sense of who you are in the first place.\r\n\r\nThe goal of branding is to identify a brand’s true and compelling essence and broadcast that to the world in an aspirational and relevant manner. By achieving this you are paying homage to your brand’s authenticity. Penciling in the word “authentic” in your brand foundations/key/star/personality/etc. is not the same thing. Saying your brand is authentic without first defining the undisputed qualities of your brand is the equivalent of being true to a blank piece of paper.\r\n\r\nYes, please act authentically. Yes, please champion authenticity. But please recognize and respect the commitment it takes to get there. If you start with a deep understanding of the true nature of your brand, you might just figure out how to embrace authenticity without ever having to describe your brand as being “authentic.”', 'Authenticity: Marketing’s Biggest Phony', '', 'inherit', 'closed', 'closed', '', '1131-revision-v1', '', '', '2018-09-27 20:42:51', '2018-09-27 20:42:51', '', 1131, 'http://cbx.cappendev.com/1131-revision-v1', 0, 'revision', '', 0),
(3417, 2, '2018-09-27 20:46:23', '2018-09-27 20:46:23', 'Authenticity is the latest and annoyingly overused marketing buzzword — it’s slowly grating my will to live. Every brand claims to be authentic. It’s a word that has been prominently featured in nearly every client brief that’s crossed my desk in the last three years.\n\n<a href=\"https://www.forbes.com/sites/jefffromm/2017/01/31/how-unilever-is-winning-with-millennials-and-gen-z/#59e33cbf52fd\" target=\"_blank\" rel=\"noopener\">In a 2017 Forbes article titled “How Unilever Is Winning With Millennials And Gen Z”,</a> Rob Candelino, VP and general manager of Unilever Hair Care, U.S. credits their success to “[engaging with their consumers] in genuine, honest and authentic ways.” When talking about Budweiser’s America stunt where Budweiser brazenly swapped its name for “America” on its cans and bottles, the brand issued a press release stating the purpose behind the campaign was to “celebrate America and Budweiser’s shared values of freedom and authenticity”.\n\nI get it, the world is yearning for it. We’re drawn like moths to a flame for people or brands that are genuine, real, raw. We celebrate their bravery and their “don’t give a fuck what you think about me” ballsy-ness. Think Anthony Bourdain. Think Beyonce. Think Donald Trump…\n\nBrands are recognizing this and being rewarded for it. Cue the slew of client briefs where every single brand manager has the same brilliant idea where “authentic” is a brand personality or an essential part of the brand foundation — the most hollow marketing word in existence that literally means nothing.\n\nTo be authentic is to be true to who you are. However, you can’t be true to who you are if you don’t have a strong sense of who you are in the first place.\n\nThe goal of branding is to identify a brand’s true and compelling essence and broadcast that to the world in an aspirational and relevant manner. By achieving this you are paying homage to your brand’s authenticity. Penciling in the word “authentic” in your brand foundations/key/star/personality/etc. is not the same thing. Saying your brand is authentic without first defining the undisputed qualities of your brand is the equivalent of being true to a blank piece of paper.\n\nYes, please act authentically. Yes, please champion authenticity. But please recognize and respect the commitment it takes to get there. If you start with a deep understanding of the true nature of your brand, you might just figure out how to embrace authenticity without ever having to describe your brand as being “authentic.”', 'Authenticity: Marketing’s Biggest Phony', '', 'inherit', 'closed', 'closed', '', '1131-autosave-v1', '', '', '2018-09-27 20:46:23', '2018-09-27 20:46:23', '', 1131, 'http://cbx.cappendev.com/1131-autosave-v1', 0, 'revision', '', 0),
(3418, 2, '2018-09-27 20:47:12', '2018-09-27 20:47:12', 'Authenticity is the latest and annoyingly overused marketing buzzword — it’s slowly grating my will to live. Every brand claims to be authentic. It’s a word that has been prominently featured in nearly every client brief that’s crossed my desk in the last three years.\r\n\r\nIn a 2017 Forbes article titled “How Unilever Is Winning With Millennials And Gen Z”, Rob Candelino, VP and general manager of Unilever Hair Care, U.S. credits their success to “[engaging with their consumers] in genuine, honest and authentic ways.” When talking about Budweiser’s America stunt where Budweiser brazenly swapped its name for “America” on its cans and bottles, the brand issued a press release stating the purpose behind the campaign was to “celebrate America and Budweiser’s shared values of freedom and authenticity”.\r\n\r\nI get it, the world is yearning for it. We’re drawn like moths to a flame for people or brands that are genuine, real, raw. We celebrate their bravery and their “don’t give a fuck what you think about me” ballsy-ness. Think Anthony Bourdain. Think Beyonce. Think Donald Trump…\r\n\r\nBrands are recognizing this and being rewarded for it. Cue the slew of client briefs where every single brand manager has the same brilliant idea where “authentic” is a brand personality or an essential part of the brand foundation — the most hollow marketing word in existence that literally means nothing.\r\n\r\nTo be authentic is to be true to who you are. However, you can’t be true to who you are if you don’t have a strong sense of who you are in the first place.\r\n\r\nThe goal of branding is to identify a brand’s true and compelling essence and broadcast that to the world in an aspirational and relevant manner. By achieving this you are paying homage to your brand’s authenticity. Penciling in the word “authentic” in your brand foundations/key/star/personality/etc. is not the same thing. Saying your brand is authentic without first defining the undisputed qualities of your brand is the equivalent of being true to a blank piece of paper.\r\n\r\nYes, please act authentically. Yes, please champion authenticity. But please recognize and respect the commitment it takes to get there. If you start with a deep understanding of the true nature of your brand, you might just figure out how to embrace authenticity without ever having to describe your brand as being “authentic.”', 'Authenticity: Marketing’s Biggest Phony', '', 'inherit', 'closed', 'closed', '', '1131-revision-v1', '', '', '2018-09-27 20:47:12', '2018-09-27 20:47:12', '', 1131, 'http://cbx.cappendev.com/1131-revision-v1', 0, 'revision', '', 0),
(3420, 2, '2018-09-27 20:59:14', '2018-09-27 20:59:14', '', 'FB_Heathers.001', '', 'inherit', 'open', 'closed', '', 'fb_heathers-001', '', '', '2018-09-27 20:59:14', '2018-09-27 20:59:14', '', 1130, 'http://cbx.cappendev.com/app/uploads/2018/08/FB_Heathers.001.jpeg', 0, 'attachment', 'image/jpeg', 0),
(3421, 2, '2018-09-27 20:59:45', '2018-09-27 20:59:45', '<em><strong>“All we want is to be treated like human beings, not to be experimented on like guinea pigs or patronized like bunny rabbits.” - Veronica Sawyer, Heathers</strong></em>\r\nThirty years ago, when Mark Zuckerberg was just another 4-year-old in Gymborees, the now cult classic movie, “Heathers,” hit the theaters. In it, a clique of quintessential mean girls, each named Heather, outwardly present themselves as the embodiment of well-intentioned social graces, while behind the scenes they fine-tune their expertise in the dark arts of social manipulation.\r\n\r\nToday Mark is one of the richest, most successful tech-entrepreneurs in the history of the world. And the company he created, Facebook, is a full-on Heather – treating the world as its very own Westerburg High.\r\n\r\nOver the past decade or so, we’ve seen Facebook go from being the cute and innocent new kid on the block, to the wunderkind for savvy marketers looking to connect with the young and educated, to the most dominant company in the world when looking to target…anyone.\r\n\r\nNow every brand out there wants Facebook as a friend or a fuck. They’re worshiped at Westerburg…. and they’re only a junior.\r\n\r\nBut their meteoric rise has come with some galactic-size problems. Journalists and industry insiders have been highly critical of The Social Network for some time now (see Kara Swisher, Jaron Lenier, Nikhil Sonnad).\r\n\r\nThoughts on the root cause of their troubles are many: a bad business model that’s predicated on manipulation, a naïve bro-culture drunk on their own Kool-Aid, the sheer unwieldy size of the global Facebook community (2B+ members). All these factors are undeniably key contributors to the hot mess the company has on its hands today. But I’ll offer up one more:\r\n\r\nFacebook is not a brand. And for those responsible for building brands, this should cause concern.\r\n\r\nUm, Did you have a brain tumor for breakfast? Interbrand listed Facebook as the 8th most valuable brand in the world (Lick it up, Disney. #14) And Zuck wrote a 6,000 word essay to introduce their wonderfully noble and ambitious purpose “to give people the power to build community and bring the world closer together” (which no doubt is memorialized in a super slick brand book, so there ya go).\r\n\r\nFacebook does, indeed, have the pieces in place to give it the appearance of being a brand. But it only exhibits the shape of the thing – in reality, it’s pure imitation. This is because, at its very core, Facebook is an algorithm. And the painful irony is that while the algorithm we call Facebook is highly effective at behavior modification and human surveillance, it has no more sense of what it means to be human than a slot machine or a satellite dish.\r\n\r\nSo, what’s your damage?\r\n\r\nFor starters, Facebook has never been willing to define exactly what it is. Insiders have described it as a social network, a social platform, an online community, even a utility. Many outsiders claim Facebook is a media company, pointing to content distribution and its ad model as evidence of its truest nature. But it’s this pattern of an unwillingness to commit to any clear definition that is most telling. The only true commitment the company has shown is to growth itself, which is a perfectly fine direction for an algorithm. But it’s deadly for a brand. Without a clear sense of self and the guardrails to keep you centered, you’re not a brand - you’re an opportunist.\r\n\r\nFacebook’s undefined “what” has led to questionable “hows.” In his new book, “10 Arguments Why You Should Delete Your Social Media Accounts Now”, Jaron Lanier, refers to products like Facebook as B.U.M.M.E.R. Machines - Behaviors of Users Modified, and Made into an Empire for Rent. Doesn’t have quite the pep of “bringing the world closer together,” does it? But it’s a much more accurate description of their model. Growth in users and time spent on Facebook is paramount. More people and more time spent means more data and more value to marketers and politicians seeking to connect with their target audience.\r\n\r\nSo how do they maximize engagement? By “exploiting vulnerability in human psychology” to make it more addictive, according to Facebook’s founding president, Sean Parker. Features such as the “like” button give you the high and positive feedback loop that makes you want to come back for more.\r\n\r\nBut even more addictive than hits of positivity are hits of rage. As J.D., the teenage anarchist in “Heathers,” points out, “The extreme always seems to make an impression.” Facebook’s algorithm is designed to continually adapt user feeds in ways that maximize engagement. And as humans, we tend to feel a greater sense of urgency to express our disgust than our gratitude. Therefore, bad behavior is often rewarded more than good. Given that, it’s no wonder the platform has been weaponized by bad actors like Alex Jones of Infowars and hostile foreign powers like Russia’s GRU. Facebook was designed for them.\r\n\r\nThe net effect has been clear. Studies show time and again that Facebook makes us feel bad. It’s become a genuine threat to liberal democracies around the world. And it has even been used as tool to distribute disinformation and hate speech that fueled mass chaos and murder in Myanmar. But hey, that’s life at Westerburg, amirite?\r\n\r\nTo be fair, Facebook has of late acknowledged the mistakes it has made and has taken some steps to address them. Alex Jones is no longer on the platform. They have invested in identifying and removing fake accounts and limiting the misinformation. But this has only come as a result of investigative journalists exposing, time and again, the glaring lack of responsibility and accountability (not to mention self-awareness) that we would ordinarily expect of a trusted brand.\r\n\r\nIn order to be a brand you not only have to state what you’re for, you have to take a stand on the things that you’re against. You have to have the courage of your convictions – especially when it’s most difficult. Patagonia’s CEO, Rose Marcario, in a recent Recode Decode interview stated, “You can’t call Facebook a community, and then say I’m the leader of this company but I have no responsibility to what happens in the community. You know?”\r\n\r\nBut I guess you can, if you’re not really a brand.\r\n\r\nWhich brings us back to their shiny new purpose: “To give people the power to build community and bring the world closer together.” It has the sound of a noble ambition but substance of a lab experiment. Giving people the power to build community is not the same as actually building community – it’s not the same as defining what community should be and taking responsibility for its impact.\r\n\r\nDoes Facebook care about the type of communities being built? If they are true or false? Benign or malignant? Peaceful or violent? Is giving the power to build white supremacist communities on par with giving the power to build knitting communities? Shouldn’t the quality of communities matter more than the sheer volume?\r\n\r\nSimilarly, progress made in bringing the world closer together doesn’t automatically need to be measured in volume and scale. It could, and rightly should, be measured in the quality of connections and the positive impact made as a result of those connections. By these standards, Facebook is a complete disaster.\r\n\r\nAnd that’s because Facebook’s code is not derived from a universal human need for community, but rather from engineers tasked with trying to own every human connection in the world – a goal that is as hollow as it is destructive.\r\n\r\nSo now ask yourself: How tight should your brand be with this Heather? When another disaster hits – and it surely will – how long before the community at Westerburg not only looks to take down the Heathers, but their enablers as well?', 'Facebook Me Gently With A Chainsaw', '', 'inherit', 'closed', 'closed', '', '1130-revision-v1', '', '', '2018-09-27 20:59:45', '2018-09-27 20:59:45', '', 1130, 'http://cbx.cappendev.com/1130-revision-v1', 0, 'revision', '', 0),
(3422, 2, '2018-09-27 21:04:07', '2018-09-27 21:04:07', '', 'NSide2016_Innovation_june8th2016_Dylan-Johnson-26', '', 'inherit', 'open', 'closed', '', 'nside2016_innovation_june8th2016_dylan-johnson-26', '', '', '2018-09-27 21:04:07', '2018-09-27 21:04:07', '', 1127, 'http://cbx.cappendev.com/app/uploads/2018/06/NSide2016_Innovation_june8th2016_Dylan-Johnson-26.jpg', 0, 'attachment', 'image/jpeg', 0),
(3423, 2, '2018-09-27 21:04:16', '2018-09-27 21:04:16', 'Last week, we immersed ourselves into the Northside Festival: a convergence of music, business, and art, that showcases the most creative minds and talent of the global innovation community. Through a series of keynotes and panel talks, the “best and brightest” congregated in North Brooklyn to share their latest insights on emerging tech, media innovations, creative design, and the culture changes emerging in our digital world.\r\nWith a constant aptitude to learn about industry trends and “the next big thing,” we spent the week carefully listening to the highly-credible speakers discuss their wisdom and future industry predictions at unique venues across Williamsburg and Greenpoint.\r\n\r\nIn true Brooklyn fashion we grabbed our 7-dollar locally-roasted coffee, popped open our tiny Macbook Airs, adjusted our Warby Parkers (ok, that one’s an exaggeration), and got to note-taking. Here are some of the trends and topics discussed:\r\n\r\n<strong>Brand Reputation</strong>\r\n<ul>\r\n 	<li>Brands are becoming patrons of culture rather than just facilitators</li>\r\n 	<li>Trust is the new currency: The New York Times has recently focused on labeling their articles more clearly to better distinguish news versus opinion pieces, resulting in better clarity for readers to help de-clutter the confusion on #fakenews.</li>\r\n 	<li>Brand loyalty can be created through proper dialogue</li>\r\n 	<li>Brands must be able to tell their story and provide meaningful connections to consumers through ad campaigns. And with dynamic formats on the rise, there is more opportunity than ever to be creative</li>\r\n 	<li>Refinery29, Inc. lives by their brand values they call the “4 I’s”: imagination, individuality, inclusivity and impact. They bring them to life through all the choices they make and what they do</li>\r\n 	<li>With the rise of social media, brands are starting to act like people, and people are starting to act like brands</li>\r\n 	<li>Brands should provide their audience with three pieces of their product to gain and sustain attention:\r\n<ul>\r\n 	<li>Media (because humans love great stories)</li>\r\n 	<li>Experience (because we enjoy coming together to tell/hear them)</li>\r\n 	<li>Artifact (to remind of, own, and share a piece of the experience)</li>\r\n</ul>\r\n</li>\r\n</ul>\r\n<strong>Sustainability as a Message:</strong>\r\n<ul>\r\n 	<li>Every individual has a role to play within their company’s sustainability efforts. We can all make personal changes and also encourage our employers to do better and make little changes that can have big impact over time.</li>\r\n 	<li>Plastic is in everything including sea salt and our water. A recent sampling of 21 different salt brands resulted in all samples showing traces of plastic.</li>\r\n 	<li>You can start to reduce plastic by eliminating straw-usage</li>\r\n 	<li>Fear based marketing doesn’t work. Environmental change should be about providing alternative solutions, like providing reusable straws and charging for plastic bags</li>\r\n 	<li>To market sustainability your message should be about how to make people feel good versus making them feel guilty</li>\r\n 	<li>Making a sustainability plan:\r\n<ul>\r\n 	<li>Start with small, achievable steps</li>\r\n 	<li>Give an incentive to people to choose the more-sustainable option</li>\r\n 	<li>Make sustainability desirable by giving it a social cache</li>\r\n</ul>\r\n</li>\r\n</ul>\r\n<strong>Creativity</strong>\r\n<ul>\r\n 	<li>Encourage design thinking across your organization. Formulate a process and provide a platform internally to encourage ideation and creative thinking.</li>\r\n 	<li>Embrace the uncomfortable as part of your creative process</li>\r\n 	<li>Create the conditions for creativity - promote laughter and fun as part of the creative process</li>\r\n 	<li>Courageous creativity is contagious</li>\r\n 	<li>Design drives revenue and growth. Start within and encourage creativity as part of your cultural DNA.</li>\r\n</ul>\r\n<strong>Health Care at the Office</strong>\r\n<ul>\r\n 	<li>Consumers are taking the initiative to take more control</li>\r\n 	<li>Massive companies are starting their own health and wellness systems and clinics (i.e. Disney, Comcast, Google, Amazon)</li>\r\n 	<li>Your wellness component should be more thought out and purposeful than something like “kombucha on tap.” For example, Google recently launched an initiative that pays for fertility treatments.</li>\r\n 	<li>The future of healthcare will be much more proactive, preventive, holistic and data driven</li>\r\n 	<li>Medical conditions like high cholesterol don’t happen overnight and preventative measures should be taken. Treatment shouldn’t be administered as an emergency with high impact drugs; it should treat as a gradual lifestyle shift to get back to normal levels</li>\r\n 	<li>Traditional health care doesn’t see mental and physical health as different—and that needs to change</li>\r\n</ul>\r\n<strong>Physical vs. Digital Experiences</strong>\r\n<ul>\r\n 	<li>The physical retail experience needs to become the bridge to the digital experience to close the loop for the consumer</li>\r\n 	<li>Video can be used as a platform to create connections and conversations with your community while also telling immersive stories</li>\r\n 	<li>Experiential starts on digital platforms with inspiration from images, video, art etc. but the real magic happens in person</li>\r\n 	<li>To accelerate innovation in retail and consumer goods, businesses need to think digital first and truly know their customer’s habits, behaviors, and attitudes</li>\r\n 	<li>Digital and real-life experiences are becoming a symbiotic circle</li>\r\n</ul>\r\n<em>To access further insights from industry events, follow our Engagement Director, Damien, on Twitter <a href=\"https://twitter.com/BranD_M_E\">@brand_me_</a></em>', 'Brooklyn Inspires @ Northside Innovation Festival', '', 'inherit', 'closed', 'closed', '', '1127-revision-v1', '', '', '2018-09-27 21:04:16', '2018-09-27 21:04:16', '', 1127, 'http://cbx.cappendev.com/1127-revision-v1', 0, 'revision', '', 0),
(3424, 2, '2018-09-27 21:06:07', '2018-09-27 21:06:07', 'Sit consequatur dolorum placeat maiores velit delectus et commodi. Vel delectus est aut minus doloremque. Non assumenda quia nam quia iure.\n\nQuo ratione vitae veritatis corrupti odio blanditiis ipsum amet. Dolores quo ad ut id et commodi adipisci. Tenetur eum eos necessitatibus molestiae molestias. Ut dolorem non a cum molestiae autem.\n\nPorro nam earum eveniet nisi tempora. Doloribus ea voluptatem blanditiis est architecto veniam. Placeat quos veritatis voluptate ad consequuntur totam.\n\nEnim sequi labore soluta nesciunt similique. Autem libero et modi temporibus cumque. Incidunt quis voluptas ab nulla pariatur saepe ab.\n\nQuia quo totam eos eum. Atque doloremque praesentium magnam consectetur soluta. Qui esse occaecati quis iure aspernatur saepe consequatur modi. Sint quaerat delectus recusandae distinctio sunt a mollitia.\n<ul>\n 	<li>test 01</li>\n 	<li>test 02</li>\n</ul>', 'Tomorrow will be a sunny day', '', 'inherit', 'closed', 'closed', '', '90-autosave-v1', '', '', '2018-09-27 21:06:07', '2018-09-27 21:06:07', '', 90, 'http://cbx.cappendev.com/90-autosave-v1', 0, 'revision', '', 0);
