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(1687, 1, '2012-02-20 13:48:12', '2012-02-20 13:48:12', '<p><strong>For consumers, it’s a not-so-fine line between love and disgust           By: Robert Klara</strong>\r\n\r\nLegal disputes over advertising seldom get much public attention, but a recent decision out of the U.S. District Court for the District of Columbia was an exception: It made headlines.\r\nIn a controversial preliminary injunction, Judge Richard Leon blocked the Food and Drug Administration from forcing cigarette brands to place gruesome photos of blackened lungs and cancer-riddled corpses on its packs—a mandate that was to have gone into effect this September. Warning labels were one thing, the court said, because they were statements of empirical fact. But the proposed images, emotional and deeply disturbing, constituted “commercial speech” and as such were an effort to force a brand to advertise against itself. The FDA has since appealed, and some legal experts say that this case may well end up in the Supreme Court.\r\n\r\nUntil it does, however, the case has resurrected a larger issue that’s one of marketing’s most enduring hot potatoes: the use of explicit images to get consumers’ attention—also known as “shockvertising.”\r\n\r\nShock tactics have been around for awhile. Though some of the material may seem relatively tame today, the commercial featuring the 15-year-old topless Brooke Shields confessing that nothing came between her and her Calvin Klein jeans dropped many jaws in 1980, as did the Partnership for a Drug Free America’s “This is your brain on drugs” in 1987. (That spot showed a man cracking an egg on a hot frying pan.)\r\n\r\nWhile some have argued that shockvertising had been done to death by the end of the ’80s, that hasn’t stopped brands from playing the shock card, from fashion label Mangano’s bisexual orgy ads (2009) to Federici ice cream ads depicting a pregnant nun (2010) to dark-horse presidential candidate Terry Randall’s ad for the Super Bowl, featuring dead and dismembered fetuses (2012), banned just days before the game. Why do so many still use it?\r\n\r\nThat’s probably an obvious one. For as much as the Web may have toughened the societal skin to amateur porn and gross-out videos, graphic images still stand out in a crowded media landscape. According to a white paper presented in London last year at the Center for Innovations in Business and Management Practices, “Advertising agencies are facing difficulties in reaching the customer effectively, so they are using shock advertisements to pierce through this data clutter.”\r\n\r\nBut the piercing can be tricky. Images that may have offended a generation ago are ubiquitous today, which means brands looking to shock must keep increasing the voltage. “The identification with and understanding of metaphor has increased so much that you need to ratchet things up, keep pushing the envelope,” says psychologist Robert Passikoff, founder and president of consultancy Brand Keys. As veteran adman Ray Black has written, “The major flaw in shock strategy is that it’s like a drug. You have to increase the dose …to remain visible, but there’s a limit to how much of that the public will cop.”\r\n\r\nIndeed, there is a limit. Though nearly a third of consumers believed that shock value was an “effective” advertising tool, according to a Media Curves poll conducted in 2009, 58 percent of consumers preferred messages containing wit and humor. Shockvertising’s critics also note that while the tactic turns heads, there’s a big difference between generating attention and generating sales.\r\n\r\nThis is probably why many branding consultants are lukewarm on shockvertising when asked if it’s an effective and reliable way to build a brand’s reputation and bottom line. “The percentages on it are no better than with any other kind of advertising,” says Hayes Roth, chief marketing officer at global brand consultancy Landor.\r\n\r\n“Reliable? It’s clearly going to be very unreliable as far as what’s going to happen when you shock people,” adds marketing consultant Julia Beardwood of Beardwood & Co. “It gets people to pay attention—but how do you quantify that?” asks Rick Barrack, chief creative officer of brand consultancy CBX.\r\n\r\nYou can’t. But you can draw some conclusions from the textbook cases to follow. As the FDA/tobacco case slowly snakes its way through the courts, we decided to look back at a few of the more famous shock ads of the past two decades—and evaluate just how well (or not) they did their jobs.\r\n\r\n1. Deadly Smoking Pics (2011) When President Obama signed the Family Smoking Prevention and Tobacco Control Act into law in 2009, the FDA gained the authority to regulate the sales of cigarettes. In the summer of last year, the FDA selected nine compulsory images tobacco brands were to display, including a black lung, a mouth riddled with cancerous lesions and a bare-chested male cadaver. Not only did the FDA require the photos to appear on the top halves of cigarette packs (front and back), the agency admitted that the photos had been digitally manipulated to make them ghastlier. The tobacco brands fought back last August, and the legal ball remains in play. “By no means is this over,” says civil liberties litigator Daniel Schwartz, who works for renowned activist attorney Harvey Silverglate. What’s most interesting about the graphic images, Schwartz says, is that “the FDA doesn’t even think they’ll reduce smoking that much.” In fact, the FDA’s own analyst admitted: “Estimation of the effectiveness [of the graphic images] is subject to a large uncertainty.” Stay tuned on this one.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-01-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-01-2012.jpg\" alt=\"\" title=\"fea-shock-01-2012\" width=\"250\" height=\"357\" class=\"alignnone size-full wp-image-4861\" /></a>\r\n\r\n2. Four Nuns and a Naked Adonis (2008) In 2008, working with its new agency Fallon Worldwide, Minneapolis, the upscale fitness-club chain Equinox launched a campaign titled “happily ever...” Most of the glossy magazine ads were the fleshy sort of thing you’d expect from a health club. But one of them—which debuted in Boston magazine that January—was a bit more. The ad portrayed a surreal art class where students sketching the naked male model happened to be nuns, one of whom was wearing a garter belt. Equinox corporate called the ad “thought-provoking” and a “blending of fantasy and impact.” Well, they got the impact part right. The Catholic Action League slammed Equinox for its “callous contempt for the sensibility of Catholics,” and, while the ad disappeared soon after, the controversy itself spread as far as newscasts in Hawaii. Branding consultant Julia Beardwood (who has worked with Equinox, though not on this campaign) ventures that “the ad didn’t harm them in any way, even when they backed down. It got people talking, so there was probably a benefit.”\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-02-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-02-2012.jpg\" alt=\"\" title=\"fea-shock-02-2012\" width=\"400\" height=\"266\" class=\"alignnone size-full wp-image-4862\" /></a>\r\n\r\n3. Burger King’s “Seven Incher” (2009) Burger King, like most restaurant chains, skews conservative. However, 90 percent of its 12,300 locations are franchised, which makes it hard to police local campaigns. When a franchisee in Singapore thought it would be funny to create ads that took cues from a pornographic video box, the resultant firestorm erupted here in the U.S., on Fox News. A BK rep assured it that the chain “values and respects all of its guests”—and, incidentally, that the ad “generated positive consumer sales” in its market. But one franchisee’s revenues likely didn’t compensate for the overall PR damage. “Maybe they were thinking…they’d get attention they normally wouldn’t get for a new product,” says Brand Keys’ Robert Passikoff. Well, they sure got that much.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-03-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-03-2012.jpg\" alt=\"\" title=\"fea-shock-03-2012\" width=\"300\" height=\"293\" class=\"alignnone size-full wp-image-4863\" /></a>\r\n\r\n4. Basement Porn at Calvin’s House (1995) Calvin Klein, Landor’s Hayes Roth observes, “is always on the edge of taste.” He doesn’t mean the cutting edge; he means borderline tasteless. In 1995, the fashion brand fell off the cliff. Then again, after cramming Mark Wahlberg into too-tight briefs and shooting a naked, emaciated Kate Moss for Obsession, the only place to go was down. So Klein debuted a campaign featuring stripping adolescents in sequences that evoked ’70s basement porn, complete with a sleazy, off-camera voice telling the kids not to be nervous. The U.S. Justice Department investigated, and the brand retreated. But Klein came out ahead. While the American Family Association launched a boycott, its members weren’t Klein’s core demo anyway. As TBWAChiatDay’s Marian Salzman, then an agency director, said, the scandal pushed the brand’s “coolness factor from a 10 to a 60.”\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-04-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-04-2012.jpg\" alt=\"\" title=\"fea-shock-04-2012\" width=\"300\" height=\"345\" class=\"alignnone size-full wp-image-4864\" /></a>\r\n\r\n5. The Killer Advertising of Benetton (1982-2000) Benetton’s (former) creative director, Oliviero Toscani, has used some of the most shocking images ever seen in American advertising—but Benetton always slipped by with the defense of promoting political awareness and social equality. But in 2000, the Italian label misread its American audience. Ads featuring portraits of inmates awaiting capital punishment were supposed to show the barbarity of the death penalty. Instead, consumers felt it celebrated murderers. Victims’ rights groups protested. Missouri’s prison system sued. Sears banned the brand. Toscani resigned. Today, Benetton is back to PG-13 themes. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-05-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-05-2012.jpg\" alt=\"\" title=\"fea-shock-05-2012\" width=\"480\" height=\"317\" class=\"alignnone size-full wp-image-4865\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/advertisings-shock-troops-138377\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/advertisings-shock-troops-138377</a>', 'Advertising\'s Shock Troops', '', 'publish', 'open', 'open', '', 'advertisings-shock-troops', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/advertisings-shock-troops', 0, 'thinking', '', 0),
(1688, 1, '2012-02-14 14:09:40', '2012-02-14 14:09:40', '<p>Consumers love their brands, especially ones that begin with the letter “A” for Apple. In honor of Valentine’s Day, CBX, the New York-based brand agency, conducted a quantitative online survey of 1,000 consumers nationwide and asked, “What brand do you love the most?” and “Why?”\r\nThe top ten brands that are consumers’ Valentines:\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/brands_people_love_2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/brands_people_love_2012.jpg\" alt=\"\" title=\"brands_people_love_2012\" width=\"203\" height=\"237\" class=\"alignnone size-full wp-image-4867\" /></a>\r\n\r\nBrand Love by the Ages:\r\n\r\n<ol>Those hard-to-please younger consumers (ages 18-24)) professed their love of Nike (54%). But, no one over 55 said they wanted Nike to “be mine” in the survey.</ol>\r\n\r\n\r\n<ol>27% of consumers, ages 18-24 said they loved Sony, helping to land the brand in the number two spot.</ol>\r\n\r\n<ol>Consumers aged 35-44 and 55-64 named Coca-Cola as their number one love (26%).</ol>\r\n\r\nExplaining their love for these brands, consumers most frequently said, Apple is “innovative,” “high-end”, “love/like products” and “good quality”. While Sony soaked up the love because of “good quality,” “reliable/dependable,” “love/like products” and “innovative/high-end.” Those who chose Coca-Cola overwhelmingly did so by describing the brand as, “great/good taste” and “delicious.”\r\n\r\n<a href=\"http://popsop.com/53700\" target=\"_blank\">http://popsop.com/53700</a>', 'Top Ten Brands Consumer\'s Love Most', '', 'publish', 'open', 'open', '', 'top-ten-brands-consumers-love-most', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/top-ten-brands-consumers-love-most', 0, 'thinking', '', 0),
(1689, 1, '2012-02-13 14:14:50', '2012-02-13 14:14:50', '<p>Brands are spending a lot of effort (and money) trying to get consumers to “Like” them on Facebook, but there are only a few brands consumers truly “love.”\r\nAccording to a survey of 1,000 people conducted by New York-based brand agency CBX, Apple is the brand they “love the most,” followed by Sony, Coca-Cola, Nike and Pepsi/Mountain Dew. The reasons listed for loving those companies ranged from “innovative” (Apple) to “reliable and dependable” (Sony) and “great/good taste” (Coca-Cola).\r\n\r\nRounding out the Top 10 list were: Wal-Mart, Samsung, Chevrolet, Dell and Amazon. Apple was the clear winner among both men and women, although men were more likely to choose Nike and/or Sony as their second and third choices, while women picked Coca-Cola second.\r\n\r\n“‘Love,’ in all aspects of life, is about having a deep affection for something or someone. As love gets deeper, you start to develop feelings of trust, comfort and stability for/from that person or brand,” Greg S. Lippman, managing partner of CBX, tells Marketing Daily. “In the case of this survey, I think that all of these brands provide something to people that they believe they cannot get elsewhere. And in most cases, they also get that feeling of trust, comfort and stability from each of these brands.”\r\n\r\nAmong other demographic breakdowns:\r\n\r\n-Consumers 18-24 said they loved Nike, but no one over 55 had similar love for the brand.\r\n\r\n-Sony still captured the hearts of 27% of consumers ages 18-24, which led it to the number 2 position.\r\n\r\n-26% of consumers 35-44 loved Coca-Cola more than any other brand.\r\n\r\n“There is a difference between like and love,” Lippman says. “There are certain brands that I am passionate about and would definitely say I ‘love,’ that I wouldn\'t cheat on [Apple]. And there are others that I like, [though] I could be swayed to try a dalliance [Snickers vs. a Milky Way].”\r\n\r\n\r\n<a href=\"Read more: http://www.mediapost.com/publications/article/167722/happy-valentines-day-apple-they-love-you.html#ixzz29TIz7hQO\" target=\"_blank\">Read more: http://www.mediapost.com/publications/article/167722/happy-valentines-day-apple-they-love-you.html#ixzz29TIz7hQO</a>', 'Happy Valentine\'s Day, Apple! They Love You', '', 'publish', 'open', 'open', '', 'happy-valentines-day-apple-they-love-you', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/happy-valentines-day-apple-they-love-you', 0, 'thinking', '', 0),
(1690, 1, '2012-02-13 12:22:37', '2012-02-13 12:22:37', '<p>Kate Bittman joined the New York office of Rodale as associate director for communications at Men’s Health magazine. She had been public relations manager at The New Yorker magazine, part of the Condé Nast Publications division of Advance Publications.\r\nJames Brooks joined Forge Worldwide, Boston, as an interactive art director. He had been a senior designer at the Boston office of Digitas, part of the VivaKi division of the Publicis Groupe.\r\n\r\nAndrew Campbell and Dominick Cirigliano joined CBX, New York, as vice presidents, responsible for business development. Mr. Campbell had led business development efforts at Innovations and Development and Mr. Cirigliano had been director for business development at Brand Engineers.\r\n\r\nThe Coca-Cola Company expanded its relationship with the Indonesian operation of McCann Worldgroup, part of the Interpublic Group of Companies, by naming it agency of record for all sparkling beverages. The agency will continue to create campaigns for Coca-Cola and also handle the Fanta and Sprite brands, which had been handled by the Jakarta office of Ogilvy & Mather Worldwide, part of WPP. Billings were not disclosed.\r\n\r\nDave Damman, executive creative director at Carmichael Lynch, Minneapolis, owned by the Interpublic Group of Companies, was promoted to chief creative officer, which had been a vacant post.\r\n\r\nDiana DiGuido joined PM Digital, New York, in a new post, senior director for client services. She had most recently been an account director at Zeta Interactive.\r\n\r\nRick Doerr joined the New York office of T3 as senior vice president and managing director, succeeding Jane Crisan, who left to join the Garage Team Mazda, Irvine, Calif., part of WPP. Mr. Doerr had been managing director at BBDO Hong Kong, part of the BBDO Worldwide division of the Omnicom Group, and also served as regional business development director for Asia.\r\n\r\nGood Housekeeping, New York, part of the Hearst Magazines unit of the Hearst Corporation, made two appointments. Sara Rad, director for brand development, was promoted to director for advertising and brand development. And Christine Rannazzisi-Gerstein, associate publisher for marketing at another Hearst magazine, Country Living, will also serve as associate publisher for marketing at Good Housekeeping; that post had been vacant since last summer, when Renée Lewin became associate publisher for marketing at Harper’s Bazaar, also a Hearst magazine.\r\n\r\nHorizon Media, New York, promoted two executives in its Los Angeles office. Zach Rosenberg, general manager, becomes executive vice president and chief growth officer, a new post. Serena Duff, executive vice president and managing partner, becomes executive vice president and general manager for the Western region.\r\n\r\nRyan Ku joined Dojo, San Francisco, in a new post, planning director. He had most recently been a brand strategist at Eleven, San Francisco.\r\n\r\nGustavo Lauria joined the Vidal Partnership, New York, as managing partner and chief creative officer, succeeding Mauricio Galván, who left to become chief creative officer at Totality. Mr. Lauria had most recently been creative director at La Comunidad, Miami.\r\n\r\nRon Levy joined the New York office of Broadway Systems as senior vice president, overseeing client services and account management. He had most recently been senior vice president at MediaBank, which merged with Donovan Data Systems to form MediaOcean.\r\n\r\nPeter A. Mayer Advertising, New Orleans, hired five employees. They are Erin Durbin, a digital account executive; Emily Edison, a junior account executive; Valerie Galati, an associate project manager for the CenturyLink account; Brian Oberkirch, director for interactive strategy; and Danielle Russo, a graphic designer.\r\n\r\nJim Moise joined Good Technology, Sunnyvale, Calif., in a new post, chief revenue officer. He had most recently been senior vice president for sales and operations at SupportSpace.\r\n\r\nTim Morral, who had been a freelance copywriter for Walker Sands Communications, Chicago, was promoted to senior copywriter.\r\n\r\nBurns Patterson, executive vice president at Middleton & Gendron Brand Communications, New York, was promoted to a new post, chief operating officer. Also, two vice presidents, Jay Austin and Patricia Nugent, were promoted to senior vice presidents. The changes are part of a reorganization of the agency.\r\n\r\nRingling Brothers and Barnum & Bailey Circus, Vienna, Va., part of Feld Entertainment, chose the Geppetto Group, New York, part of WPP, as agency of record for the its 142nd show. Billings were not disclosed. The assignment had previously been handled internally.\r\n\r\nXiaoming Shao joined Maxifier, New York, in a new post, managing director for the Asia-Pacific region. He had held a similar post at AudienceScience, New York.\r\n\r\nEllen Sluder joined CoreBrand, New York, in a new post, director for business development. She had been director for marketing and business development at Fleet Aviation.\r\n\r\nSubway, Milford, Conn., consolidated its United States media services account by naming MediaCom, New York, part of the GroupM division of WPP, which already handles planning and buying for traditional media, to also handle planning and buying for digital media. The digital assignment, with spending estimated at $25 million to $30 million, had been handled by Publicis Modem, part of the Publicis Groupe. Spending in traditional media was estimated at more than $400 million.\r\n\r\nTillamook County Creamery Association, Tillamook, Ore., selected Vendor, Austin, Tex., to create two campaigns, one for the Texas market and one for several Western markets. Spending was not disclosed. The association, which makes cheeses, yogurts and other dairy products, had previously worked with Mono, Minneapolis, part of MDC Partners, for creative duties.\r\n\r\nU.S. Cotton, Gastonia, N.C., named Marcus Thomas, Cleveland, as agency of record for the Swisspers line of cotton-based health and beauty aids. Spending for the assignment, which had been handled by Breehl, Traynor & Zehe, Cleveland, was not disclosed.\r\n\r\nJeff Voigt joined Doner, Southfield, Mich., in a new post, senior vice president for media insights. He had been senior partner and group communications research director at Team Detroit, part of WPP.\r\n\r\nJim Wayand joined the San Francisco office of MRM Worldwide as global business leader for Team Intel, which is dedicated to the Intel account. He succeeds Marylee George, who will lead the digital marketing group relationship with Intel. Mr. Wayand had been at Microsoft, leading assignments for the Microsoft Store and the Bing Marketing Engagement Team.\r\n\r\nColby Wilson joined Parliament, Portland, Ore., in a new post, director for client services. He had been director for operations at the Opus Creative Group, Portland.\r\n\r\n<a href=\"http://www.nytimes.com/2012/02/13/business/webdenda.html?_r=1&pagewanted=all\" target=\"_blank\">http://www.nytimes.com/2012/02/13/business/webdenda.html?_r=1&pagewanted=all</a>', 'Accounts and People of Note in the Advertising Industry', '', 'publish', 'open', 'open', '', 'accounts-and-people-of-note-in-the-advertising-industry-2', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/accounts-and-people-of-note-in-the-advertising-industry-2', 0, 'thinking', '', 0),
(1691, 0, '2018-09-27 16:51:13', '2018-09-27 16:51:13', '', '4352914630_6bc0702ccd', '', 'inherit', 'open', 'closed', '', '4352914630_6bc0702ccd', '', '', '2018-09-27 16:51:13', '2018-09-27 16:51:13', '', 1558, 'http://cbx.cappendev.com/app/uploads/2018/09/4352914630_6bc0702ccd.jpg', 0, 'attachment', 'image/jpeg', 0),
(1692, 1, '2012-02-09 14:33:39', '2012-02-09 14:33:39', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/10/6a00d8341ca6a453ef016761fe4321970b-320wi.jpeg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/6a00d8341ca6a453ef016761fe4321970b-320wi.jpeg\" alt=\"\" title=\"6a00d8341ca6a453ef016761fe4321970b-320wi\" width=\"320\" height=\"250\" class=\"alignnone size-full wp-image-4871\" /></a>\r\nSo, I’m on this date. And for all intents and purposes, it’s going pretty well. When he asks me if I would like to go somewhere for dessert, I’m in. When he asks me where I want to go (how kind and thoughtful!), I’m even more excited.\r\n\r\n“Let’s get FroYo!” I say.\r\n\r\nHis response?\r\n\r\n“What’s FroYo?”\r\n\r\nAnd that, my friends, is how our date ended. How can a man not know what FroYo is? Wait – how can anyone not know what Fro-Yo is?? It just happens to be the most delicious, low-calorie (if you get tart flavor and add a dash of chocolate peanut butter like I do) dessert you could ask for.\r\n\r\nObviously, I feel strongly about my FroYo. So, you can imagine my excitement when I received word that Duane Reade (drugstore retailer extraordinaire) decided to add a self-serve frozen yogurt bar to its Broadway and 52nd Street NYC store. You mean I can get lipstick, toothpaste, a prescription filled and FroYo? Wow.\r\n\r\nUpMarket Fro-Yo is, according to a recent company press release, part of Duane Reade’s plan to become a total health/beauty/daily living destination. They must be really tuned in to how important FroYo is in today’s world. Or at least in my world.\r\n\r\nWhile it’s a bizarre combination—drugstore meets FroYo—I applaud the innovation. In fact, this type of “out of the box” innovation is not exactly a new thing for Duane Reade. It added a sushi and juice bar to its 40 Wall St. location in New York last year, and it looks as though the drugstore retailer will continue to bring healthy food options to various retail locations.\r\n\r\nOne of the things I’m digging about the FroYo bar (besides its FroYo of course) is the design – all handled by CBX. It’s sleek, the colors are enticing and they’ve made great use of integrating the FroYo swirl cleverly into the design. There’s absolutely no way you’re going to walk by this and not get frozen yogurt. You sort of have to – that’s how good it looks.\r\n\r\nNow the only question left to be answered is: do they have tart, chocolate and peanut butter flavors available, along with a single man who can take me there on a date? That’s sort of the deal-breaker for me…\r\n\r\nWhat do you think about drugstore meets FroYo? Ever ended a date due to a total lack of dessert knowledge?\r\n\r\n<a href=\"http://retaildesigndiva.ddionline.com/2012/02/drugstore-meets-froyo-you-in.html\" target=\"_blank\">http://retaildesigndiva.ddionline.com/2012/02/drugstore-meets-froyo-you-in.html</a>', 'Drugstore Meets FroYo -- You In?', '', 'publish', 'open', 'open', '', 'drugstore-meets-froyo-you-in', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/drugstore-meets-froyo-you-in', 0, 'thinking', '', 0),
(1693, 0, '2018-09-27 16:51:14', '2018-09-27 16:51:14', '', 'starbucks-logo', '', 'inherit', 'open', 'closed', '', 'starbucks-logo', '', '', '2018-09-27 16:51:14', '2018-09-27 16:51:14', '', 1559, 'http://cbx.cappendev.com/app/uploads/2018/09/starbucks-logo.jpg', 0, 'attachment', 'image/jpeg', 0),
(1694, 1, '2012-02-09 14:38:04', '2012-02-09 14:38:04', '<p><em>Web-only article</em>\r\nBack in September STORES featured a bold spread on the new Duane Reade drugstore at 40 Wall Street. With more bells and whistles than had ever been amassed in a drugstore environment, it was groundbreaking, show-stopping, business sensitive and savvy, all rolled into one 22,000 sq. ft. store.\r\n\r\nTurns out plenty of experts have taken notice. Recently it was announced that the store took first place honors in the Convenience Store/Pharmacy category at the Retail Design Institute’s 41st annual international awards program last month.\r\n\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street, the store represents a collaborative effort between Duane Reade, New York-based branding and retail design consultancy CBX and Toronto-based consultants Joe Jackman Brand, Inc. Opened last July, the flagship store for the iconic, 256-unit New York chain (now a part of Walgreen Co.) was developed and shaped by its location in the heart of New York City’s Financial District.\r\n\r\nThe goal was to build a state-of-the-art prototypical pharmacy/convenience store, yet remain sensitive to the architecture in the storied space where the Rockefeller family operated its bank. Some of these vintage architectural elements that greet customers are dramatic stone arch bays, marble columns, 28-ft.-high ceilings and gold-gilded accents. Decidedly more high-tech is a virtual “talking” greeter (holography and A/V technology), which directs customers from the entrance on their journey for prescriptions or everyday basics.\r\n\r\nMany of the store’s features were guided by Duane Reade’s vision statement, “New York Living Made Easy.” The store features easy-to-navigate spaces with an in-store Starbucks, sushi bar, juice bar and prepared foods to go, as well as such new departments as a nail bar and hair salon.\r\n\r\nThere’s the customary pharmacy and array of OTC medications, but there’s also a no-appointment-needed doctor on duty and beauty consultants to assist shoppers with makeovers -- all in a well-lit, inviting setting. Time-pressed customers can also count on such amenities as a cell phone charging station. Wall Streeters on hand for a quick lunch or coffee break can still keep an eye on the market, thanks to a 20-ft. NYSE ticker.\r\n\r\nDozens of new stores that opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing. The award was presented on Jan. 16 in New York City at a ceremony coinciding with the National Retail Federation’s annual conference.\r\n\r\n<a href=\"http://www.stores.org/content/duane-reade%E2%80%99s-rx-drug-store-design\" target=\"_blank\">http://www.stores.org/content/duane-reade%E2%80%99s-rx-drug-store-design</a>', 'Duane Reade\'s Rx For Drug Store Design', '', 'publish', 'open', 'open', '', 'duane-reades-rx-for-drug-store-design', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/duane-reades-rx-for-drug-store-design', 0, 'thinking', '', 0),
(1695, 1, '2012-02-08 14:43:12', '2012-02-08 14:43:12', '<p>Duane Reade\'s flagship store in Manhattan\'s financial district took first place honors in the Convenience Store/Pharmacy category at the Retail Design Institute\'s 41st annual international awards program last month.\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street, the 22,000-square-foot project represented a collaborative effort between Duane Reade, New York-based branding and retail design consultancy CBX, and Toronto-based consultants Joe Jackman Brand, Inc..\r\n\r\nDozens of new stores that opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\nOpened last July, the flagship Duane Reade store for the 256-unit New York chain (now a part of Walgreen Co.) was designed for its location in the heart of New York City\'s Financial District. The project goal was to build a state-of-the-art prototypical pharmacy/convenience store, yet remain sensitive to the architecture in the storied space where the Rockefeller family operated its bank. Some of these vintage architectural elements greeting customers are dramatic stone arch bays, marble columns, 28-foot-high ceilings and gold-gilded accents. Decidedly more high tech is a virtual \"talking\" greeter (holography and A/V technology), which directs customers from the entrance on their journey for prescriptions or everyday basics.</p>\r\n\r\n<a href=\"http://www.retailcustomerexperience.com/article/190151/Duane-Reade-wins-design-award\" target=\"_blank\">http://www.retailcustomerexperience.com/article/190151/Duane-Reade-wins-design-award</a>', 'Duane Reade wins design award', '', 'publish', 'open', 'open', '', 'duane-reade-wins-design-award', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/duane-reade-wins-design-award', 0, 'thinking', '', 0),
(1696, 1, '2012-02-07 14:47:03', '2012-02-07 14:47:03', '<p><strong>Regional chain goes from branded snacks to self-serve frozen yogurt.</strong>\r\nNew Yorkers are persnickety about everything, even their frozen yogurt— a substance that, like espresso, is essential for sustaining life in a big city. But with the retro-chic Pinkberry blooming all over town, how likely is a Prada-wearing, iPhone-toting Manhattanite to stop for self-serve frozen yogurt at a drug store? That’s exactly what Duane Reade is about to find out.\r\n\r\nThe 50-year-old regional chain has announced it will begin adding self-service frozen yogurt kiosks to select stores, complete with topping bars. “This is part of a bigger strategy,” said Joe Magnacca, president of Daily Living Products for Walgreens, which purchased the 250-unit Duane Reade in 2010. “We’re looking at our business differently and evolving into a health and daily-living destination.”\r\n\r\nOnly a few years ago, such plans would have sounded crazy. Founded in 1960, Duane Reade had a decades-long reputation for dingy stores and surly service. (In 2007, the actress Martha Plimpton famously said in an interview that going to Duane Reade is “a journey into the heart of darkness.”) But Walgreens’ purchase of the chain in 2010 prompted a course correction.\r\n\r\nAfter introducing its own line of branded snacks in 2010, the chain moved its crosshairs to the Manhattan lunch crowd. Baguette sandwiches (made fresh by Eli Zabar, the legendary New York gourmet store), cheesecake, and even sushi and shrimp cocktails now beckon from chiller cases up front. The frozen yogurt offerings (in eight flavors including Blueberry Tart and Peach) will be nearby, next to the fresh juice bars.\r\n\r\n“This won’t go systemwide,” Magnacca said, “but it will go where there’s high traffic. Our objective is to get people into the stores for different reasons as often as possible.” Sound familiar? It’s proof that the category blurring that began when Walmart started selling groceries (and flowers and deli platters and just about everything else) has trickled down to the level of regional chains, such as one that can no longer compete by just selling aspirin and Q-tips. “The days that brands owned one specialty are changing,” Magnacca said.\r\n\r\n“Like the other in-store food offerings, [fro-yo] helps make Duane Reade a one-stop shopping destination,” said Todd Maute, partner in CBX, the firm that designed the yogurt stations.\r\nWhile Walgreens is also experimenting with a fro-yo bar in Chicago, the Duane Reade bars are clearly designed to appeal to New Yorkers. White-tile mosaics are meant to evoke subway stations, while the signage (“Grab Life by the Berries”) is more likely to amuse than offend. “All of it works…to support a uniquely New York communication strategy,” Maute said.\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/new-yorks-duane-reade-adds-store-yogurt-kiosks-137999\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/new-yorks-duane-reade-adds-store-yogurt-kiosks-137999</a>', 'New York\'s Duane Reade adds In-Store Yogurt Kiosks', '', 'publish', 'open', 'open', '', 'new-yorks-duane-reade-adds-in-store-yogurt-kiosks', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/new-yorks-duane-reade-adds-in-store-yogurt-kiosks', 0, 'thinking', '', 0),
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(1698, 1, '2012-02-07 14:52:26', '2012-02-07 14:52:26', '<p>NEW YORK -- Duane Reade\'s Manhattan flagship store, located at 40 Wall Street, won first place in the Convenience Store/Pharmacy category of the Retail Design Institute\'s 41st annual international awards. The store is the result of collaboration between Duane Reade, branding and retail design consultancy CBX and Toronto-based Joe Jackman Brand Inc.\r\n\"We are honored to be among the winners, and very pleased to have had the opportunity to collaborate on this very special project with the progressive vision of Mike DeFazio, Duane Reade senior director of store concepts, and retail consultants Joe Jackman and Vern Gomes of Joe Jackman Brands,\" said Joseph Bona, president of CBX\'s retail division.\r\n\r\nThe store was designed to be a state-of-the-art prototypical c-store while remaining sensitive to the architecture of the building. Vintage elements such as stone arch bays, marble columns, high ceilings and gold accents mix with the store\'s high-tech virtual \"talking\" greeter.\r\n\r\nStore features, guided by company vision statement \"New York Living Made Easy,\" include an easily-navigable space, an in-store Starbucks, sushi bar, juice bar, fresh prepared food, a nail bar, hair salon and cell phone charging station, among other amenities.\r\n\r\nDuane Reade\'s blue, green and mauve colors are used strategically, and signage is minimal. The location also features black-and-white subway tile and quartz-topped stand-up counters. A 20-foot New York Stock Exchange ticker keeps financial district employees up to date.\r\n\r\n\"The Duane Reade flagship on Wall Street was a huge hit with our participants of the NRF Retail Tour series,\" said Brian Dyches, international president of the Retail Design Institute. \"We took more than 100 global retail executives into the space and they were simply wowed by the \'fit\' of Duane Reade within this iconic locale.\"\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-duane_reade_flagship_store_wins_international_design_award-60437.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-duane_reade_flagship_store_wins_international_design_award-60437.html</a>', 'Duane Reade Flagship Store Wins International Design Award', '', 'publish', 'open', 'open', '', 'duane-reade-flagship-store-wins-international-design-award', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/duane-reade-flagship-store-wins-international-design-award', 0, 'thinking', '', 0),
(1699, 0, '2018-09-27 16:51:15', '2018-09-27 16:51:15', '', 'Logos-Comp-Democrat-GOP-TeapartyB', '', 'inherit', 'open', 'closed', '', 'logos-comp-democrat-gop-teapartyb', '', '', '2018-09-27 16:51:15', '2018-09-27 16:51:15', '', 1561, 'http://cbx.cappendev.com/app/uploads/2018/09/Logos-Comp-Democrat-GOP-TeapartyB.jpg', 0, 'attachment', 'image/jpeg', 0),
(1700, 1, '2012-02-07 15:01:59', '2012-02-07 15:01:59', '<p>Duane Reade Flagship Store Wins Design Award:\r\nLocation at 40 Wall Street Is Named Winner of the Convenience Store/Pharmacy Category in the Retail Design Institute\'s 41st Annual International Design Competition\r\n\r\nNEW YORK, NY -- (Marketwire) -- 02/07/12 -- Duane Reade\'s flagship store in Manhattan\'s financial district took first place honors in the Convenience Store/Pharmacy category at the Retail Design Institute\'s 41st annual international awards program last month.\r\n\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street, the 22,000-square-foot project represented a collaborative effort between Duane Reade, New York-based branding and retail design consultancy CBX, and Toronto-based consultants Joe Jackman Brand, Inc. The award was presented on Jan. 16 in New York City at a ceremony coinciding with the National Retail Federation\'s (NRF) annual conference.\r\n\r\nDozens of new stores opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\nOpened last July, the flagship store for the iconic, 256-unit New York chain (now a part of Walgreen Co.) was designed for its location in the heart of New York City\'s Financial District. The project goal was to build a state-of-the-art prototypical pharmacy/convenience store, yet remain sensitive to the architecture in the storied space where the Rockefeller family operated its bank. Some of these vintage architectural elements greeting customers are dramatic stone arch bays, marble columns, 28-foot-high ceilings and gold-gilded accents. Decidedly more high tech is a virtual \"talking\" greeter (holography and A/V technology), which directs customers from the entrance on their journey for prescriptions or everyday basics.\r\n\r\nMany of the store\'s features were guided by Duane Reade\'s vision statement, \"New York Living Made Easy.\" Customers will find a fast and easy-to-navigate space with an in-store Starbucks, sushi bar, juice bar, prepared foods to go, as well as such new departments as a nail bar and hair salon. There\'s the customary pharmacy and a rray of OTC medications, but there\'s also a no-appointment-needed doctor on duty and beauty consultants to assist shoppers with makeovers -- all in a well-lit, inviting setting. Time-pressed customers can also count on such amenities as a cell phone charging station.\r\n\r\nDuane Reade\'s prototypical colors of blue, green and mauve are used in strategic places throughout the space, while signage is minimally places. The design of the Up Market convenience foods area on the store\'s mezzanine is kept fresh, fun and contemporary with such touches as black-and-white subway tile, quartz-topped stand-up counters, sleek reach-in coolers and a playful text wall. Mindful of the Financial District digs, Wall Streeters on hand for a quick lunch or coffee break can still keep an eye on the market thanks to a 20-ft. NYSE ticker.\r\n\r\n\"On other hand, the nail bar and hair salon were designed to create a serene break from the hustle and bustle of Wall Street,\" explained Joseph Bona, President of CBX\'s Retail Division. The spaces are accented with crystal chandeliers emitting a soft mauve halo glow while light music plays overhead.\r\n\r\n\"We are honored to be among the winners, and very pleased to have had the opportunity to collaborate on this very special project with the progressive vision of Mike DeFazio, Duane Reade Senior Director of Store Concepts, and retail consultants Joe Jackman and Vern Gomes of Joe Jackman Brands,\" commented Bona.\r\n\r\n\"The Duane Reade flagship on Wall Street was a huge hit with our participants of the NRF Retail Tour series,\" said Brian Dyches, International President of the Retail Design Institute. \"We took more than 100 global retail executives into the space and they were simply wowed by the \'fit\' of Duane Reade within this iconic locale.\"\r\n\r\nThe execution of the concept was well conceived, implemented and well stylized to meet the needs of daytime employees and residents of Manhattan\'s financial district, continued Dyches, who also heads Trend Habitat, a California-based trend consultancy. \"The embedded technology platforms were well placed in their respective departments and did as promised -- enhanced the customer experience via great information and respect for time management,\" he noted.\r\n\r\n<a href=\"http://www.bloomberg.com/article/2012-02-07/at.NsaDlDLVo.html\" target=\"_blank\">http://www.bloomberg.com/article/2012-02-07/at.NsaDlDLVo.html</a>', 'Duane Reade Flagship Store Wins Design Award', '', 'publish', 'open', 'open', '', 'duane-reade-flagship-store-wins-design-award', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/duane-reade-flagship-store-wins-design-award', 0, 'thinking', '', 0),
(1701, 1, '2012-02-07 13:06:34', '2012-02-07 13:06:34', '<p>NEW YORK – Duane Reade\'s flagship store at 40 Wall Street in Manhattan took first place in the convenience store/pharmacy category at the Retail Design Institute\'s 41st annual international awards program.\r\nBranding and retail design consultancy CBX said Tuesday that award was presented in New York City at a ceremony coinciding with the National Retail Federation\'s annual conference.\r\n\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at the historic building, the 22,000-square-foot Duane Reade store, which opened in July, was a collaborative effort between the chain, a unit of Walgreen Co. and New York-based CBX and Toronto-based consultants Joe Jackman Brand Inc.\r\n\r\nCBX noted that dozens of new stores opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\nAccording to CBX, the goal of the 40 Wall Street project was to build a state-of-the-art pharmacy/convenience store yet remain sensitive to the architecture in the space, where the Rockefeller family once operated its bank. Vintage architectural elements include dramatic stone arch bays, marble columns, 28-foot-high ceilings and gold-gilded accents. On the high-tech side is a virtual greeter using holography and audiovisual technology that directs customers.\r\n\r\nReflecting Duane Reade\'s mantra of \"New York Living Made Easy,\" store features include an in-store Starbucks, a sushi bar, a juice bar, prepared foods to goand new departments such as a nail bar and a hair salon. Along with the standard pharmacy and over-the-counter products are a no-appointment-needed doctor on duty and beauty consultants to help shoppers with makeovers. Time-pressed customers can also use such amenities as a cell phone charging station.\r\n\r\nThe design of the Up Market convenience foods area on the store\'s mezzanine is fresh, fun and contemporary with such touches as black-and-white subway tile, quartz-topped stand-up counters, sleek reach-in coolers and a playful text wall, CBX said. Wall Streeters on hand for a quick lunch or coffee break can still keep an eye on the market thanks to a 20-foot NYSE ticker.\r\n\r\n\"On other hand, the nail bar and hair salon were designed to create a serene break from the hustle and bustle of Wall Street,\" stated Joseph Bona, president of CBX\'s Retail Division. The spaces are accented with crystal chandeliers emitting a soft mauve halo glow while light music plays overhead.\r\n\r\n\"We are honored to be among the winners and very pleased to have had the opportunity to collaborate on this very special project with the progressive vision of Mike DeFazio, Duane Reade senior director of store concepts, and retail consultants Joe Jackman and Vern Gomes of Joe Jackman Brands,\" added Bona.\r\n\r\n\"The Duane Reade flagship on Wall Street was a huge hit with our participants of the NRF Retail Tour series,\" commented Brian Dyches, international president of the Retail Design Institute. \"We took more than 100 global retail executives into the space, and they were simply wowed by the \'fit\' of Duane Reade within this iconic locale.\"\r\n\r\n<a href=\"http://www.chaindrugreview.com/newsbreaks-archives/2012-02-06/duane-reades-40-wall-street-store-honored-for-design\" target=\"_blank\">http://www.chaindrugreview.com/newsbreaks-archives/2012-02-06/duane-reades-40-wall-street-store-honored-for-design</a>', 'Duane Reade\'s 40 Wall Street store honored for design', '', 'publish', 'open', 'open', '', 'duane-reades-40-wall-street-store-honored-for-design', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/duane-reades-40-wall-street-store-honored-for-design', 0, 'thinking', '', 0),
(1702, 1, '2012-02-06 15:11:43', '2012-02-06 15:11:43', '<p>New York-based design agency CBX said it hired industry veterans Andrew Campbell and Dominick Cirigliano to serve as vice presidents on the firm’s new business team . Both men will be responsible for overall business development with new and existing clients. Their primary focus will be on CBX’s core strategic services in corporate identity, consumer branding and retail.\r\nCampbell comes to CBX from Innovations & Development Inc., an Edgewater, N.J.-based product and packaging innovation firm, where he led the company’s business development efforts, CBX said. Cirigliano most recently worked for Brand Engineers, a brand-positioning agency headquartered in Teaneck, N.J., as director, business development.\r\n\r\n“Both Andrew and Dominick bring a wealth of experience and a fresh, new perspective to our new business team,” said Gregg S. Lipman, managing partner, CBX. “We look forward to their participation in expanding our new business pipeline and strengthening our position as the brand agency that helps clients gain an edge in a very competitive world.”\r\n\r\n<a href=\"http://www.plstorebrands.com/top-story-cbx_adds_two_industry_veterans_to_business_development_team-1387.html\" target=\"_blank\">http://www.plstorebrands.com/top-story-cbx_adds_two_industry_veterans_to_business_development_team-1387.html</a>', 'CBX Adds Two Industry Veterans to Business Development Team', '', 'publish', 'open', 'open', '', 'cbx-adds-two-industry-veterans-to-business-development-team', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-adds-two-industry-veterans-to-business-development-team', 0, 'thinking', '', 0);
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(1703, 1, '2012-02-01 15:19:27', '2012-02-01 15:19:27', '<p>Duane Reade’s flagship store in Manhattan’s Financial District took first-place honors in the Convenience Store/Pharmacy category at the Retail Design Institute’s 41st Annual International Store Design Awards Gala last month in New York City. The event coincided with the National Retail Federation’s annual conference.\r\nThe flagship store for the iconic 256-unit New York chain—now part of Walgreen Co.—opened last July. It’s the result of a collaboration between Duane Reade; New York-based branding and retail-design consultancy CBX; and Toronto-based consultants Joe Jackman Brand. It was designed for its location in the heart of New York City’s Financial District.\r\n\r\nThe store’s 22,000 square feet occupy the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street. The project goal was to build a state-of-the-art prototypical pharmacy/convenience store that would remain sensitive to the architecture of the space where the Rockefeller family operated its bank. Some of its vintage architectural elements are stone arch bays, marble columns, 28 foot-high ceilings and gold-gilded accents. Its more high-tech feature is its virtual “talking” greeter—a combination of holography and A/V technology—which directs customers from the entrance on to their destinations.\r\n\r\nStore representatives say its features were guided by Duane Reade’s vision statement, “New York Living Made Easy.” Thus, it was designed for fast and easy navigation, and includes a Starbucks, a sushi bar, a juice bar, prepared foods to go, a nail bar, a hair salon and a pharmacy with a no-appointment-needed doctor on duty. There are also beauty consultants who assist with makeovers and a cell phone charging station.\r\n\r\nDuane Reade’s prototypical colors of blue, green and mauve are used in strategic places, and signage is minimally placed. The Up Market convenience foods area features black-and-white subway tile, quartz-topped stand-up counters, sleek, reach-in coolers and a playful text wall. Interested consumers can keep an eye on a 20-foot New York Stock Exchange ticker. The nail bar and hair salon are accented with crystal chandeliers that emit a soft mauve halo while light music plays nearby. They two areas were “designed to create a serene break from the hustle and bustle of Wall Street,” explains Joseph Bona, president of CBX’s retail division.\r\n\r\nAll of the submissions competing for honors were judged by a panel of retail-design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\n\r\n<a href=\"http://www.beautystorebusiness.com/duane-reade-flagship-wins-top-honors\" target=\"_blank\">http://www.beautystorebusiness.com/duane-reade-flagship-wins-top-honors\r\n</a>', 'Duane Reade Flagship Wins Top Honors', '', 'publish', 'open', 'open', '', 'duane-reade-flagship-wins-top-honors', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/duane-reade-flagship-wins-top-honors', 0, 'thinking', '', 0),
(1704, 1, '2012-02-01 15:29:18', '2012-02-01 15:29:18', '<p>Insight and NACS are delighted to announce the judges for the prestigious 2012 International Convenience Retailer of the Year Award, sponsored by Imperial Tobacco for the fourth year running.\r\nTwo new judges are joining our panel. Frank Gleeson, retail director at Topaz, the Award winner in 2011; and Jeff Rogut, executive director at the Australian Association of Convenience Stores (AACS), join an established panel with expertise in worldwide convenience and forecourt markets.\r\n\r\n\r\nJeff Rogut: Australian convenience expert joins the 2012 panel\r\n\r\nIn alphabetical order the 2012 panel is:\r\n\r\n-Joe Bona, president, retail division, CBX\r\n-Frank Gleeson, retail director, Topaz\r\n-Ramon Kuijpers, international key accounts manager, Reemtsma Cigarettenfabriken GmbH, an Imperial Tobacco Group company\r\n-Don Longo, editor-in-chief, Convenience Store News & Single Store Owner\r\n-Dan Munford, managing director, Insight Research\r\n-Stephanie Rice, founder of Rice Retail Marketing\r\n-Jeff Rogut, executive director at the Australasian Association of Convenience Stores\r\n-Fiona Briggs, editor, Global Convenience Store Focus and Erin Pressley, editor NACS Magazine, will co-chair the judging panel.\r\n\r\nThe 2012 International Convenience Retailer of the Year Award was launched in December 2011 and is now inviting entries from leading convenience and forecourt retailers around the world.\r\n\r\nRetailers are required to submit documentation based on a number of key criteria and supply photographic and/or video evidence (for further information visit please visit: Entry Form\r\n\r\nIn the first stage of the judging process, the judges will review the entries to produce a shortlist of retailers. The shortlist will be featured on Global Convenience Store Focus and readers will be invited to vote for their favourite format online.\r\n\r\nOur expert panel will also be judging the new award category in 2012, focused on product availability.\r\n\r\nImperial Tobacco is also sponsoring this new award, which will look to benchmark and highlight global best practices in the development of better resource, behaviours and processes in the last five yards of convenience retail. Both retailers and suppliers will be able to enter case studies for this award, and the winner will be decided by the judging panel, rather than an internet vote.\r\n\r\nAnnouncing the judging panel, Insight managing director, Dan Munford, said: “We are delighted to have established such an experienced and international panel of convenience expertise. We are delighted to welcome on board Frank Gleeson from Topaz, the winner of the 2011 Award; and Jeff Rogut from the AACS.\r\n\r\n“Our judges have an in-depth knowledge and understanding of the convenience sector and they represent some of the leading global convenience store markets. Their input will help to ensure the shortlisted entries in the 2012 International Convenience Retailer of the Year Award and new Product Availability Initiative will be truly world class.”\r\n\r\nPrevious winners of international convenience awards, sponsored by Insight and NACS, have included Tesco Express Environment Store and Spar Ireland’s Eurospar format.\r\n\r\nIn 2009 readers of Global Convenience Store Focus voted Spar China as their winner of the award. The Spar Hongtu store in Dongguan City, Guangdong Province, is independently owned by the Hu Family.\r\n\r\nIn 2010, Applegreen, Ireland’s leading independent forecourt retailer, won the readers’ vote from an impressive shortlist; while rival forecourt Topaz scooped the crown in 2011 for its state-of-the-art forecourt opened in partnership with McDonald’s. Morrisons’ new convenience format, M-local, was highly commended.\r\n\r\n<a href=\"http://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201202&this_page=2\" target=\"_blank\">http://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201202&this_page=2</a>', 'Insight announces expert judging panel for 2012 International Convenience Retailer of the Year Award', '', 'publish', 'open', 'open', '', 'insight-announces-expert-judging-panel-for-2012-international-convenience-retailer-of-the-year-award', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/insight-announces-expert-judging-panel-for-2012-international-convenience-retailer-of-the-year-award', 0, 'thinking', '', 0),
(1705, 1, '2012-01-31 15:34:14', '2012-01-31 15:34:14', '<p>Walgreens continues efforts to innovate its retail stores with the latest addition of Fro-Yo frozen yogurt bars at Duane Reade in New York. \r\nThe renovated Duane Reade located at Broadway and 52nd Street reopened this week with the chain’s first self-serve frozen yogurt bar. UpMarket Fro-Yo is part of Duane Reade’s plan to become a total health, beauty and daily living destination, according to Duane Reade president, Joe Magnacca.\r\n\r\nThe UpMarket brand debuted last year at Duane Reade’s 40 Wall Street location with a sushi bar and juice bar. The addition of frozen yogurt is a continuation of the chain’s strategy to develop neighborhood-centric niche offerings and part of parent company Walgreen’s efforts to reinvent the drugstore experience.\r\n\r\nWalgreen’s opened a flagship store in Chicago in January featuring UpMarket offerings including the Fro-Yo self serve frozen yogurt bar. Other store features include a juice bar and fountain for made-to-order smoothies and milkshakes, fresh hand-rolled sushi and sashimi prepared daily, and hundreds of fresh food items including produce and on-the-go meal options such as wraps, sandwiches and salads.\r\n\r\nThe store also features a Coca-Cola Freestyle machine capable of dispensing 130 varieties of Coca-Cola fountain drinks, a selection of more than 700 wines positioned to pair with artisan cheeses and an assortment of specialty meats and chocolates are also featured. A “LOOK Boutique” beauty department featuring dozens of prestige and niche cosmetic, skincare and hair care brands not typically found in drugstores and staffed with trained beauty advisors. And a nail bar offers professional manicures, and eyebrow shaping and other grooming services.\r\n\r\nThese efforts are being carried over to Duane Reade, which Walgreen’s acquired in 2010. Since then, the chain has expanded Duane Reade’s Good & Delish store brand, now carried at both chains, and relaunched Walgreen’s Deerfield brand under the Nice! store label. Nice! is now carried at both Walgreen’s and Duane Reade stores.\r\n\r\nIn New York, Fro-Yo greets shoppers at the entrance to the store across from the UpMarket Sushi and Juice bars and, through sophisticated design cues, instantly communicates a convenient destination and fast, fresh new alternative for discerning New Yorkers. The modern design was created by CBX, which also helped design Duane Reade’s signature private label strategy and package design system.\r\n\r\n\r\nThe curved space with machines canted at a 45-degree angle makes the flow and pedestrian traffic fluid and easy to navigate. The organic shape of the machines mimics the swirl of the frozen yogurt while a green accent subway tile leads customers through the entire journey with style from cup pick up to flavor choice and topping.\r\n\r\n\r\nUpMarket Fro-Yo serves eight flavors of frozen yogurt along with a variety of toppings at a price of $5.99 per cup.\r\n\r\n<a href=\"http://www.storebrandsdecisions.com/news/2012/01/31/duane-reade-expands-upmarket-offerings-with-fro-yo\" target=\"_blank\">http://www.storebrandsdecisions.com/news/2012/01/31/duane-reade-expands-upmarket-offerings-with-fro-yo\r\n</a>', 'Duane Reade Expands UpMarket Offerings With Fro-Yo', '', 'publish', 'open', 'open', '', 'duane-reade-expands-upmarket-offerings-with-fro-yo', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/duane-reade-expands-upmarket-offerings-with-fro-yo', 0, 'thinking', '', 0),
(1706, 1, '2012-01-17 15:38:46', '2012-01-17 15:38:46', '<p>The History Channel’s “Modern Marvels” makes clear in a new episode on the convenience-store phenomenon that there is much more to America’s go-to pit stops than just coffee, soda, snacks and hot dogs.\r\nIndeed, convenience stores are carefully designed for maximum speed and efficiency, explained Joseph Bona, president of the retail division for global branding firm CBX, in on-camera interviews for the hour-long program.\r\n\r\n“The successful development of any store starts with the layout,” said Bona, who has designed convenience stores for more than 30 years, often relying on a zoning system that maximizes impulse-buying while also making the shopping experience as quick and easy as possible. Such innovations, according to the program, have been responsible for the c-store industry’s impressive track record in recent years. Today, there are more than 144,000 stores across the country, with the sector accounting for about one out of every $23 spent in the U.S. in a given day.\r\n\r\nBusiest from 6 a.m. to 9 a.m., c-stores are a symphony of coordination—built for speed, designed to influence customers, constantly on guard for crime and equipped to stop it, the show explains. During the morning rush alone, U.S. c-stores sell about 11 million cups of coffee, along with millions of doughnuts, bagels, breakfast biscuits and other items. The average customer visit, however, lasts only 3.5 minutes. To make this happen in clockwork fashion, c-store companies in North America and abroad have relied on Bona’s design expertise for decades. During the program, Bona told viewers about some of the important principles of good c-store layout, such as specific zones designed to help customers get their bearings, to encourage them to make impulse purchases or to help them find everyday items like the morning newspaper.\r\n\r\nDuring the show, Bona appeared at a metro New York area 7-Eleven store (which was not designed by CBX), where he walked viewers through some of these features. In a typical convenience store, he noted in the program, the design of the coffee service area makes it possible to sell hundreds of cups of coffee in a given day with a minimum of wait time for customers. “It’s like a production line,” Bona said. “Somebody comes in, they grab a cup, get their coffee, add their cream and sugar, and then they’re able to move out of the way.”\r\n\r\nExplaining that a third of a c-store’s sales can come from cold beverages, Bona pointed out that coolers are deliberately placed farthest from the door, which helps drive traffic through the store. Even subtle details like the location of a cooler’s door hinges can make a big difference in directing how customers move through the space, he explained.\r\n\r\nLikewise, the visual experience in any store is critically important. “People buy with their eyes,” Bona said, in describing what he called the “Impulse Zone,” an area of the store stocked with common impulse purchases.\r\n\r\nWhile the featured 7-Eleven store offers about 5,000 different items, its total selling area amounts to only about 1,600 square feet. Certain merchandising principles help maximize the efficiency of this diminutive space, Bona explained. “One of the important things is putting like things together,” he noted.\r\n\r\nThe show, which covers everything from the history of 7-Eleven’s Slurpee to recent innovations in convenience store security, is downloadable from iTunes. To watch the program online, visit: <a href=\"http://www.history.com/shows/modern-marvels/videos/modern-marvels-convenience-stores#modern-marvels-convenience-stores\" target=\"_blank\">http://www.history.com/shows/modern-marvels/videos/modern-marvels-convenience-stores#modern-marvels-convenience-stores</a> ', 'Veteran Designer Joseph Bona shares trade secrets with viewers of TV’s ‘Modern Marvels’.', '', 'publish', 'open', 'open', '', 'veteran-designer-joseph-bona-shares-trade-secrets-with-viewers-of-tvs-modern-marvels', '', '', '2018-09-27 17:42:13', '2018-09-27 17:42:13', '', 0, 'http://cbx.cappendev.com/thinking/16/veteran-designer-joseph-bona-shares-trade-secrets-with-viewers-of-tvs-modern-marvels', 0, 'thinking', '', 0),
(1707, 1, '2012-01-13 15:44:30', '2012-01-13 15:44:30', '<p><strong>CBX designer featured on History Channel\'s Modern Marvels</strong>\r\nNEW YORK -- Convenience stores might not top the average person\'s list of marvelous technological achievements, but as The History Channel\'s Modern Marvels makes clear in an episode on the c-store phenomenon, there is much more to America\'s go-to pit stops than coffee, soda, snacks and hot dogs. These remarkable profit centers are carefully designed for maximum speed and efficiency, said Joseph R. Bona, president of the retail division for global branding firm CBX, who is featured in on-camera interviews for the recently aired program.\r\n\r\n<a href=\"http://www.youtube.com/watch?v=YEh2_PiVL_0&feature=g-u-u\" target=\"_blank\">(Click here to watch the full episode.)\r\n</a>\r\n\r\n\"The successful development of any store starts with the layout,\" said Bona, who has designed convenience stores for more than 30 years, often relying on a zoning system that maximizes impulse-buying while also making the shopping experience as quick and easy as possible. Such innovations, the program said, have been responsible for the c-store industry\'s impressive track record in recent years.\r\n\r\nToday, there are more than 144,000 stores across the country, with the sector accounting for about one out of every $23 spent in the United States in a given day.\r\n\r\n\r\nJoseph Bona\r\nBusiest from 6:00 to 9:00 a.m., c-stores are a \"symphony of coordination\"--built for speed, designed to influence customers, constantly on guard for crime and equipped to stop it, the show said. During the morning rush alone, U.S. c-stores sell about 11 million cups of coffee, along with millions of donuts, bagels, breakfast biscuits and other items. The average customer visit, however, lasts only 3.5 minutes.\r\n\r\nBona revealed some of the important principles of good c-store layout, such as specific zones designed to help customers get their bearings, to encourage them to make impulse purchases or to help them find everyday items like the morning newspaper.\r\n\r\nBona appeared at a metro New York area 7-Eleven store (which was not designed by CBX), where he walked viewers through some of these features. In a typical c-store, he said, the design of the coffee service area makes it possible to sell hundreds of cups of coffee in a given day with a minimum of wait time for customers. \"It\'s like a production line,\" Bona said. \"Somebody comes in, they grab a cup, get their coffee, add their cream and sugar, and then they\'re able to move out of the way.\"\r\n\r\nExplaining that a third of a c-store\'s sales can come from cold beverages, Bona pointed out that coolers are deliberately placed farthest from the door, which helps drive traffic through the store. Even subtle details like the location of a cooler\'s door hinges can make a big difference in directing how customers move through the space, he said.\r\n\r\nLikewise, the visual experience in any store is critically important. \"People buy with their eyes,\" Bona said, in describing what he calls the \"impulse zone,\" an area of the store stocked with common impulse purchases.\r\n\r\nWhile the featured 7-Eleven store offers about 5,000 different items, its total selling area amounts to only about 1,600 square feet. Certain merchandising principles help maximize the efficiency of this diminutive space, Bona said. \"One of the important things is putting like things together.\"\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, it 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\n<a href=\"http://www.cspnet.com/news/technology/articles/bona-fide-c-store-expert-reveals-industry-secrets\" target=\"_blank\">http://www.cspnet.com/news/technology/articles/bona-fide-c-store-expert-reveals-industry-secrets</a>', 'Bona Fide C-Store Expert Reveals Industry \'Secrets\'', '', 'publish', 'open', 'open', '', 'bona-fide-c-store-expert-reveals-industry-secrets', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/bona-fide-c-store-expert-reveals-industry-secrets', 0, 'thinking', '', 0),
(1708, 1, '2012-01-16 17:38:44', '2012-01-16 17:38:44', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/10/121611_DuaneReade_BroadwayNY_005.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/121611_DuaneReade_BroadwayNY_005.jpg\" alt=\"\" title=\"121611_DuaneReade_BroadwayNY_005\" width=\"590\" height=\"393\" class=\"alignnone size-full wp-image-4886\" /></a>\r\nDrug Store News kicked off Friday morning with a firsthand look at the transformed Duane Reade store nestled in the vibrant neighborhood of 52nd and Broadway.\r\n\r\nTo better reflect the needs of the neighborhood, which is brimming largely with tourists and business tourists, Duane Reade transformed the former 3,100-sq.-ft. Duane Reade Express store into an impressive 20,000- sq.-ft. health, beauty and daily living destination.\r\n\r\nThe two-level location now features a pharmacy, which is powered by the Walgreens Pharmacy Network; a Duane Reade Look Boutique; and a unique fresh food, beverage and snack offering.\r\n\r\nPrior to an official ribbon-cutting ceremony on Friday morning, Scott McCulloch, senior director of merchandising at Duane Reade, led a store tour. The tour began on the store’s main level and highlighted several services never before seen in a Duane Reade, including the debut of the Fro-Yo Bar, Freezee Station for slushies and a Good & Delish oatmeal station. The store also features several popular offerings first introduced in the chain’s 40 Wall St. flagship store, such as in-house prepared sushi and the Juice Market.\r\n\r\nDownstairs shoppers will find the powered-by-Walgreens pharmacy and a Duane Reade Look Boutique, which has several new beauty collections, such as French beauty brand Le Couvent des Minimes and skin care line Minus 417.\r\n\r\nFollowing the store tour, there was an official ribbon-cutting ceremony and the donation by Duane Reade to the Susan G. Komen for the Cure foundation in support of the work they do to fight breast cancer. Attending the ceremony was public advocate Bill de Blasio for the City of New York and Susan G. Komen for the Cure CEO, Dara Richardson-Heron.\r\n\r\n<a href=\"http://mypbrand.com/2011/12/19/the-duane-reader-nice/\" target=\"_blank\">http://mypbrand.com/2011/12/19/the-duane-reader-nice/</a>', 'Duane Reade store introduces Fro-Yo Bar, Freezee and Oatmeal Station - Part 1', '', 'publish', 'open', 'open', '', 'duane-reade-store-introduces-fro-yo-bar-freezee-and-oatmeal-station-part-1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/duane-reade-store-introduces-fro-yo-bar-freezee-and-oatmeal-station-part-1', 0, 'thinking', '', 0),
(1709, 1, '2012-01-04 17:47:59', '2012-01-04 17:47:59', '<p> See where CBX comes in at on Inc.com\'s list of the \"Top Companies in New York 2011.\" \r\n<a href=\"http://www.inc.com/inc5000/list/2011/state/ny/300/state/\" target=\"_blank\">http://www.inc.com/inc5000/list/2011/state/ny/300/state/</a></p>', 'Top Companies in New York on the 2011 Inc. 5000', '', 'publish', 'open', 'open', '', 'top-companies-in-new-york-on-the-2011-inc-5000', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/top-companies-in-new-york-on-the-2011-inc-5000', 0, 'thinking', '', 0),
(1710, 1, '2012-10-11 18:24:44', '2012-10-11 18:24:44', '<p>Well-executed branding strategies for Private Brands can help convenience stores set themselves apart, bolster shopper loyalty, improve price perception and, ultimately, boost their bottom lines. And yet the industry still has a long way to go when it comes to taking full advantage of private label’s powerful potential, said Todd Maute, a partner in the global branding firm CBX, during a panel discussion at the National Association of Convenience Stores (NACS) annual expo and convention.\r\nThe NACS Show, held October 7-10 at the Las Vegas Convention Center, highlights products and services for the convenience and fuel retailing industry and is one of the top 50 trade shows in the United States, according to the Trade Show News Network.\r\n\r\n“Private label is a hot commodity and is in the news a lot these days,” Maute told the audience during “Private Label Profit Puzzle,” a panel discussion featuring c-store and branding experts which included Maute and three retailers. “But much of its recent growth has been driven by the sluggish economy and is the result of consumers ‘trading down’ in search of better price values.”\r\n\r\nDuring the panel discussion, Maute underscored the need for the industry to adopt a new attitude about private label — one in which companies see Private Brand products, not as lower-tier alternatives to the national brands, but as powerful marketing and branding vehicles in their own right.\r\n\r\n“If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private label brands in the customer’s mind,” he said. “But c-stores can remedy this by standing behind their brands, marketing them with confidence and educating customers that their private label brands really are worth buying.”\r\n\r\nIn the grocery and big-box discount sectors, Maute explained, smart retailers like Safeway, HEB, Target and Walmart are making much more of their private label brands. But while c-stores certainly have more limited shelf space and shallower offerings in various product categories, their “captive audiences” ought to translate directly into stronger Private Brand market share, Maute asserted.\r\n\r\n“Let’s say you’re in a hurry, go into a convenience store and cannot find the national brand version of a product you happen to need,” Maute said. “You’ll be perfectly willing to try the c-store’s private label brand, rather than walk out empty-handed. If it happens to be an attractive package, well merchandised, with a high-quality product inside, you’ll buy it again. C-stores are missing out on an opportunity here with products that tend to deliver higher profits for retailers.”\r\n\r\nThe Private Brand veteran drew a sharp-distinction between product-led and brand-led strategies. All too often, c-stores’ strategies are product-led, he explained, which means the attributes of the product itself — whether it is potato chips, soda or motor oil or is a “premium” product versus a “national brand equivalent” — drive the way it is packaged, merchandised and marketed. In a brand-led strategy, by contrast, smart retailers create coherent and appealing Private Brands that become instantly recognizable to consumers. “If the strategy is brand-led, you will innovate and differentiate,” Maute said.\r\n\r\nRetailers with the highest Private Brand market share maintain a laser-like focus on smart advertising and promotion for those brands, up to and including social media, Maute said. They understand that every Private Brand purchase carries with it three distinct impressions on the consumer, he added. “The first is when they see the product on the shelf. The second is when they buy it, and the third is when they actually consume or use it,” he explained. “If you sell 50 million units per year, that translates into 150 million consumer impressions per year. And so the way you package and merchandise your Private Brand products, the way you price them and place them on the shelf can be more powerful than a Super Bowl ad when it comes to shaping customer loyalty and building your overall brand.”\r\n\r\nHow should c-stores go about reorienting their private label strategies? “Start with the fundamentals of good retailing,” Maute advised. “It is all about knowing the customer and understanding the dynamics of your store and your categories. Think of your vendors as partners, not as a mere procurement sources. Merchandise the product like you’re proud of it, which you should be. Promote it and treat it like a national brand, not like a brand alternative.”\r\n\r\n<a href=\"http://mypbrand.com/2012/10/11/stand-behind-your-brands-market-them-with-confidence/\" target=\"_blank\">http://mypbrand.com/2012/10/11/stand-behind-your-brands-market-them-with-confidence/</a>', '“Stand Behind Your Brands, Market Them With Confidence”', '', 'publish', 'open', 'open', '', 'stand-behind-your-brands-market-them-with-confidence', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 0, 'http://cbx.cappendev.com/thinking/16/stand-behind-your-brands-market-them-with-confidence', 0, 'thinking', '', 0),
(1711, 1, '2012-10-10 18:26:48', '2012-10-10 18:26:48', '<p>Well-executed branding strategies for private label products can help convenience stores set themselves apart, bolster shopper loyalty, improve price perception and, ultimately, boost their bottom lines. And yet the industry still has a long way to go when it comes to taking full advantage of private label’s powerful potential, said Todd Maute, a partner in the global branding firm CBX, during a panel discussion Sunday at the National Association of Convenience Stores (NACS) annual expo and convention in Las Vegas.\r\n“Private label is a hot commodity and is in the news a lot these days,” Maute told the audience during “Private Label Profit Puzzle,” a panel discussion featuring c-store and branding experts from four national firms. “But much of its recent growth has been driven by the sluggish economy and is the result of consumers ‘trading down’ in search of better price values.”\r\n\r\nDuring the panel discussion, Maute underscored the need for the industry to adopt a new attitude about private label—one in which companies see private label products, not as lower-tier alternatives to the national brands, but as powerful marketing and branding vehicles in their own right.\r\n\r\n“If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private label brands in the customer’s mind,” he said. “But c-stores can remedy this by standing behind their brands, marketing them with confidence and educating customers that their private label brands really are worth buying.”\r\n\r\nIn the grocery and big-box discount sectors, Maute explained, smart retailers like Safeway, H-E-B, Target and Walmart are making much more of their private label brands. But, while c-stores certainly have more limited shelf space and shallower offerings in various product categories, their “captive audiences” ought to translate directly into stronger private label market share, Maute noted.\r\n\r\n“Let’s say you’re in a hurry, go into a convenience store and cannot find the national brand version of a product you happen to need,” Maute said. “You’ll be perfectly willing to try the c-store’s private label brand, rather than walk out empty-handed. If it happens to be an attractive package, well merchandised, with a high-quality product inside, you’ll buy it again. C-stores are missing out on an opportunity here with products that tend to deliver higher profits for retailers.”\r\n\r\nThe private label branding veteran drew a sharp-distinction between product-led and brand-led strategies. All too often, c-stores’ private label strategies are product-led, he explained, which means the attributes of the product itself—whether it is potato chips, soda or motor oil or is a “premium” product vs. a “national brand equivalent”—drive the way it is packaged, merchandised and marketed. In a brand-led strategy, by contrast, smart retailers create coherent and appealing private label brands that become instantly recognizable to consumers.\r\n\r\n“If the strategy is brand-led, you will innovate and differentiate,” Maute said.\r\n\r\nRetailers with the highest private label market share maintain a laser-like focus on smart advertising and promotion for those brands, up to and including social media, Maute revealed. They understand that every private label purchase carries with it three distinct impressions on the consumer, he added.\r\n\r\n“The first is when they see the product on the shelf. The second is when they buy it, and the third is when they actually consume or use it,” he said. “If you sell 50 million units per year, that translates into 150 million consumer impressions per year. And so the way you package and merchandise your private label products, the way you price them and place them on the shelf can be more powerful than a Super Bowl ad when it comes to shaping customer loyalty and building your overall brand.”\r\n\r\nHow should c-stores go about reorienting their private label strategies? “Start with the fundamentals of good retailing,” Maute said. “It is all about knowing the customer and understanding the dynamics of your store and your categories. Think of your vendors as partners, not as a mere procurement sources. Merchandise the product like you’re proud of it, which you should be. Promote it and treat it like a national brand, not like a brand alternative.”\r\n\r\nThe NACS Show, held at Las Vegas Convention Center, concludes today. The annual show highlights products and services for the convenience and fuel retailing industry.\r\n\r\n<a href=\"http://www.theshelbyreport.com/2012/10/10/expert-urges-c-stores-take-a-savvier-approach-to-private-label/#.UH2nSY7A6pV\" target=\"_blank\">http://www.theshelbyreport.com/2012/10/10/expert-urges-c-stores-take-a-savvier-approach-to-private-label/#.UH2nSY7A6pV</a></p>', 'Expert Urges C-Stores To Take A Savvier Approach To Private Label', '', 'publish', 'open', 'open', '', 'expert-urges-c-stores-to-take-a-savvier-approach-to-private-label', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/expert-urges-c-stores-to-take-a-savvier-approach-to-private-label', 0, 'thinking', '', 0),
(1712, 0, '2018-09-27 16:51:19', '2018-09-27 16:51:19', '', 'BP-petrol-station-in-King-001', '', 'inherit', 'open', 'closed', '', 'bp-petrol-station-in-king-001', '', '', '2018-09-27 16:51:19', '2018-09-27 16:51:19', '', 1562, 'http://cbx.cappendev.com/app/uploads/2018/09/BP-petrol-station-in-King-001.jpg', 0, 'attachment', 'image/jpeg', 0),
(1713, 1, '2012-10-10 12:33:06', '2012-10-10 12:33:06', '<p>LAS VEGAS, NV, Oct 10, 2012 (MARKETWIRE via COMTEX) -- Well-executed branding strategies for private label products can help convenience stores set themselves apart, bolster shopper loyalty, improve price perception and, ultimately, boost their bottom lines. And yet the industry still has a long way to go when it comes to taking full advantage of private label\'s powerful potential, said Todd Maute, a partner in the global branding firm CBX, during a panel discussion Sunday at the National Association of Convenience Stores (NACS) annual expo and convention.\r\n\"Private label is a hot commodity and is in the news a lot these days,\" Maute told the audience during \"Private Label Profit Puzzle,\" a panel discussion featuring c-store and branding experts from four national firms. \"But much of its recent growth has been driven by the sluggish economy and is the result of consumers \'trading down\' in search of better price values.\"\r\n\r\nDuring the panel discussion, Maute underscored the need for the industry to adopt a new attitude about private label -- one in which companies see private label products, not as lower-tier alternatives to the national brands, but as powerful marketing and branding vehicles in their own right.\r\n\r\n\"If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private label brands in the customer\'s mind,\" he said. \"But c-stores can remedy this by standing behind their brands, marketing them with confidence and educating customers that their private label brands really are worth buying.\"\r\n\r\nIn the grocery and big-box discount sectors, Maute explained, smart retailers like Safeway, HEB, Target and Walmart are making much more of their private label brands. But while c-stores certainly have more limited shelf space and shallower offerings in various product categories, their \"captive audiences\" ought to translate directly into stronger private label market share, Maute asserted.\r\n\r\n\"Let\'s say you\'re in a hurry, go into a convenience store and cannot find the national brand version of a product you happen to need,\" Maute said. \"You\'ll be perfectly willing to try the c-store\'s private label brand, rather than walk out empty-handed. If it happens to be an attractive package, well merchandised, with a high-quality product inside, you\'ll buy it again. C-stores are missing out on an opportunity here with products that tend to deliver higher profits for retailers.\"\r\n\r\nThe private label branding veteran drew a sharp-distinction between product-led and brand-led strategies. All too often, c-stores\' private label strategies are product-led, he explained, which means the attributes of the product itself -- whether it is potato chips, soda or motor oil or is a \"premium\" product versus a \"national brand equivalent\" -- drive the way it is packaged, merchandised and marketed. In a brand-led strategy, by contrast, smart retailers create coherent and appealing private label brands that become instantly recognizable to consumers. \"If the strategy is brand-led, you will innovate and differentiate,\" Maute said.\r\n\r\nRetailers with the highest private label market share maintain a laser-like focus on smart advertising and promotion for those brands, up to and including social media, Maute said. They understand that every private label purchase carries with it three distinct impressions on the consumer, he added. \"The first is when they see the product on the shelf. The second is when they buy it, and the third is when they actually consume or use it,\" he explained. \"If you sell 50 million units per year, that translates into 150 million consumer impressions per year. And so the way you package and merchandise your private label products, the way you price them and place them on the shelf can be more powerful than a Super Bowl ad when it comes to shaping customer loyalty and building your overall brand.\"\r\n\r\nHow should c-stores go about reorienting their private label strategies? \"Start with the fundamentals of good retailing,\" Maute advised. \"It is all about knowing the customer and understanding the dynamics of your store and your categories. Think of your vendors as partners, not as a mere procurement sources. Merchandise the product like you\'re proud of it, which you should be. Promote it and treat it like a national brand, not like a brand alternative.\"\r\n\r\nThe NACS Show, held Oct. 7-10 at the Las Vegas Convention Center, highlights products and services for the convenience and fuel retailing industry and is one of the top 50 trade shows in the United States, according to the Trade Show News Network.\r\n\r\n<a href=\"http://www.marketwatch.com/story/expert-urges-c-stores-to-take-a-savvier-approach-to-private-label-2012-10-10\" target=\"_blank\">http://www.marketwatch.com/story/expert-urges-c-stores-to-take-a-savvier-approach-to-private-label-2012-10-10</a>', 'Todd Maute from NACS Show Panel Urges C-Stores to Take a Savvier Approach to Private Label', '', 'publish', 'open', 'open', '', 'expert-urges-c-stores-to-take-a-savvier-approach-to-private-labelcbxs-todd-maute-highlights-marketing-potential-of-private-label-brands-during-nacs-show-panel', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/expert-urges-c-stores-to-take-a-savvier-approach-to-private-labelcbxs-todd-maute-highlights-marketing-potential-of-private-label-brands-during-nacs-show-panel', 0, 'thinking', '', 0),
(1714, 1, '2012-10-09 18:36:44', '2012-10-09 18:36:44', '<p>NEW YORK, NY--(Marketwire - Oct 9, 2012) - Bionic, a division of the family owned, Louisville, Kentucky-based Hillerich & Bradsby Company, is a glove brand that continues to evolve in order to provide the best quality and performance for athletes and non-athletes alike. Parent company Hillerich & Bradsby has a long established commitment to athletes, and is more famously known as the manufacturer of Louisville Slugger baseball and softball equipment.\r\nBionic collaborated with agency partner CBX, a brand agency based in New York, to redesign its logo and tagline, which is used across a variety of media and touch points. Bionic sought to update the look of their brand -- which had originally been developed more than a decade ago -- in order to reflect the overall growth of the company as well as the evolution of its products. Today\'s Bionic line includes gloves specially designed for golf, baseball, tennis, racquetball, fitness and equestrian, as well as for such other pursuits as gardening, driving, and motorcycling. The line also includes gloves for general winter wear and for men and women coping with arthritis.\r\n\r\nCBX realized that a logo on a golf glove is advertising the brand out on the course. It has to be seen from 20 yards away. They were able to create a simplified logo that actually conveyed more to the target consumers. This logo is equal parts the letter \"B\" and a gripping hand silhouette, reinforcing the Bionic name brand while showing, quite literally, the unparalleled grip that is the brand\'s biggest strength.\r\n\r\nThe tagline \"Super. Human. Performance.\" aims to succinctly communicate the more advanced technology associated with Bionic gloves, with the byproduct of that technology being superior performance.\r\n\r\nCBX Chief Creative Officer Rick Barrack, originally from Louisville, remarked, \"Inside, we\'re all athletes. We all want to perform and get results. People look to brands for guidance and confidence. The new Bionic logo visually transforms the brand from being just about gloves to being a sports performance company. It\'ll compete very nicely with the Nikes and Under Armours of the world over time.\"\r\n\r\nThe new logo and tagline better encapsulate the athletic spirit of the brand, in a more modern and iconic way than the previous incarnations. Bionic is gradually rolling out this new identity in the coming months and year.\r\n\r\nAbout CBX: \r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n\r\n<a href=\"http://news.yahoo.com/hillerich-bradsbys-bionic-glove-brand-133000654.html\" target=\"_blank\">http://news.yahoo.com/hillerich-bradsbys-bionic-glove-brand-133000654.html</a>', 'Hillerich & Bradsby\'s \"Bionic\" Glove Brand Gets a New Grip on Positioning for a \"Super. Human. Performance.\"', '', 'publish', 'open', 'open', '', 'hillerich-bradsbys-bionic-glove-brand-gets-a-new-grip-on-positioning-for-a-super-human-performance', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/hillerich-bradsbys-bionic-glove-brand-gets-a-new-grip-on-positioning-for-a-super-human-performance', 0, 'thinking', '', 0),
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(1716, 1, '2012-10-09 19:02:33', '2012-10-09 19:02:33', '<p>LAS VEGAS -- An impressive 85% of consumers purchasing private-label products \"feel good\" about doing so, while only 3% feel \"embarrassed,\" Todd Maute, partner at global branding firm CBX, told a diverse group of retailers attending the \"Private Label Profit Puzzle\" educational session at the 2012 NACS Show in Las Vegas on Sunday.\r\n\"Private label is a hot commodity and is in the news a lot these days,\" he said. But it\'s not all good news.\r\n\r\n\"Much of [private label\'s] recent growth has been driven by the sluggish economy and is the result of consumers \'trading down\' in search of better price values,\" Maute said. \"If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private-label brands in the customer\'s mind.\"\r\n\r\nAccording to Maute, one of the biggest problems is that private-label purveyors are content when private-label offerings are viewed as an \"almost as good\" cheaper alternative to big brand names.\r\n\r\nThe two retailers joining Maute for the session have found private-label success by identifying segments where national brands don\'t necessarily represent the best value as well as developing a private-label offering that strives to exceed the \"big names.\"\r\n\r\n\"We believe national brands are very powerful and are often worth the premium cost--but not always,\" said Bill Nolan, vice president of marketing for Family Express. \"The challenge becomes finding a way to determine the true value of a national brand compared to a private label alternative.\"\r\n\r\nTo make this determination, Nolan said the Valparaiso, Ind.-based convenience chain establishes the \"delta\" of profitability between the cost and power of a national brand verses an alternative product--meaning, if the power of the brand does not justify its cost in the minds of consumers, a private-label product could have the opportunity to outpace the national brand.\r\n\r\nAustin Martin, the senior director of sales and merchandising for the Brentwood, Tenn.-based Mapco c-store chain, revealed that his company looks at the entire category (rather than individual brands) to help determine the best potential for private-label triumph.\r\n\r\n\"We look for \'100% category solutions\',\" he said, defining such categories as ones such as nuts, where there is no clear national brand leader. \"The customer is willing to trade sideways if you\'re providing a premium private-label product at a discounted price.\"\r\n\r\nEven if retailers select a proper channel to offer private-label alternatives, they often do not market or merchandise such products to their full potential.\r\n\r\n\"It\'s not an alternative to a national brand--it\'s a unique choice,\" said Maute. \"Don\'t be afraid to be different. Private label doesn\'t have to mimic other brands.\"\r\n\r\nFor Mapco, such presentation can be as simple as store-level training. \"We have to train operators on what great private-label merchandising looks like,\" Martin said.\r\n\r\nNolan agreed that merchandising is crucial--and shouldn\'t be simplified just because it\'s not a big name brand being showcased. \"We\'re very high on brand positioning: We position our private labels just like a national brand.\" By doing so, Family Express has seen its private labels vastly outpace national brands in terms of both unit growth and gross profit dollars in key categories like water, milk, energy drinks and salty snacks.\r\n\r\n\"Obviously, we\'re very pleased with the types of growth we\'re seeing,\" Nolan said.\r\n\r\nMartin is equally pleased with Mapco\'s numbers: Private label ranks as the company\'s fourth highest sales generator, boasting the second highest profit margin.\r\n\r\n\"Private label has a pretty tremendous value for us,\" he said. \"I believe that every retailer has that opportunity.\"\r\n\r\n<a href=\"http://www.cspnet.com/news/general-merchandise/articles/better-almost-good\" target=\"_blank\">http://www.cspnet.com/news/general-merchandise/articles/better-almost-good</a>', 'Better Than \'Almost As Good:\' Successful retailers of private label eschew comparisons to \"big brands\"', '', 'publish', 'open', 'open', '', 'better-than-almost-as-good-successful-retailers-of-private-label-eschew-comparisons-to-big-brands', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/better-than-almost-as-good-successful-retailers-of-private-label-eschew-comparisons-to-big-brands', 0, 'thinking', '', 0),
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(1718, 1, '2012-10-04 19:06:19', '2012-10-04 19:06:19', 'The remodeled Aloha Island Mart in Kahala won Aloha Petroleum Ltd. and its design firm CBX, the top honor in a nationwide design contest.\r\nThe store\'s design won the \"Sky\'s the Limit Remodel\" category in Convenience Store News magazine\'s annual Retail Design Awards program.\r\n\r\nThe $2 million project involved the demolition and ground-up rebuilding of the store that serves as Aloha Petroleum\'s flagship and design prototype.\r\n\r\nAmong its many features is Hawaii’s first walk-in \"beer cave,\" which also is included in the recently remodeled Kaneohe store.\r\n\r\nThe exterior of the Kahala store is inspired by the plantation-style architecture found throughout the islands.\r\n\r\n<a href=\"http://www.csnews.com/article-personality_by_design-3126.html\" target=\"_blank\">http://is.gd/AlohaPetrolDesignAwd121003\r\n</a>', 'Aloha Petroleum beer cave part of design win', '', 'publish', 'open', 'open', '', 'aloha-petroleum-beer-cave-part-of-design-win', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/aloha-petroleum-beer-cave-part-of-design-win', 0, 'thinking', '', 0),
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(1720, 1, '2012-10-03 19:08:36', '2012-10-03 19:08:36', '<p>NEW YORK, NY--(Marketwire - Oct 3, 2012) - CBX, the strategic branding and retail design consultancy based here, took a top honor in Convenience Store News magazine\'s annual Retail Design Awards program. The firm was recognized for its work with Aloha Petroleum, Ltd., the Hawaii-based gasoline retailer and convenience store operator.\r\nThe winning entry is the Aloha Island Mart located on Waialae Avenue in the Kahala suburb of Honolulu, across from Kahala Mall. CBX won in the \"Sky\'s the Limit Remodel\" category, which included projects with budgets exceeding $250,000. Working with CBX, Aloha embarked in January 2011 on a five-year, $20-million-plus program to refresh and rebrand its Aloha Island Mart c-store chain.\r\n\r\nThe $2 million Kahala project involved the demolition and ground-up rebuild of the store, which would serve as the company\'s flagship location and design prototype. Re-opened in June 2011, the Kahala project represents the full scope of CBX\'s design assignment for Aloha, which included the 3,000-square-foot store\'s interior design as well as exterior architectural design, logo, fuel islands and canopy.\r\n\r\nNow in its seventh year, Convenience Store News\' Retail Design Awards program, honors convenience retailers who have created the most exciting, innovative and shopper-friendly looks for their stores. Entries are judged on innovation, creativity and the positive impact of the overall design on the business.\r\n\r\nCommenting on the project in its September 2012 issue, Convenience Store News noted: \"The c-store in the Honolulu suburb dated back to 1960 and contained only 750 square feet of main retail space. Despite its small size, this Aloha Island Mart was one of the company\'s highest volume stores.\r\n\r\n\"Today, the overall design taps into the company\'s Hawaiian roots: the store\'s exterior mimics the iconic plantation-style architecture found throughout the islands. The exterior also prominently displays the restyled Aloha logo on the facade, signage, gas canopy and fuel pumps,\" the magazine continued. \"Stepping inside, the new logo -- a stylized \'A\' floating in a field of watery blue and green -- calls attention to the foodservice areas. An abundance of natural light from the glass wall entrance and a series of bowl-shaped galvanized metal pendant lights contribute to the historic design aesthetic. In addition, an open ceiling emphasizes and enhances the store\'s open layout.\" Other design features include Oahu\'s first walk-in beer cave.\r\n\r\nThe magazine goes on to note that, at the suggestion of customers, Aloha added restrooms inside the store and, for the benefit of runners and bicyclists, doubled the number of water fountains outside the building.\r\n\r\nAloha was one of eight convenience stores from around the U.S. recognized in the September issue for outstanding store design and innovation. Winners and honorable mentions were named in categories for Best Original Store Design, Best Interior Design, Sky\'s the Limit Remodel and Best Mid-Budget Remodel. The competition also includes winners in specialty categories such as Best Foodservice Presentation and Best International Store Design.\r\n\r\nAbout Aloha Petroleum, Ltd.\r\n\r\nAloha Petroleum, Ltd. is an independently owned and locally operated fuel marketer/distributor and convenience store operator, with a history that dates back to the early 1900s. Aloha is the largest retail gasoline marketer in the state of Hawaii and was recently ranked 9th among Hawaii\'s Top 20 companies by Hawaii Business magazine. Currently, Aloha Petroleum serves Hawaii with more than 100 Aloha, Shell, and Mahalo branded retail fuel locations on the islands of Oahu, Maui, Kauai, and Hawaii (the Big Island).\r\n\r\n\r\n<a href=\"http://www.businessreviewusa.com/press_releases/cbx-takes-convenience-store-news-top-remodel-award-for-aloha-petroleum-in-hawaii\" target=\"_blank\">http://www.businessreviewusa.com/press_releases/cbx-takes-convenience-store-news-top-remodel-award-for-aloha-petroleum-in-hawaii</a>', 'CBX Takes Convenience Store News\' Top Remodel Award for Aloha Petroleum in Hawaii', '', 'publish', 'open', 'open', '', 'cbx-takes-convenience-store-news-top-remodel-award-for-aloha-petroleum-in-hawaii', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-takes-convenience-store-news-top-remodel-award-for-aloha-petroleum-in-hawaii', 0, 'thinking', '', 0),
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(1722, 0, '2018-09-27 16:51:22', '2018-09-27 16:51:22', '', 'medicinessansfrontiers', '', 'inherit', 'open', 'closed', '', 'medicinessansfrontiers', '', '', '2018-09-27 16:51:22', '2018-09-27 16:51:22', '', 1569, 'http://cbx.cappendev.com/app/uploads/2018/09/medicinessansfrontiers.jpg', 0, 'attachment', 'image/jpeg', 0),
(1723, 1, '2011-12-28 15:10:44', '2011-12-28 15:10:44', '<p>JERSEY CITY, N.J. -- Industry insiders have known it for decades and now so does the rest of the world: convenience stores are modern marvels.\r\nConvenience stores took center stage on The History Channel\'s \"Modern Marvels\" Monday night. And as the narrator explained c-stores are \"America\'s go-to pit stops -- catering to our cravings, quenching our thirsts.\" But what many viewers did not realize is that convenience stores are about more than coffee, cigarettes and snacks. \"These retail powerhouses take in one of every $23 spent each day in the U.S.,\" the narrator added.\r\n\r\nFeatured in the Dec. 26 episode were several big-named chains like Wawa, QuickChek and 7-Eleven. The show also spotlighted stores that are lesser-known on the national scene like Hutch\'s convenience stores and travel centers found mostly in Oklahoma, and Ma & Pa\'s Grocery Express in Fond du Lac, Wis.\r\n\r\nThe episode begins where every c-store operator\'s day begins: 6 a.m. or \"zero hour,” explaining the next three hours will be the busiest in a c-store\'s day. During the morning rush, the narrator said, \"convenience stores coast to coast sell more than 11 million cups of coffee.\" Add to it millions of doughnuts, bagels, muffins and breakfast biscuits, and customers spend $1.7 billion in convenience stores each day, the show added.\r\n\r\nThe main reason for such outstanding business: c-stores are fast. The average convenience store visit takes 3 ½ minutes compared to 41 minutes in the typical grocery store, the show explained.\r\n\r\nAnd the layout of a store has a lot to do with speeding up the visit. As architect Joseph Bona, president of the retail division at CBX, explained, a convenience store -- regardless of size -- should be divided into three zones. Zone one (nearest the entrance) is the decompression zone. Zone two is the impulse zone and zone three (furthest from the entrance) is the destination zone.\r\n\r\nIn addition to exploring the day-to-day operations of convenience stores -- from stocking inventory to security measures -- the show also highlighted the history and threw in some interesting facts about such c-store staples as the Slurpee (the most well-known name of the flavored frozen beverage), beef jerky and the lottery.\r\n\r\nFor example, what most viewers probably did not know is that the owner of a small Kansas convenience store invented the predecessor to the Slurpee by accident in the 1950s. It seems the store\'s fountain machine was broken one hot summer day so the owner put several bottles of Coca-Cola in the freezer and the customers loved the slushy concoction that resulted.\r\n\r\nBeef jerky, another favorite item in any c-store dates back to the late 1880s, according to the episode. But it is also out of this world, so to speak: the smoked beef snack is a favorite among astronauts in space, it added.\r\n\r\nAs for dreams of hitting rich, lottery sales have also made winners of convenience stores, the show added. At least $30 billion is spent on lottery tickets in c-stores annually. And the luckiest place to buy a lottery ticket in the United States? Fond du Lac, Wis. The town sells the most winning tickets in the country, according to the show, with more than $500 million worth of winning tickets purchased in just five stores along a stretch of road called The Miracle Mile.\r\n\r\nSpecifically, Ma & Pa\'s Grocery Express sells about 1.5 million tickets a year and has sold more than $273 million in winning tickets since 1994. Of those winning tickets, four topped $1 million. \"Luck gravitates here,\" one customer said.\r\n\r\nConvenience stores began their journey as a modern marvel in 1927 when Johnny Green operated a Southland Company icehouse in Dallas. The store originally sold blocks of ice to customers before modern refrigerators became a household must. He was open from 7 a.m. to 11 p.m. and his store soon turned into a gathering place for the community. Green soon added milk, bread and eggs to his product mix. Within a few years he added several other icehouses to his portfolio before rebranding his chain of stores 7-Eleven in 1946.\r\n\r\nBut what lies ahead for the industry? According to \"Modern Marvels\" it could be fully automated stores like SmartMart in Memphis, Tenn. Or perhaps Pops convenience store in Arcadia, Okla. The Route 66 store not only features more than 600 different flavors of soda from 17 different countries, but it also features a 66-foot high pop bottle out front. Since opening in 2007, Pops has become a gathering place for people. Sound familiar?\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-convenience_stores_go_prime_time-60174.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-convenience_stores_go_prime_time-60174.html</a>', 'Convenience Stores Go Prime Time', '', 'publish', 'open', 'open', '', 'convenience-stores-go-prime-time', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/convenience-stores-go-prime-time', 0, 'thinking', '', 0),
(1724, 1, '2011-12-06 15:12:36', '2011-12-06 15:12:36', '<p><strong>Del Monte Pet Products plays up the bond between pets and their owners in the packaging for a new line of home-style dog treats.</strong>\r\nThe cherished relationship between “pet parents” and their canine “kids” is the focus of packaging graphics for Del Monte Pet Products’ new home-style treats for dogs. Made from 100% real jerky, sausage slices, and meatballs, the Milo’s Kitchen line of four treat varieties is packed in a stand-up, resealable pouch, decorated with graphics of pet owners interacting with their dogs, in heart-warming, full-color photography.\r\n  \r\nDel Monte worked with brand agency CBX to fine-tune the positioning and packaging design for Milo’s Kitchen. Through an extensive research process, CBX helped pinpoint the insight that pet parents regard their pets as equal members of the family unit. As such, they want to share the same kind of 100-percent real, nutritious, and flavorful snacks that they themselves would eat.\r\n  \r\n“This revelation became the driver—the distinct ‘a-ha’ moment—behind the development and positioning of a pet snack brand that would allow Del Monte to carve out its share of this burgeoning [pet food and products] market,” says CBX chief creative officer Rick Barrack.\r\n  \r\nIn addition to photography of people embracing their pets, the package design for Milo’s Kitchen includes a round bulls-eye on the package, displaying the 100-percent real quality seal, to reassure consumers of the high-quality ingredients. The light color of the packaging adds to the fresh and natural appeal of the product, as well as boosts its shelf presence on crowded grocery and retailer shelves. A clear window on the front of the bag has been maximized so consumers can see the pet snacks inside. The back panel complements the positioning on the front by telling the story of the brand. \r\n   \r\nMilo’s Kitchen home-style treats are available in small (2.7 to 3.3-oz), medium (10 to 14-oz), and large (15 to 30-oz) bag sizes, depending upon variety, and are sold at large national grocery chains, Walmart, Target, PetSmart, Petco, and other channels selling pet food.\r\n\r\n \r\n<a href=\"http://www.packworld.com/package-design/graphic/family-member-status-dogs-helps-sell-pet-treats\" target=\"_blank\">http://www.packworld.com/package-design/graphic/family-member-status-dogs-helps-sell-pet-treats</a>', 'Family-member status of dogs helps sell pet treats', '', 'publish', 'open', 'open', '', 'family-member-status-of-dogs-helps-sell-pet-treats', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/family-member-status-of-dogs-helps-sell-pet-treats', 0, 'thinking', '', 0),
(1725, 0, '2018-09-27 16:51:22', '2018-09-27 16:51:22', '', 'sustain', '', 'inherit', 'open', 'closed', '', 'sustain', '', '', '2018-09-27 16:51:22', '2018-09-27 16:51:22', '', 1571, 'http://cbx.cappendev.com/app/uploads/2018/09/sustain.jpg', 0, 'attachment', 'image/jpeg', 0),
(1726, 1, '2011-12-01 15:15:31', '2011-12-01 15:15:31', '<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', '', 'publish', 'open', 'open', '', 'u-by-kotex-packaging-distinguishes-itself-with-engaging-graphics-and-bright-colors', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/u-by-kotex-packaging-distinguishes-itself-with-engaging-graphics-and-bright-colors', 0, 'thinking', '', 0),
(1727, 1, '2011-11-17 15:41:20', '2011-11-17 15:41:20', '<p>Marketing a workaday product like antifreeze requires the help of a credible endorser—but boy, has that definition changed...\r\nThe hardworking folks who manufacture the 108 million gallons of antifreeze produced annually in the U.S. have had the same marketing headache for the last 74 years. Most Americans simply don\'t think about antifreeze. (When they do, it\'s probably not about any particular brand of the stuff.)\r\n\r\nEver since 1937, when domestic automakers first poured ethylene glycol down radiator pipes to keep liquid-cooled engines from freezing, drivers have pretty much taken the chemical compound for granted. This is why antifreeze brands have historically devoted a lot of thought to the selection of the right product endorsers--people who can speak to the reliability, efficacy, and overall importance of that iridescent green liquid.\r\n\r\nIn 1947, for the marketers at Prestone, the man for that job was East Orange, N.J., Fire Department Chief Charles A. McGinley, shown in the ad on the right. Did it matter\r\nthat none of the readers of The Saturday Evening Post had any idea who he was? No, it did not. The 61-year-old had been a fire chief for 17 years. His job was to save lives--and he used Prestone to make sure his pumpers started. Enough said.\r\n\r\n\"This was serious stuff; it was heroism,\" observes Rick Barrack, founding partner and chief creative officer of branding firm CBX. \"People in uniform were the celebrated figures of the postwar era. And while you may just be the average motorist, [this ad said] you should trust this product because our stately fire chief here does.\"\r\nNot only does McGinley tell you as much (\"No freeze-ups for my car,\" the gray-haired fire chief proclaims), the ad jabs you with proof of just how important the choice of an antifreeze brand can be. The newspaper clipping in the upper left-hand corner implies, in effect, that 17 people in New Jersey owe their very lives to the fact that McGinley poured Prestone into his trucks.\r\n\r\nBut times change. While Peak antifreeze may have needed a product endorser in 2011 every bit as much as Prestone needed one 64 years ago--and has clearly found one in Nascar driver Danica Patrick, opposite--the chivalrous and noble-minded themes of the postwar era are gone. \"You can apply trust to this new ad insofar as this is a professional race car driver who trusts this product in her car,\" Barrack says. \"But Danica is far from a hero. Does she represent trust and authority? Absolutely not. Yet in this day and age, what\'s it matter? Men like babes. Men like babes who drive fast.\" Another jug of antifreeze--sold!\r\n\r\nA side note: While Patrick is a true national celebrity, Chief McGinley was far from being just an average Jersey guy. Five years after this ad ran, Popular Mechanics devoted an entire article to McGinley for his design of an improved fire truck fitted with lifesaving equipment.\r\n\r\nAlas, Prestone was not mentioned. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-01.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-01.jpg\" alt=\"\" title=\"PERSP-cold-outside-01\" width=\"652\" height=\"536\" class=\"alignnone size-full wp-image-4910\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-02.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-02.jpg\" alt=\"\" title=\"PERSP-cold-outside-02\" width=\"652\" height=\"688\" class=\"alignnone size-full wp-image-4911\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/perspective-baby-its-cold-outside-136494\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/perspective-baby-its-cold-outside-136494</a>', 'Perspective: Baby, It\'s Cold Outside', '', 'publish', 'open', 'open', '', 'perspective-baby-its-cold-outside', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/perspective-baby-its-cold-outside', 0, 'thinking', '', 0),
(1728, 0, '2018-09-27 16:51:23', '2018-09-27 16:51:23', '', 'iStock_teens_texting', '', 'inherit', 'open', 'closed', '', 'istock_teens_texting', '', '', '2018-09-27 16:51:23', '2018-09-27 16:51:23', '', 1572, 'http://cbx.cappendev.com/app/uploads/2018/09/iStock_teens_texting.jpg', 0, 'attachment', 'image/jpeg', 0),
(1729, 1, '2011-11-16 15:46:41', '2011-11-16 15:46:41', '<p>OAK BROOK, Ill. -- A new and occasional feature in Fare Digest, Channel Surfing offers a peek at what\'s on the mind of retailer/operators, consultants and other experts in the foodservice-at-retail industry.\r\nThis week, we’re featuring Joseph Bona, president of retail for New York-based full-service branding firm CBX. Bona is responsible for directing the retail practice at CBX. His work on six continents has given him a unique perspective on global trends and a practical knowledge of how to adapt and respond to local markets. Bona has directed a wide range of initiatives for companies such as Stop & Shop Supermarkets, Pathmark Supermarkets, Chevron, PetroChina, Frito-Lay, Nestle and Petro-Canada.\r\n\r\nFare Digest spoke with Bona about creating an atmosphere as a point of difference, understanding the millennial shopper and the biggest mistake a retailer can make.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/09/JoeB_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/JoeB_web1.jpg\" alt=\"\" title=\"JoeB_web\" width=\"192\" height=\"192\" class=\"alignnone size-full wp-image-1081\" /></a>\r\n\r\nFare Digest (FD): You travel all over, experiencing different retail and foodservice concepts. What has caught your eye recently?\r\nJoseph Bona: Sometimes I think some of the best c-stores are found beyond U.S. borders. That’s not to say there aren\'t a lot of great stores in the U.S.; there are. Pronto highway sites at Copec stations in Chile have great full-serve restaurants, and Applegreen and Topaz in Ireland have both developed world-class motorway sites as well, to name a few.\r\n\r\nFD: What segment of foodservice or retail is most intriguing to you today? What are you paying attention to?\r\nBona: I think it\'s the attention to environment that has really captured my attention, Starting with Starbucks, who defined the retail experience that many are now trying to emulate. Others like Panera Bread and Pret A Manger have led McDonald’s to really reinvent the fast-food dining experience with more of a lounge-like atmosphere, Wi-Fi accessibility and warmer and richer surroundings. With all the attention being focused these days on technology innovations, people still buy with their eyes and the environment is a big motivator of purchase behavior.\r\n\r\nFD: At the recent NACS Show, in your presentation, you said that \"fresh\" is table stakes—a nonnegotiable price of entry in the c-store foodservice game. What are a few key ways operators can deliver freshness cues?\r\nBona: I believe fresh is no longer a point of difference. Consumers today have too many options for finding the fresh-food products they seek, so if you\'re not thinking of fresh, you\'re not even in the game. How you communicate your offer can be an important way to have a fresh dialogue with your customer. Pret A Manger is a great example of prepackaged food; they tell a compelling “fresh” story throughout the store. And if you are preparing made-to-order offers, show it off. This is where layout and design can help to create a bit of theater around the service area.\r\n\r\nFD: What common mistakes do you see in the field for delivering \"fresh\"?\r\nBona: The biggest mistake is overpromising and underdelivering. Stay within what you know and what you do best. Perhaps you can’t be fresh across all areas of your offer, but where you can--like coffee, for example--commit to delivering it as fresh as possible.\r\n\r\nFD: We talk a lot today about understanding the millennial shopper. What to you is the biggest takeaway about how millennials interact with brands?\r\nBona: I think they want the same thing as any group. We are all consumers who have the same or similar needs and desires, but the terms of engagement are radically different--and that is the challenge. How do brands communicate and reach this group in ways that drive loyalty and path to purchase? Technology becomes more of an enabler for these tech-savvy consumers more than any other group, but they still need to eat, they still want convenience and they also want it now.\r\n\r\n<a href=\"http://www.cspnet.com/news/foodservice/articles/going-beyond-fresh\" target=\"_blank\">http://www.cspnet.com/news/foodservice/articles/going-beyond-fresh</a>', 'Going Beyond Fresh: Channel surfing with Joseph Bona, retail-branding expert', '', 'publish', 'open', 'open', '', 'going-beyond-fresh-channel-surfing-with-joseph-bona-retail-branding-expert', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/going-beyond-fresh-channel-surfing-with-joseph-bona-retail-branding-expert', 0, 'thinking', '', 0),
(1730, 1, '2011-10-11 15:53:34', '2011-10-11 15:53:34', '<p>CHICAGO -- As Shakespeare so famously put it centuries ago, \"What\'s in a name?\" Stewart Spinks found out just how much, creating his own brand out of necessity and turning it into opportunity.\r\nSpinks, founder and CEO of The Spinx Co., Greenville, S.C., explained during the 2011 NACS Show session \"What\'s in a Name? The Value of Brand Identity,\" why the Spinx name appears on more than 50 of his stores instead of a major gasoline brand. But first, a little history.\r\n\r\nSpinks started with one store in the \'70s, and the location had to promote a private brand. He couldn\'t get a major brand to supply him because of oil allocations caused by embargoes. After abandoning his first brand, which he deemed \"too generic,\" he developed the Spinx brand and logo, which at the time included a graphic representation of the Egyptian Sphinx. He shorted and changed the name partially because it fit better on signage, and because many brands at the time had an X in their name (such as Texaco and Exxon).\r\n\r\nSpinks rolled out his private brand for another reason: In 2001, the Amoco brand went away. He was highly invested in Amoco, having gone so far as to buy three jobberships. When BP abandoned the name, Spinks had to, too.\r\n\r\n\"Everything we do now carries the Spinx name first,\" he said. That includes the company\'s Fresh on the Go foodservice offering, energy drinks and bottled water, to name a few products.\r\n\r\n\"When you build your own brand, unless you screw up, it\'s not going to be taken away,\" he said.\r\n\r\nEven though the name Spinx resonates and connects with customers in areas of Spinks\' base of South Carolina, it doesn\'t mean as much in other places. So in markets such as North Carolina, Marathon is the primary name on the store.\r\n\r\n\"I\'m not capable of being a national brand,\" Spinks said with a laugh. Even being a regional brand is tough, he said.\r\n\r\nBut Spinx is the No. 1 gasoline brand in his area, which he attributes to how involved the company is with the community, with events such as local marathons, through the Spinx Family Foundation. He believes being a \"family brand\" gives consumers something to identify with, which doesn\'t always happen with a national gasoline brand, he said.\r\n\r\nPrivate branding is not the answer for everyone, though, according to Joe Bona, president of the retail division of CBX, New York. \"It\'s what\'s right for you and your business,\" he said. And even if you advertise a well-known name, \"It\'s not the name on the front door--it\'s the products and services behind that name that build a brand over time.\"\r\n\r\n<a href=\"http://www.cspnet.com/news/corporate/articles/brand-stand\" target=\"_blank\">http://www.cspnet.com/news/corporate/articles/brand-stand</a>', 'Brand Stand Spinks shares how the Spinx name arose, and why it doesn\'t work everywhere', '', 'publish', 'open', 'open', '', 'brand-stand-spinks-shares-how-the-spinx-name-arose-and-why-it-doesnt-work-everywhere', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-stand-spinks-shares-how-the-spinx-name-arose-and-why-it-doesnt-work-everywhere', 0, 'thinking', '', 0),
(1731, 1, '2011-10-18 15:57:19', '2011-10-18 15:57:19', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/10/tomatosauce.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/tomatosauce.jpg\" alt=\"\" title=\"tomatosauce\" width=\"180\" height=\"180\" class=\"alignnone size-full wp-image-4915\" /></a>\r\nWalgreens has unveiled the new store brand Nice! in locales throughout the country. The brand will include more than 400 grocery and household products, all of which the retailer hopes to have on shelves by the end of 2012. CBX developed the bold, clean identity and package design for Nice! Moe Alkemade, Walgreens’ head of private label brands, says the brand will compete with national products because its store brands are “no longer just a value option, but a smart option.” CBX was also recently involved in developing the private label brand for New York drugstore chain Duane Reade — Good & Delish — which was acquired by Walgreens in 2010. Now the largest drugstore chain in the U.S., Walgreens has made a commitment to evolve, consolidate and build its private label business. An integrated marketing campaign is planned to build the Nice! message.\r\n\r\n<a href=\"http://www.gdusa.com/issue_2011/october/news.php\" target=\"_blank\">http://www.gdusa.com/issue_2011/october/news.php</a>', 'CBX Does Nice! Work For Walgreens', '', 'publish', 'open', 'open', '', 'cbx-does-nice-work-for-walgreens', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-does-nice-work-for-walgreens', 0, 'thinking', '', 0),
(1732, 1, '2012-10-11 16:01:09', '2012-10-11 16:01:09', '<p>HONOLULU, Hawaii -- Known on the Hawaiian island as an iconic fuel brand, Aloha Petroleum knew it needed to refresh its more than 40 convenience stores to strengthen its position in the market. The brand has been around since 1907, but was known more for its fuel than its stores. The company wanted to change that image.\r\n\"We want our Aloha Island Mart stores to be a destination, not just an afterthought,\" said Larry Adams, director of sales and marketing at Aloha Petroleum.\r\n\r\nAfter creating a new logo for its proprietary fuel card in 2007, Aloha decided to base its redesign and new company logo on this image and began its refresh by implementing the new look at the forecourt. By November 2010, the first prototype of the new Aloha Island Mart debuted.\r\n\r\n\"We started at the forecourt to signal to the market that something was changing with our brand. Our old image was tired and didn\'t make much of a statement in the market,\" Adams explained. \"We wanted to rethink how we positioned ourselves as a brand and wanted to let customers know we are just as serious with our store offerings as we are about fuel.\"\r\n\r\nThe company also changed the name of its stores from Island Mini Mart to Aloha Island Mart, following a series of focus groups to determine what customers were looking for from the brand and what Aloha needed to provide the community. The goal was to become a leading Hawaiian company that understands the local market, listens to its customers and cares about the community, according to Adams.\r\n\r\nAloha is now acting on a five-year, $20-million plan to upgrade all of its stores to the new image, and so far, construction on five out of its 42-company operated stores is complete. The company is also using the new design for any acquired stores. As of press time, Aloha was evaluating three locations for possible purchase, Gary Altman, general manager of the company-operated stores told CSNews Online.\r\n\r\n\"This whole new imaging and branding gives us a launching pad for the future,\" Adams said. \"We think it strengthens the brand and stands out in the market, and we have even had our competitors tell us that.\"\r\n\r\nThe idea for the new logo started with the redesign of the company\'s proprietary fuel card in 2007. Aloha wanted to create a new image that would symbolize the sun, energy and waves -- all the things seen and associated with the island of Hawaii. At the time, they had no idea it would carry over into the entire redesign of the company\'s logo and stores, which was done by CBX, a branding and retail design consultancy.\r\n\r\n\"When our architecture firm started working with us, they saw the credit card design and decided to move toward incorporating it into the company logo and convenience store design,\" Adams said. \"We call it a blue wave image, even though it\'s a stylized \'A\' for Aloha.\"\r\n\r\nThe company liked the way it looked and incorporated the colors into the building exterior, canopy and interior. Every customer touchpoint -- anywhere they see, hear or interact with Aloha -- now features the new design, from the retail interior and exterior to the fuel trucks and company credit card statement.\r\n\r\nAloha\'s flagship prototype store is in Kahala, and was a total rebuild from the ground up. Previously, the company only used 750 square feet of the property for the c-store, but when they bulldozed this site, the new store became 3,000 square feet. It opened in mid-June in the Honolulu suburb.\r\n\r\nDue to space limitations, however, the majority of locations will use the existing building and walls and then incorporate the new design into it, Altman said.\r\n\r\n\"No matter what size, we will have consistent offerings at all of our stores because we want to deliver consistency to the customer and meet their expectations,\" Adams added.\r\n\r\nThe exterior of the building features horizontal wood siding and a modified double-pitched roof to reflect the surrounding architecture found on the Hawaiian Islands. There is also a floor-to-ceiling glass entrance to present a warm and open feel with natural light, as well as project a safe environment for customers and employees. The company also wanted merchandising visibility so passing traffic and people fueling could see what the stores are offering, said Altman.\r\n\r\nThe new design continues inside the store, where the stylized \"A\" logo repeats on green wallpaper, calling attention to the foodservice section. The overall placement of shelving and aisles changed to create an open feel. Now, refrigerated cases offer fresh food, while dark brown gondolas feature basic pantry offerings. Additionally, the sales counter moved from the front near the entrance to the center of the store.\r\n\r\n\"We moved the sales counter so when the customer walks in, the store seems more spacious and open,\" Altman explained. \"Also, they have to walk past our beverages and fresh food to get there, so it exposes them to what we offer.\"\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-aloha_petroleum_redefines_brand_-59682.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-aloha_petroleum_redefines_brand_-59682.html</a>', 'Aloha Petroleum Redefines Brand', '', 'publish', 'open', 'open', '', 'aloha-petroleum-redefines-brand', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/aloha-petroleum-redefines-brand', 0, 'thinking', '', 0);
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(1733, 1, '2011-10-10 16:03:52', '2011-10-10 16:03:52', '<p>CHICAGO -- In a video montage of retail creativity and business best practices, the 2011 Ideas 2 Go session at the 2011 NACS Show in Chicago this week featured nine retailers, including two operators in Hawaii, a truckstop, a single-store operator, a grocery legend and a few well-known regional chains.\r\nDespite the diversity, all take a different stab at selling fresh food that other retailers can emulate.\r\n\r\nPak-A-Sak\r\n\r\nPak-A-Sak Inc. has made drive-throughs work where other retailers have failed. The retailer acquired two sites in Amarillo, Texas, originally designed as Starbucks drive-throughs and repurposed them to fit a smaller version of its c-stores. As customers queue up in the drive-through lane, they can see the store\'s selection of packaged beverages through large glass windows.\r\n\r\n\"We had to train customers that they get anything in the store, so seeing through the wall helps,\" said vice president Brian McKee.\r\n\r\nAlthough the 1,700-square-feet sites are smaller, they still sell 90% of the SKUs in Pak-A-Sak\'s large stores; 67% of sales are made through the drive-through.\r\n\r\nStew Leonard\'s\r\n\r\nAnother retailer with a slimmed-down offering is Stew Leonard\'s, a four-store grocery chain based in Norwalk, Conn.\r\n\r\nAs president and CEO Stew Leonard Jr. explained, his sites feature around 2,000 SKUs, compared to an average of 80,000 in a traditional supermarket. A bakery section located right at the entrance greets customers with the smells of fresh bread, pies and other baked goods. While cherries are traditionally packaged in bags, Stew Leonard\'s sells them loose and lets customers pick themselves. Another unorthodox move: The grocer encourages mothers to apply for positions at its sites, despite their often constrained schedules.\r\n\r\n\"Your schedule is our schedule,\" said Leonard, noting that these moms excel at customer service and are seasoned food shoppers themselves.\r\n\r\n(See Related Content below for previous CSP Daily Newscoverage.)\r\n\r\nTedeschi Food Shops\r\n\r\nTedeschi Food Shops Inc., a 190-store chain based in Rockland, Mass., transformed a former mattress store into a showcase of fresh food. \"When you first walk in, you see fresh all around,\" said vice president Joe Hamza, noting that the effort is aimed at attracting the female shopper.\r\n\r\nCues include fresh flowers, the smells of bread and brewed coffee, as well as meats being sliced and sandwiches made at the store\'s in-house deli. To help customers in their efforts to stay healthy, signs ask them to inform employees of any food allergies, and prepared foods are labeled clearly with their nutritional content.\r\n\r\n\"The concept of a healthy c-store is an oxymoron today,\" said Peter Tedeschi, president and CEO. \"We need to change that.\"\r\n\r\nNourish Market\r\n\r\nNourish Market has taken that theme to heart, said Karen Sherwood, founder and CEO of the McLean, Va., single-store operator. The shop specializes in home-made prepared foods, and has gotten a boost by catering open houses for local real-estate agents.\r\n\r\nOther offerings include organic wine and gluten-free beer and crackers. \"People are giving up health for the sake of convenience,\" said Sherwood. \"We\'re proving it doesn\'t have to be the case.\r\n\r\nCocoCove\r\n\r\nThe Coco Cove store brand from The Sullivan Family of Cos., Honolulu, also wants to be a destination for fresh food, with its grab-and-go section stocked with bento boxes, made fresh every four hours. A full-blown deli and Asian sushi case serve up premade or custom edibles.\r\n\r\nMeanwhile, at the store\'s salad bar, customers pick their own greens and fixings and have the salad tossed fresh. The entire store has an open, accessible feel thanks to open-air coolers. Even cut fruit has a utensil included in the package to make eating fresh as effortless as possible.\r\n\r\nKwik Trip\r\n\r\nNo stranger to foodservice, Kwik Trip Inc., LaCrosse, Wis., has seen category sales grow 10% each year, according to Steve Loehr, vice president of operations support. The chain is famous for bananas, selling 48 million of them a year, in addition to 6 million apples and 5 million oranges.\r\n\r\nIts latest healthful salvo is a launch of the 500 Club, a program created in partnership with a local hospital chain that highlights all Kwik Trip foodservice offerings that clock in at 500 calories or less.\r\n\r\nRussell\'s Truck & Travel Center\r\n\r\nHealthful living and truckers may not be synonymous, but Russell\'s Truck & Travel Center, Glenrio, N.M., is hoping to make the connection clearer. The site offers a clean destination point for truckers, or \"an oasis in the desert,\" as described by Mark Russell, director of operations. This includes a fresh-fruit program and exercise equipment, along with a lounge and Laundromat. An in-house chapel and a car museum are a couple other unusual attractions.\r\n\r\nOpen Pantry\r\n\r\nOpen Pantry Food Marts of Wisconsin Inc., Pleasant Prairie, Wis., also aims to remake the convenience mold--and attract more female customers--with one of its newest sites.\r\n\r\n\"To find incremental customers, you have to invest,\" said Robert Buehler, president and CEO of the 27-site chain.\r\n\r\nThe high-end store includes 72-inch gondolas, flat-screen TVs above the coolers in lieu of signage, and a beer cave glowing with ice-blue lighting and stocked with a huge microbrewery beer offering. Restrooms also get the high-end, stylized treatment with gleaming granite countertops and hotel quality furnishings.\r\n\r\nAloha Petroleum\r\n\r\nHonolulu-based Aloha Petroleum\'s Aloha Island Mart chain has also used design to make a new convenience statement with a tear-down and rebuild. The 3,000-square-foot site, designed by Joseph Bona of retail branding and design firm CBX, has a Polynesian feel to tie into its tropical surroundings. Tall, loft style ceilings and large windows lend an open feel, and angled gondolas enable customers to more easily navigate the store.As a complimentary service to customers, the site has two water fountains installed outside for local fitness enthusiasts to enjoy.\r\n\r\nRichard Parry, CEO, acknowledged that the store might lose some bottled-water sales, but is more than making up for it with customer loyalty. (See Related Content below for previous CSP Daily Newscoverage.)\r\n\r\nEach of these concepts should serve as inspiration for retailers looking to refresh their own offering. As Leonard with Stew Leonard\'s noted, despite his chain\'s reputation for originality, it is even better at taking a good idea and running with it. That\'s why the \"R&D\" in its R&D department stands for \"retrieve and duplicate.\"\r\n\r\n<a href=\"http://www.cspnet.com/news/corporate/articles/retrieve-duplicate\" target=\"_blank\">http://www.cspnet.com/news/corporate/articles/retrieve-duplicate</a>', '\'Retrieve & Duplicate,\' 2011 edition of NACS Ideas 2 Go features nine fresh takes on convenience', '', 'publish', 'open', 'open', '', 'retrieve-duplicate-2011-edition-of-nacs-ideas-2-go-features-nine-fresh-takes-on-convenience', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/retrieve-duplicate-2011-edition-of-nacs-ideas-2-go-features-nine-fresh-takes-on-convenience', 0, 'thinking', '', 0),
(1734, 1, '2011-10-09 16:07:34', '2011-10-09 16:07:34', '<p>Insight is hosting a retail study tour in conjunction with branding agency, CBX, in New York, 7-8 December 2011.\r\nInsight’s Retail Inspiration Tour is designed to update forward thinking retailers with an insider’s guide to the latest innovations in one of the most vibrant, multi-cultural metropolitan areas in the world.\r\n\r\nNew York has a population of over 8m time pressured, highly demanding, sophisticated and \'hard to please\' consumers. To survive in this place, retailers have got to be really good.\r\n\r\nAs snack food, which bridges the gap between dining in and dining out, continues to build in importance globally, customers are demanding healthier, more exciting options. What works in New York is a good guide to the future elsewhere and Insight’s Inspiration Tour will provide businesses with new ideas and implementable concepts.\r\n\r\nStore tours will be in small groups, each hosted by an expert retail consultant. Feedback workshops will ensure attendees gain the insight and understanding required to relate new concepts to their own businesses, claims Insight.\r\n\r\nThe tours will offer inspiration and an opportunity to experience best practice from brands that are: unique in the fast food category, fresh and inviting and communicate taste and quality.\r\n\r\nThe Inspiration Tour focuses on the following areas:\r\n\r\nOffer: clear communication of offer, healthy cues, indulgent cues\r\nBranding: signage, uniforms\r\nPeople: sampling opportunities, people who can speak knowledgeably about product portfolio, friendly/approachable, customer intimacy/interaction\r\nMerchandising: presentation, fixtures, lighting\r\nStore design: what is unique, how is it inviting, efficiency\r\n\r\n<a href=\"http://www.youtube.com/watch?v=VIjrwFiEexM&feature=player_embedded\" target=\"_blank\">http://www.youtube.com/watch?v=VIjrwFiEexM&feature=player_embedded</a>', 'Insight to host New York Retail Inspiration tour in partnership with CBX', '', 'publish', 'open', 'open', '', 'insight-to-host-new-york-retail-inspiration-tour-in-partnership-with-cbx', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/insight-to-host-new-york-retail-inspiration-tour-in-partnership-with-cbx', 0, 'thinking', '', 0),
(1735, 1, '2011-10-03 19:25:34', '2011-10-03 19:25:34', '<p>CHICAGO -- Today\'s consumers may be difficult to pinpoint, but two things are evident: They interact with food in a way they never have before, and they genuinely want to be connected to a brand.\r\nWith this foundation, Joseph Bona, president of retail for New York-based CBX, dove into his workshop on foodservice design and function at the 2011 NACS Show in Chicago.\r\n\r\nConsumers today want an \"authentic food experience,\" said Bona. They\'re accustomed to more variety, greater selection, fresher ingredients and healthier, tastier choices. The task of the retailer is to craft a connection between their stores and their offerings. That is done through design and branding.\r\n\r\nTo do so, retailers must treat their stores as literal stages from a design perspective, while settling on a brand positioning that is at once highly relevant and differentiated from the rest of the pack.\r\n\r\nBona breaks it into three steps:\r\n\r\nStep One: Capability, Opportunity & Positioning. In this step, a company must determine its own bandwidth, the opportunities in the marketplace and where the two meet.\r\n\r\nBona gave the example of a recent client, Arby\'s. The quick-serve brand sought to reposition itself for long-term growth. Through customer research, current trends and the company\'s capabilities, they created five \"stories,\" or hypothetical branding positions. One focused on the craftsmanship and quality of Arby\'s roast beef sandwich. Another focused on customization and the guest\'s ability to create his or her own experience. A third story spoke of \"a better choice\" and trust in ingredients.\r\n\r\nIn the end, the positioning was boiled down to a single sentiment: \"The food I crave,\" emphasizing the consumer\'s love of Arby\'s roast beef backed by those traits of quality ingredients, craftsmanship and customization.\r\n\r\nStep Two: Curb Appeal & 360-Degree Design. Once a brand has been positioned or repositioned, it\'s time to turn to the store design. It starts with curb appeal, said Bona: How do you get the customer in your store in the first place? Next comes full attention to the interior: placing product with which you want to tell a narrative of your brand up front, using ingredients as display and creating a natural flow through a store.\r\n\r\nThis step also includes touch points beyond physical design. How do your packaging, websites, social media and mobile apps tell a story that is consistent with your initial positioning?\r\n\r\nStep Three: Stay Focused, Stay Flexible. \"It\'s very easy to get discouraged [with foodservice],\" said Bona. \"Food takes time, you\'re changing people\'s habits.\" Particularly for c-store operators who are accustomed to easily projecting sales, foodservice requires a lot of patience. Sit tight, be consistent and stay focused on your initial brand road map.\r\n\r\nAt the same time, be flexible. The foodservice business changes at the drop of a hat, and foodservice companies must constantly be fresh, exciting and relevant. Bona points to McDonald\'s and its recent nimbleness: This massive, global brand changed consumer perception of its coffee by rolling out specialty drinks, appealed to health-conscious consumers with salads and smoothies and stayed relevant with a modernized store design.\r\n\r\nAnd throughout the entire foodservice design and branding process, retailers must always deliver one thing: freshness.\r\n\r\n\"Fresh is table stakes,\" for c-store foodservice today, said Bona. \"If you\'re not fresh, you\'re not in the game.\"\r\n\r\n<a href=\"http://www.cspnet.com/news/foodservice/articles/staging-authentic-food-experience\" target=\"_blank\">http://www.cspnet.com/news/foodservice/articles/staging-authentic-food-experience</a>', '\'Staging\' an Authentic Food Experience', '', 'publish', 'open', 'open', '', 'staging-an-authentic-food-experience', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/staging-an-authentic-food-experience', 0, 'thinking', '', 0),
(1736, 1, '2011-09-27 19:30:39', '2011-09-27 19:30:39', '<p>A state of the art service station in Cashel, Co. Tipperary, which was only opened by Topaz four months ago, has won a leading international retailer award.\r\nThe Cashel site, at Junction 8 on the M8, was awarded the Insight NACS 2011 International Convenience Retailer of the Year Award at a gala ceremony in London last week attended by delegates from 20 countries.\r\n\r\nNACS is the Association for Convenience and Fuel Retailers and represents retailers and suppliers worldwide.\r\n\r\nThe award is seen as particularly significant because of the quality of those competing and the fact it is voted on by suppliers and industry peers. Topaz beat off stiff competition from a short list which included Morrisons M-local from the UK, LS travel retail from France and Shell/7-Eleven from Norway.\r\n\r\nTopaz, the fully Irish owned and managed company only came into existence as a brand in February 2008. The Cashel site is the first of up to 15 motorway sites which the Company plans to build close to the motorway network. Services on offer at the site include a hot food buffet and café, children’s play area, wi-fi internet access, toilets and showers. The site also has a McDonald’s restaurant, which is also a first motorway location for that company.\r\n\r\nEddie O’Brien, Chief Executive of Topaz, said the award was a huge boost for the company generally and Cashel in particular.\r\n\r\n‘This is an acknowledgement by our industry peers from across Europe that the range of services on offer at Cashel, transform the customer experience. This site is our template for future sites close to the motorway network and it is extremely encouraging that our ‘first-born’ has won such a prestigious award. Our aim is to provide five star rest and refueling stops for motorists and winning this award re-enforces our belief that we are on the right track. The judges were impressed with our commitment to our customers, our staff and the community as a whole and that was especially pleasing’ O’Brien said.\r\n\r\nOne of the judges Joe Bona, President Retail Division at CBX a New York based strategic branding company said; ‘Through the integration and use of technology across multiple platforms, from pay at the pump to social media and smart phone apps, Topaz appears to be an innovation leader for the convenience channel’.\r\n\r\nLast year Topaz was crowned Irish Retail Company of the Year at the Retail Excellence Ireland Awards in Galway, while in May it was recognised as one of the Best Large Workplaces in Europe.\r\n\r\n<a href=\"http://www.hgvireland.com/09/27/topaz-cashel-crowned-world-champion/\" target=\"_blank\">http://www.hgvireland.com/09/27/topaz-cashel-crowned-world-champion/</a>', 'Topaz Cashel crowned world champion', '', 'publish', 'open', 'open', '', 'topaz-cashel-crowned-world-champion', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/topaz-cashel-crowned-world-champion', 0, 'thinking', '', 0),
(1737, 1, '2011-09-15 19:34:06', '2011-09-15 19:34:06', '<p>MUST FORM FOLLOW FUNCTION? NOT WHEN REINVENTING AN IMAGE\r\nFor many years, feminine hygiene products — and many of their packages — have been stuck in a white rut. White may imply “clean” and “fresh,” but it’s also “dead boring.” White also carries a medical and sanitary image.\r\n\r\nFast-forward to 2010, when the branding and design team for Dallas-based Kimberly-Clark’s Kotex brand sought a way to increase market share and appeal to Millennials (particularly the subset of young women aged 14-22). Knowing that Millennials are technology-savvy, fashion-conscious but averse to overt marketing, and selfabsorbed but also strongly influenced by their friends, the Kimberly-Clark team worked with New York-based design firm CBX to flip feminine product norms on their head in a new line comprised of products and packaging that looked radically different from anything else on the shelf.\r\n\r\nThe U by Kotex line debuted in the spring of 2010 in paperboard boxes and purse-sized tins with a matte black coating accented with fluorescent colors. Even the plastic wrappers on the individual tampons and pads sport Day-Glo shades. The plastic applicators echo the intense colors, and the pads and liners feature printed patterns. The strategy proved successful. The new products “flew off the shelves,” said design manager Kristi Bryant, and the company won an Effie marketing award for the line.\r\n\r\nDetermined to keep their target market engaged, the U by Kotex team and CBX looked to fashion and cosmetic trends for their next venture: a limited-edition U by Kotex Designer Series. Released this spring and expected to be on store shelves through the end of this month, the series features four brightly colored patterns — “poptimistic,” “boho,” “freestyle,” and “punk glam” — that reflect individual style preferences.\r\n\r\n“We want to continually surprise and delight our customers at every point in the experience, from the outer package to the internal packaging to the product itself,” said Jenn Westemeyer, design director for Kimberly-Clark’s Kotex, Poise, and Depend brands. “We’re giving them the opportunity to customize and personalize their experience with the product, so that it’s almost like an accessory.”\r\n\r\nIn August, the team took its engagement strategy to the next level: crowdsourcing. With the help of fashion designer Patricia Field, U by Kotex launched a “Ban the Bland” contest to solicit new product and package designs. Anyone, regardless of age or gender, can go to the brand’s website and create their own designs for pads, carrying tins, or “inspiration boards” (box designs).\r\n\r\nPackaging Strategies’ Perspective: Though not every product and its packaging may lend themselves to such frequent changes, the U by Kotex evolution should serve as a wake-up call and a reminder of the importance of understanding your target market.\r\n\r\n<a href=\"http://digital.bnpmedia.com/article/Designed+To+Delight/834684/0/article.html\" target=\"_blank\">http://digital.bnpmedia.com/article/Designed+To+Delight/834684/0/article.html</a>', 'Designed To Delight', '', 'publish', 'open', 'open', '', 'designed-to-delight', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/designed-to-delight', 0, 'thinking', '', 0),
(1738, 1, '2011-09-01 19:56:53', '2011-09-01 19:56:53', 'C-stores are being forced to upgrade and drop the \'smokes and Cokes\' image as competition moves into their territory:\r\nThe big gulp you’re hearing these days is not from a 7-Eleven fountain drink. It’s from the management of 7-Eleven itself – and Wawa, Thorntons, Circle K, Cumberland Farms and all the other major convenience store players around the country.\r\n\r\nRead more: <a href=\"http://vmsd.com/content/the-new-convenience?page=0%2C1\" target=\"_blank\">http://vmsd.com/content/the-new-convenience?page=0%2C1</a>', 'The New Convenience', '', 'publish', 'open', 'open', '', 'the-new-convenience', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-new-convenience', 0, 'thinking', '', 0),
(1739, 1, '2011-08-31 20:05:56', '2011-08-31 20:05:56', '<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!', '', 'publish', 'open', 'open', '', 'walgreens-nice', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/walgreens-nice', 0, 'thinking', '', 0),
(1740, 1, '2011-08-29 20:07:37', '2011-08-29 20:07:37', '<p>NEW YORK – Before there is a dazzling store, there has to be a magnificent space. Duane Reade had such a space at 40 Wall Street, and it shows in the chain\'s bold new drug store there.\r\nThe fantastic architectural detail at the lower Manhattan skyscraper — including archways, tall windows and David Rockefeller\'s office fireplace — led to a drug store like no other, says Joe Bona, president of the retail division of New York-based CBX, which designed the 22,000-square-foot unit.\r\n\r\nThe fantastic architectural detail at the lower Manhattan skyscraper — including archways, tall windows and David Rockefeller’s office fireplace — led to a drug store like no other, says Joe Bona, president of the retail division of New York-based CBX, which designed the 22,000-square-foot unit.\r\n\r\n“One of the good things about doing work in the city is that every once in a while you come across spaces that are unique,” says Bona.\r\n\r\nThe 72-story financial district building dates to 1930, and it was the tallest in the world before being overtaken by the Chrysler Building while still being recognized as “the crown jewel of Wall Street.” Its dramatic use of space “made the project that much more fun to work on,” Bona says.\r\n\r\nThe former bank space also happened to have about 8,000 square feet more than a typical Duane Reade, affording the chain an opportunity to pioneer offerings such as a sushi bar, juice bar, fresh food section and “Up Market” dining area. While not a sit-down restaurant, Up Market does allow shoppers to “decompress” with a bite to eat, Bona says.\r\n\r\nThe idea of luxuriating with some gourmet food seems natural at a store with double-height ceilings and windows, he adds. “As you get off the escalator you’ve got this high, dramatic ceiling and four or five archways framing the colonnades both sides of the main space, and it’s just very, very dramatic.” CBX filled the archways with white subway tile “that helped bridge old-world style with new age design in a way that felt seamless and purposeful,” says Bona.\r\n\r\nWhile taking advantage of the details, CBX also adapted them for a 21st century drug store where necessary. To create a nail salon, for example, the fireplace’s heavy oak paneling was replaced with white marble around the mantle, to complement white walls. Recessed cove LED lights for a soft purple glow and a coffered ceiling with a modern crystal chandelier were also added.\r\n\r\nThe new look changed what had the feel of a men’s club to something more appropriate for women, Bona notes. “I would have loved to have kept it as it was, because it was a unique office of a famous person. But, in the end, we were able to transform this area into a modern, welcoming space while retaining the visual impact of the fireplace.”\r\n\r\nOn the other side of the mezzanine, three white marble archways were used to form the walls of a hair salon. Two of the archways occupy their original positions; a third, crafted of similar marble, was carefully removed and relocated to the area in its entirety.\r\n\r\nComplementary faux marble panels were added to fill in where needed to vertically extend the archways and complete the visual story.\r\n\r\n“While there aren’t many opportunities to work in spaces like 40 Wall Street, some of the store’s design components, programs and offerings could be rolled out in neighborhood locations where warranted,,” Bona says. As urban as the outlet seems, Bona sees potential for certain of its elements in the suburbs. He views it as “the convenience store for women,” saying features could work at Main and Main.\r\n\r\n“From a design standpoint and also from an offer standpoint, I actually think it’s a perfect model for the industry. It redefines convenience, because it’s a store where you can get soda, beer, snacks and groceries, including fruits, vegetables and salads, and even some meats. Yet, it’s still a pharmacy and it has what women are looking for in a drug store — namely, the beauty component. You put those things together in a nice setting and if it were on every busy corner in the suburbs it would be a hard store to beat. Put gas pumps out front and who knows? I think it would work anywhere. I believe in Duane Reade as an urban retailer, but I think the idea certainly could reshape the chain drug industry.”\r\n\r\nWhile the chain has become known for striking stores, including outlets designed by CBX on Spring Street in Manhattan and in the Williamsburg section of Brooklyn, Bona says there is a Duane Reade “brand standard” with a strict set of guidelines and rules for a consistent store look and feel.\r\n\r\n“Part of our job is to not get so enamored of the different spaces we’re working with that we’re designing one-off stores. Our job is not to focus on design for the sake of design.” While the design and branding firm has localized outlets with such features as a growler bar in Williamsburg, “by and large what we try and do is maintain the integrity of the brand,” says Bona. A shopper walking into any Duane Reade “should feel almost the same experience,” he explains.\r\n\r\nEven the 40 Wall Street store is divided into color-coded “How I Look,” “How I Feel” and “What I Need Now” sections for beauty, health and convenience products, he notes. ”We use the imagery and graphics in a consistent way no matter what the space.”\r\n\r\nHe credits Duane Reade president Joe Magnacca, who has overseen the chain’s overhaul with such launches as the Look Beauty boutique, with being a major inspiration for the unique offering in the new store.\r\n\r\nCBX’s relationship with Duane Reade started with its work a couple of years back on the chain’s private label packaging design. The line, DR ­Delish, proved so successful that parent company Walgreen Co. adapted it for a chainwide rollout under the Good & ­Delish name. The store brand work led to store design work, resulting in CBX’s design of some 40 units last year. The firm is on track to design a similar number of units this year.\r\n\r\nCBX partner Todd Maute, who directs the firm’s retail and private label business, credits the management of Duane Reade and Walgreens, where Magnacca is president of daily living products and solutions, as being “the most open-minded, quick to execute, and strategic” he has worked with in the industry.\r\n\r\n“It’s unique for a retail organization to define itself based on the marketplace, and act on the dynamics and nuances on a neighborhood by neighborhood basis, as fast as they have,” he says. “Whether it was their private label, or 40 Wall Street, they pushed the envelope, made decisions and executed flawlessly. This store was designed in record time. From concept to completion, the process — including the creation and trademarking of logos and brands and the retrofitting of an extra-large space — took six months. It was a great experience.”\r\n\r\n<a href=\"http://www.chaindrugreview.com/inside-this-issue/news/08-29-2011/the-designers-who-helped-duane-reade-create-a-hit\" target=\"_blank\">http://www.chaindrugreview.com/inside-this-issue/news/08-29-2011/the-designers-who-helped-duane-reade-create-a-hit</a>', 'The designers who helped Duane Reade create a hit', '', 'publish', 'open', 'open', '', 'the-designers-who-helped-duane-reade-create-a-hit', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-designers-who-helped-duane-reade-create-a-hit', 0, 'thinking', '', 0),
(1741, 1, '2011-08-25 20:10:40', '2011-08-25 20:10:40', '<p>Aloha Petroleum, a Honolulu-based gas retailer and convenience store operator, unveiled the first \"ground-up\" version of a new prototype design for its c-store fuel sites that highlights the chain’s local roots. Designed by New York-based CBX, the 3,000-sq.-ft. store and adjoining gas islands opened in mid-June 2011 in the Kahala suburb of Honolulu. \r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/AG-K-N-8854_53_lg_1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/AG-K-N-8854_53_lg_1.jpg\" alt=\"\" title=\"AG-K-N-8854_53_lg_1\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4936\" /></a>\r\n\r\nThe new Aloha features references to historical local architecture. From the horizontal wood siding and a modified double-pitched roof evocative of Hawaiian Mission Style-architecture found throughout the islands, the overall design underscores Aloha’s roots as the only local oil fuel marketer and c-store operator on Oahu, Hawaii Island and Maui.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/AG-8275c_lg_2.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/AG-8275c_lg_2.jpg\" alt=\"\" title=\"AG-8275c_lg_2\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4937\" /></a>\r\n\r\nInside the store, customers will find the stylized “A” from Aloha’s updated logo repeated on green wallpaper that calls attention to food-service areas. Outside, the full logo is found on the façade signage, gas canopy and pumps. The logo’s “A” floats in a field of watery blue accented with green.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-14_lg_3.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-14_lg_3.jpg\" alt=\"\" title=\"Kahala-14_lg_3\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4938\" /></a>\r\n\r\nBuilt with an eye toward easy navigation, the cleanly styled store offers generous aisles, while providing optimal food and beverage display. A refrigerated island case, positioned immediately off the entrance, displays a wide variety of fresh-delivered sandwiches, beverages and other chilled offerings.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-3_lg_4.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-3_lg_4.jpg\" alt=\"\" title=\"Kahala-3_lg_4\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4939\" /></a>\r\n\r\nFreshly prepared foods to-go is an important ingredient in the new Aloha prototype, which recently opened in the Kahala suburb of Honolulu.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-5_lg_5.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-5_lg_5.jpg\" alt=\"\" title=\"Kahala-5_lg_5\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4940\" /></a>\r\n\r\nDark brown gondola fixtures are used to merchandise pantry basics and assorted snacks. The store’s offer is rounded out by a large walk-in-cooler and \"beer cave\" found along the back wall.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-26_lg_6.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-26_lg_6.jpg\" alt=\"\" title=\"Kahala-26_lg_6\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4941\" /></a>\r\n\r\nAloha’s pay point sits opposite the entry along the back wall for increased visibility and to help create an expanded impulse zone. The fixtures’ natural wood tones reinforce the local flavor and heritage of island life. The overall color palette is cool, refreshing and reflective of the islands’ relaxed lifestyle. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-12_cc_7.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-12_cc_7.jpg\" alt=\"\" title=\"Kahala-12_cc_7\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4942\" /></a>\r\n\r\nAloha shoppers will find an abundance of natural light coming from the glass wall entrance, supplemented by a series of bowl-shaped galvanized metal pendant lights, which contribute to the historic design aesthetic. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-32_lg_8.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Kahala-32_lg_8.jpg\" alt=\"\" title=\"Kahala-32_lg_8\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4943\" /></a>\r\n\r\nVarious shades of blue emerge from the refreshed logo to reflect the calm and serenity of the ocean; the green suggests the lushness of the tropics. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/Aloha-logo_lg_8.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/Aloha-logo_lg_8.jpg\" alt=\"\" title=\"Aloha-logo_lg_8\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4944\" /></a>\r\n\r\n<a href=\"http://www.ddionline.com/displayanddesignideas/galleries/supermarket/Aloha-Petroleum-Hon-4959.htm\" target=\"_blank\">http://www.ddionline.com/displayanddesignideas/galleries/supermarket/Aloha-Petroleum-Hon-4959.htm\r\n</a>', 'DDi Project Gallery: Aloha Petroleum, Honolulu', '', 'publish', 'open', 'open', '', 'ddi-project-gallery-aloha-petroleum-honolulu', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/ddi-project-gallery-aloha-petroleum-honolulu', 0, 'thinking', '', 0),
(1742, 1, '2011-08-25 20:21:39', '2011-08-25 20:21:39', '<p><strong>Frozen meals are miracles of convenience—with a dollop of denial</strong>\r\nIf we could please get the sniggers out of the way first, there’s an important thing that needs to be said about TV dinners. They’re unique in the world of branding for exemplifying not one but two separate miracles. In case you’re having a tough time believing that, check out the 1962 and 2011 ads here. The first miracle? Why, technology, of course. The second: a means to achieve an unprecedented level of denial of the first. Hey, good marketing can do that for you.\r\n\r\nA little history might help to start. Frozen foods dropped into compartmented trays for later reheating has been around since the 1940s under brand names like Strato-Plates and Jack Fisher’s FrigiDinners. But it was C.A. Swanson & Sons that would read the market perfectly. In the postwar years, not only were harried moms looking for guiltless disentanglement from the home-cooked meal, but also TVs had replaced the dinner table as the family social locus. (When the ad at right ran in 1962, there were nearly 49 million households in the U.S.—and 90 percent of them had TV sets.) Through a clever melding of food coloring, a metal tray that doubled as cooking caddy and plate, and the literal patenting of the term “TV Dinner,” Swanson let you follow John Glenn into orbit. \r\n\r\nSure, the box called the food “delicious,” but according to branding firm CBX’s chief creative officer and partner Rick Barrack, it was the future you were eating. “The taste profile was secondary to the convenience of taking it out of the box and serving it on a tray,” he says. “TV was full of riches. TV was it. And with TV dinners, you didn’t miss a second.”\r\n\r\nOne Cold War and 49 years later, Stouffer’s is selling frozen dinners just like Swanson did. But witness TV dinner miracle No. 2. While the need to eat, the demand for convenience, and the consumers themselves are virtually unchanged, the marketing is suddenly about hiding everything that 1962’s suburbanites celebrated. A farm has replaced the gingham TV table; the box has virtually disappeared; and the food itself has been artfully heaped on an earthenware plate—handily decamped from the plastic tray it came in. Most remarkable of all, “there’s no reminder that you have to nuke this sucker to make it edible,” Barrack says.\r\n\r\nThe takeaway here is not shame so much as inevitability. We need frozen dinners today every bit as much as we did when JFK was in the White House. But 1962’s better living through aluminum has simply ceded to an ersatz farm tour. What choice had we, really? The first miracle forced the second one on us. “The farmland and fresh-picked vegetables are a cliché,” Barrack says. “But it’s required to deal with the historical baggage we’ve inherited from knowing the truth about frozen entrees.”\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-TVDINNER-2011.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-TVDINNER-2011.jpg\" alt=\"\" title=\"PERSP-TVDINNER-2011\" width=\"652\" height=\"1323\" class=\"alignnone size-full wp-image-4946\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/banquet-box-134320\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/banquet-box-134320\r\n</a>', 'Adweek: Banquet in a Box', '', 'publish', 'open', 'open', '', 'adweek-banquet-in-a-box', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/adweek-banquet-in-a-box', 0, 'thinking', '', 0),
(1743, 1, '2011-08-10 20:38:25', '2011-08-10 20:38:25', '<p>U by Kotex Limited Edition Designer Series Offers Stylish Protection\r\nKimberly-Clark has expanded its U by Kotex line to include the U by Kotex Limited Edition Designer series. This new line features new fashionable box designs meant to reflect a young woman’s personal style.\r\n\r\nThe U by Kotex Limited Edition Designer series includes four different box “personalities”: Poptimistic, Boho, Freestyle and Punk Glam (tampons only). The boxes are marked by bright and bold colors and patterns. For instance, the Punk Glam packagain is black and pink, while the Boho box is a flurry of swirl designs in orange.\r\n\r\nThe design strategy was developed by CBX. The company took inspiration from trends in the beauty and fashion industries as well as major clothing retail stores. According to CBX’s managing partner Gregg S. Lipman, the new designs are targeted at the consumer who wants her style and personality reflected in the brand she chooses. The U by Kotex Limited Edition Designer series essentially creates an “engaging and positive interaction.”\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/122284_1_600.jpeg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/122284_1_600.jpeg\" alt=\"\" title=\"122284_1_600\" width=\"398\" height=\"330\" class=\"alignnone size-full wp-image-4948\" /></a>\r\n\r\n<a href=\"http://www.trendhunter.com/trends/u-by-kotex-limited-edition-designer-series\" target=\"_blank\">http://www.trendhunter.com/trends/u-by-kotex-limited-edition-designer-series</a>', 'Fashionable Feminine Hygiene', '', 'publish', 'open', 'open', '', 'fashionable-feminine-hygiene', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/fashionable-feminine-hygiene', 0, 'thinking', '', 0),
(1744, 1, '2011-08-12 20:49:44', '2011-08-12 20:49:44', '<p>Hawaii-based gas retailer and convenience store operator Aloha Petroleum has opened a new convenience store in Honolulu, Hawaii, US.\r\nThe store designed by strategic branding and retail design consultancy CBX spans 3,000 square feet.\r\n\r\nThe exterior of the building features horizontal wood siding and an upgraded double-pitched roof replicating the plantation architecture design style of Hawaii. The logo of the brand has been given a makeover and features on the facade signage, gas canopy as well as pumps. The redesigned logo comprises an \'A\' floating in watery blue and green tones. The logo exudes a host of blue shades.\r\n\r\nThe exterior as well as the interior portions of the facility sport shades of natural wood. The interior of the building will comprise the remodelled Aloha logo set against a backdrop of green wallpaper. Installation of glass wall entrance allows maximum passage of natural light inside the store. The facility will also be illuminated with various galvanized metal pendant lights incorporating the shape of a bowl.\r\n\r\nThe new facility is equipped with enlarged aisles for optimum convenience in showcasing and viewing the items. There will be a refrigerated island case immediately off the entrance. A pay point having a capacity to house several cashiers will be placed opposite the entry along the back wall to allow enhanced clarity in vision and to expand the impulse zone.\r\n\r\nThe pantry and assorted snacks section has been equipped with gondola fixtures in dark brown tones. The facility also features a spacious walk-in-cooler and beer cave along its back wall.\r\n\r\n<a href=\"http://www.worldinteriordesignnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812/\" target=\"_blank\">http://www.worldinteriordesignnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812/</a>', 'Aloha Petroleum opens new convenience store in Honolulu', '', 'publish', 'open', 'open', '', 'aloha-petroleum-opens-new-convenience-store-in-honolulu', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/aloha-petroleum-opens-new-convenience-store-in-honolulu', 0, 'thinking', '', 0),
(1745, 1, '2011-08-12 19:52:30', '2011-08-12 19:52:30', '<p>Hawaii-based gas retailer and convenience store operator Aloha Petroleum has opened a new convenience store in Honolulu, Hawaii, US.\r\nThe store designed by strategic branding and retail design consultancy CBX spans 3,000 square feet.\r\n\r\nThe exterior of the building features horizontal wood siding and an upgraded double-pitched roof replicating the plantation architecture design style of Hawaii. The logo of the brand has been given a makeover and features on the facade signage, gas canopy as well as pumps. The redesigned logo comprises an \'A\' floating in watery blue and green tones. The logo exudes a host of blue shades.\r\n\r\nThe exterior as well as the interior portions of the facility sport shades of natural wood. The interior of the building will comprise the remodelled Aloha logo set against a backdrop of green wallpaper. Installation of glass wall entrance allows maximum passage of natural light inside the store. The facility will also be illuminated with various galvanized metal pendant lights incorporating the shape of a bowl.\r\n\r\nThe new facility is equipped with enlarged aisles for optimum convenience in showcasing and viewing the items. There will be a refrigerated island case immediately off the entrance. A pay point having a capacity to house several cashiers will be placed opposite the entry along the back wall to allow enhanced clarity in vision and to expand the impulse zone.\r\n\r\nThe pantry and assorted snacks section has been equipped with gondola fixtures in dark brown tones. The facility also features a spacious walk-in-cooler and beer cave along its back wall.\r\n\r\n<a href=\"http://www.worldconstructionnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812\" target=\"_blank\">http://www.worldconstructionnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812</a>', 'Aloha Petroleum opens new convenience store in Honolulu', '', 'publish', 'open', 'open', '', 'aloha-petroleum-opens-new-convenience-store-in-honolulu-2', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/aloha-petroleum-opens-new-convenience-store-in-honolulu-2', 0, 'thinking', '', 0);

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(1763, 1, '2011-05-08 14:53:44', '2011-05-08 14:53:44', '<p>This past week Walgreens owned New York drug store Duane Reade invited its Facebook fans to “Take a peak at our new line of Good & Delish products” the announcement signaled the conversion of the Premium Private Brand DR Delish to a more Walgreen compatible name. Good & Delish is certainly an acceptable transition despite its rather inelegance, it sounds more like a 50’s drive-in than a premium food brand. It remains to be seen how this will impact the remainder of the Walgreen’s Private Brand portfolio, including their current food brand Deerfield Farms.\r\nTake a look at some of the very subtly redesigned products, in case you miss it the GOOD & is in the red dot where the DR used to live.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/GOODDELISH-POPCORN.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/GOODDELISH-POPCORN.jpg\" alt=\"\" title=\"GOODDELISH-POPCORN\" width=\"282\" height=\"466\" class=\"alignnone size-full wp-image-4974\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/GOODDELISH-PBJ.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/GOODDELISH-PBJ.jpg\" alt=\"\" title=\"GOODDELISH-PBJ\" width=\"400\" height=\"452\" class=\"alignnone size-full wp-image-4975\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/GoodDelish-Peanut-Butter-CUPS.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/GoodDelish-Peanut-Butter-CUPS.jpg\" alt=\"\" title=\"GoodDelish-Peanut-Butter-CUPS\" width=\"570\" height=\"444\" class=\"alignnone size-full wp-image-4976\" /></a>\r\n\r\n<a href=\"http://mypbrand.com/2011/05/08/duane-reade-reinvents-dr-delish-as-good-delish/\" target=\"_blank\">http://mypbrand.com/2011/05/08/duane-reade-reinvents-dr-delish-as-good-delish/\r\n</a>', 'Duane Reade Reinvents DR Delish as Good & Delish', '', 'publish', 'open', 'open', '', 'duane-reade-reinvents-dr-delish-as-good-delish', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/duane-reade-reinvents-dr-delish-as-good-delish', 0, 'thinking', '', 0),
(1764, 1, '2011-05-02 15:01:05', '2011-05-02 15:01:05', '<p>How the developer-cum-TV star-cum-presidential candidate became a living product:\r\nPresident Trump?\r\n\r\nTo run for president, you have to be at least 35 and a U.S. citizen. Trump should know. He gave Obama hell over not releasing his birth certificate, then claimed credit when he did. (Obama, by implication, referred to Trump as a “carnival barker.”) Perversely, the birther issue has also served as Trump’s political platform, along with a promise to “make this country great again.” By what means? Well, that apparently depends. The first time Trump toyed with high office in 1988, he criticized the GOP and called for nationalized healthcare. In 2000, he courted the Reform Party and advocated a tax on the wealthy. With an announcement of his intent looming in May, he’s now tacked hard right. Not everyone on the right is impressed (Karl Rove has called Trump’s political aspirations “a joke”). Still, Trump has won cheers from the Tea Party. Hey, did we mention Trump has a brand of tea?\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/trump-time-line-new1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/trump-time-line-new1.jpg\" alt=\"\" title=\"trump-time-line-new\" width=\"652\" height=\"2358\" class=\"alignnone size-full wp-image-4979\" /></a>', 'Adweek: \"Brand Trump\"', '', 'publish', 'open', 'open', '', 'adweek-brand-trump', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/adweek-brand-trump', 0, 'thinking', '', 0),
(1765, 1, '2011-04-19 15:29:34', '2011-04-19 15:29:34', '<p>Phase one of Shinsegae\'s new Chungcheong store—located in Cheonan, South Korea\'s central business district—opened in December 2010. Working together, New York-based CBX and its Seoul-based JMCBX division designed the architectural envelope for all of the merchandise areas, as well as the public areas and customer amenities, and directed the total design of multibranded departments. \r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0861_lg.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0861_lg.jpg\" alt=\"\" title=\"IMG_0861_lg\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4991\" /></a>\r\n\r\nWork on Shinsegae\'s Chungcheong store began in March 2010. The 287,900-sq.-ft. East building opened in December 2010 in the former Galleria department store. The 193,700-sq.-ft. West building is expected to debut later in 2011 in the former Yawoori department store. Including an E-Mart hypermarket, cinema and other facilities, the complex totals 1.26 million sq. ft.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0925_lg.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0925_lg.jpg\" alt=\"\" title=\"IMG_0925_lg\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4994\" /></a>\r\n\r\nSpecial amenities found inside the Cheonan store, such as the Culture Hall, rooftop garden and VIP lounge (pictured here), are more in keeping with features found in a hospitality environment. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0561_lg_rdax_600x400.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0561_lg_rdax_600x400.jpg\" alt=\"\" title=\"IMG_0561_lg_rdax_600x400\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-4998\" /></a>\r\n\r\nDesigners were careful to include generous space between the myriad of merchandise focal points, such as this mannequin display, giving the eye a rest among the store\'s vast offerings. The East building was designed for adults looking for the latest in high-end fashion, while the West building will target young shoppers looking for the latest trends. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0659_lg.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0659_lg.jpg\" alt=\"\" title=\"IMG_0659_lg\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-5001\" /></a>\r\n\r\nUpon entering the store’s main floor, customers take in a calming color palette that ranges from cool ebony and gray tones to warm hues of cream and bright whites. Well-known cosmetic brands project from the neutral backdrop. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0665_lg.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0665_lg.jpg\" alt=\"\" title=\"IMG_0665_lg\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-5005\" /></a>\r\n\r\nA central atrium defines the East building, as does the abundance of light made possible by an energy-efficient lighting plan combining LED, metal halide and fluorescent sources. Vaulted ceilings, as well as generous traffic aisles, contribute to the overall spacious, yet cozy, upscale feeling. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0686_lg1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0686_lg1.jpg\" alt=\"\" title=\"IMG_0686_lg\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-5011\" /></a>\r\n\r\nKnown for many innovations—from creating Korea’s first department store in 1930 to being the first to accept credit cards in that country—Shinsegae was also the first to sign partnerships with foreign brands, including some of the most prominent luxury nameplates. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0697_lg.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0697_lg.jpg\" alt=\"\" title=\"IMG_0697_lg\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-5014\" /></a>\r\n\r\nShinsegae’s signature refined and restrained use of natural materials—wood, metal, stone and deeply piled carpets—is evident on each floor of the East building, which houses apparel for men, women and children, as well as cosmetics and home products. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0809_lg.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0809_lg.jpg\" alt=\"\" title=\"IMG_0809_lg\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-5017\" /></a>\r\n\r\nShinsegae\'s design favors the use of natural materials, such as woods, metal and glass.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0814_lg.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0814_lg.jpg\" alt=\"\" title=\"IMG_0814_lg\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-5018\" /></a>\r\n\r\nWith its new Chungcheong store, Shinsegae introduced an environment designed especially for this market’s more affluent and aspirational customers. Here, high-end home goods receive designer status by way of boutique treatment.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0830_lg.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/IMG_0830_lg.jpg\" alt=\"\" title=\"IMG_0830_lg\" width=\"600\" height=\"400\" class=\"alignnone size-full wp-image-5019\" /></a>\r\n\r\n<a href=\"http://www.ddionline.com/displayanddesignideas/galleries/department-stores/Shinsegae-Cheonan--3823.htm\" target=\"_blank\">http://www.ddionline.com/displayanddesignideas/galleries/department-stores/Shinsegae-Cheonan--3823.htm\r\n</a>\r\n', 'DDi Project Gallery: Shinsegae, Cheonan, South Korea', '', 'publish', 'open', 'open', '', 'ddi-project-gallery-shinsegae-cheonan-south-korea', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/ddi-project-gallery-shinsegae-cheonan-south-korea', 0, 'thinking', '', 0),
(1766, 0, '2018-09-27 16:51:36', '2018-09-27 16:51:36', '', 'brands3', '', 'inherit', 'open', 'closed', '', 'brands3', '', '', '2018-09-27 16:51:36', '2018-09-27 16:51:36', '', 1577, 'http://cbx.cappendev.com/app/uploads/2018/09/brands3.jpg', 0, 'attachment', 'image/jpeg', 0),
(1767, 1, '2018-09-27 17:58:45', '0000-00-00 00:00:00', '', 'NRF Stores Features Duane Reade and My Private Brand', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=1767', 0, 'thinking', '', 0),
(1768, 0, '2018-09-27 16:51:36', '2018-09-27 16:51:36', '', '217_gdusa-logo-e1297702494434', '', 'inherit', 'open', 'closed', '', '217_gdusa-logo-e1297702494434', '', '', '2018-09-27 16:51:36', '2018-09-27 16:51:36', '', 1578, 'http://cbx.cappendev.com/app/uploads/2018/09/217_gdusa-logo-e1297702494434.jpg', 0, 'attachment', 'image/jpeg', 0),
(1769, 1, '2012-06-04 16:57:05', '2012-06-04 16:57:05', '<p>New York, NY – April 04, 2012 – CBX, a brand agency based in New York City, collaborated with The Scotts Company and a team of agencies to launch the new, revolutionary lawn care product line, the Scotts Snap Spreader System.  As part of this launch, the team collaborated on the Snap name, with CBX developing graphics for the product line that includes a spreader and a complete line of lawn care products.\r\n\r\n“The educational component of the product was paramount to our solution,” says Rick Barrack, Chief Creative Officer, CBX. “The visual design needed to communicate that this is an integrated lawn care system with key features and benefits – essentially that a beautiful lawn is just a Snap away.” \r\n\r\nOnce the product name was confirmed, the CBX design team brought it to life with an approachable, contemporary typeface for the Snap logo and then powerfully elevated it by locking it up with the brand logo. \r\n\r\nCBX created aspirational graphics and bright colors on each Snap Pac, including a blue sky on the upper half of the bag and vibrant green grass imagery on the lower half to showcase the end benefit. A three-step instructional inset of Snap, Lock and Go illustrates how simple it is for homeowner’s to use the lawn care system. Finally, the close-up circle device depicts the solution to lawn care with the background grass and blue sky representing the end benefit.\r\n\r\nThe overall visual architecture was designed to accommodate the different formulas and includes a color-coding system for the eight products in the line, including lawn food, weed controls, crabgrass preventer and insect killer.\r\n\r\n“The design solution instantly communicates that we are taking the guesswork out of lawn care and making having a beautiful lawn easy for a new generation of users,” says Rich Foster, vice president lawns marketing, The Scotts Company. “Once again, we are offering the simplest, most effective, do-it-yourself solutions from a company that consumers know they can trust.”\r\n\r\n\r\nAbout CBX:\r\n\r\nCBX (www.cbx.com) is a brand agency specializing in corporate identity, consumer branding and retail.  The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly Clark, A&P, Pathmark, Saks Fifth Avenue Off Fifth, Lord and Taylor, Wawa, Sunoco, and Petro China.  In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n\r\nAbout The Scotts Company LLC:\r\n\r\nWith approximately $3 billion in worldwide sales, The Scotts Miracle-Gro Company, through its wholly-owned subsidiary, The Scotts Company LLC, is the world\'s largest marketer of branded consumer products for lawn and garden care. The Company\'s brands are the most recognized in the industry. In the U.S., the Company\'s Scotts®, Miracle-Gro® and Ortho® brands are market-leading in their categories, as is the consumer Roundup® brand, which is marketed in North America and most of Europe exclusively by Scotts and owned by Monsanto. In Europe, the Company\'s brands include Weedol®, Pathclear®, Evergreen®, Levington®, Miracle-Gro®, KB®, Fertiligene® and Substral®. For additional information, visit us at www.scotts.com.\r\n', 'CBX Designs Graphics for Scotts Snap Spreader Products', '', 'publish', 'open', 'open', '', 'cbx-designs-graphics-for-scotts-snap-spreader-products', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-designs-graphics-for-scotts-snap-spreader-products', 0, 'thinking', '', 0),
(1770, 1, '2012-04-04 17:14:15', '2012-04-04 17:14:15', '<p>New York, NY, April XX, 2012 – CBX, the brand agency, was awarded gold in the Shelf-Stable Foods category for its design of the Walgreens new store brand Nice! in the first-ever Store Brand Packaging Awards sponsored by Progressive Grocer’s Store Brands. The Nice! brand includes more than 400 grocery and household products. \r\nThe Store Brand Packaging Awards was created to find the “best of the best” in new store brand packaging – packaging that not only looks beautiful and functions well, but also does a great job in conveying the product’s message to consumers.\r\n\r\nThe winning package designs will be featured in the June 2012 issue of Progressive Grocer’s Store Brands. \r\n\r\n\r\nAbout CBX:		\r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail.  The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly Clark, A&P, Pathmark, Saks Fifth Avenue Off Fifth, Lord and Taylor, Wawa, Sunoco, and Petro China.  In addition to its New York City headquarters, CBX has offices in San Francisco and Minneapolis, and with the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London, Amsterdam and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n', 'CBX Wins Gold in 2012 Store Brand Packaging Awards', '', 'publish', 'open', 'open', '', 'cbx-wins-gold-in-2012-store-brand-packaging-awards', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-wins-gold-in-2012-store-brand-packaging-awards', 0, 'thinking', '', 0),
(1771, 1, '2012-07-19 18:32:53', '2012-07-19 18:32:53', '<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', '', 'publish', 'open', 'open', '', 'wawa-enters-florida-market-with-stores-designed-by-cbx-2', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/wawa-enters-florida-market-with-stores-designed-by-cbx-2', 0, 'thinking', '', 0),
(1772, 1, '2012-09-15 18:43:40', '2012-09-15 18:43:40', '<p>New York, NY (9/5/12)--Capitalizing on the unique nature of its home city, New York’s Duane Reade chain has built its drugstore brand on uniqueness, with a tag line – Uniquely New York since 1960 – that speaks precisely to that point. So it is no surprise that the chain’s newest store, located at 100 Broadway and overlooking the famous “Canyon of Heroes” tickertape parade route, is in a league of its own. Not only does the store’s design speak to its historic site, but this new Duane Reade location also boasts the brand’s first ever Upmarket Chop Salad Bar, where customers can create their own customizable salads. \r\nDuane Reade collaborated with agency partner CBX on the creation of the store-within-a-store (Upmarket) Chop Salad Bar, the newest offering for the chain’s Upmarket brand. The fresh offerings at Upmarket Chop allow customers to customize their own salads in a “grab ‘n go” manner that works conveniently with their hectic lunch hours. “Duane Reade continues to bring value to New York City shoppers, providing everything from pharmacy to fresh food needs,” says Todd Maute, Partner, CBX. CBX helped create a distinctive look for Upmarket Chop, the centerpiece of which is a giant LED light box of a spoon, fork and knife that hangs on the wall of the salad bar. \r\n\r\nThe rest of the store’s design plays into its historic “Canyon of Heroes” location in an 1896 building that formerly housed the American Surety Company. The design features museum-like plaques on each of the nine columns facing Broadway that give a brief description and image of some of the athletes, presidents and war heroes that have been showered with streams of confetti in past parades. The design is fresh, fun and contemporary, with black laminate cubicle shelving, brushed aluminum lighting troths, black and white subway tiles, an iconic NY skyline and playful framed phrases in the back wall cubicles. From the store’s second floor, one can look down onto the famous Trinity Church and Cemetery, as well as get a perfect view of the “Canyon of Heroes” route.  \r\n\r\nAbout CBX: \r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n\r\nAbout Duane Reade:\r\nFounded in 1960, Duane Reade is the largest drug store chain in New York City. In keeping with the company’s brand vision of New York Living Made Easy, Duane Reade provides New Yorkers with prescriptions, health products and services, beauty products and services, food and convenience items for daily life in the City…everything for “How I Feel”, “How I Look”, and “What I Need Now”. The company operates 250+ stores throughout the metropolitan New York region. Duane Reade is part of the Walgreens family of companies, the nation’s largest drugstore chain with more than 7,900 stores in all 50 states, the District of Columbia and Puerto Rico.\r\n', 'Duane Reade extends its “Uniquely New York” experience to new 100 Broadway store, featuring first Upmarket Chop Salad Bar', '', 'publish', 'open', 'open', '', 'duane-reade-extends-its-uniquely-new-york-experience-to-new-100-broadway-store-featuring-first-upmarket-chop-salad-bar', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/duane-reade-extends-its-uniquely-new-york-experience-to-new-100-broadway-store-featuring-first-upmarket-chop-salad-bar', 0, 'thinking', '', 0),
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(1774, 1, '2012-10-03 19:03:08', '2012-10-03 19:03:08', '<p>NEW YORK, N.Y. (10/3/2012) — CBX, the New York based strategic branding and retail design consultancy, took a top honor in Convenience Store News magazine’s annual Retail Design Awards program. The firm was recognized for its work with Aloha Petroleum, Ltd., the Hawaii-based gasoline retailer and convenience store operator. \r\n  The winning entry was the Aloha Island Mart located on Waialae Avenue in the Kahala suburb of Honolulu, across from Kahala Mall. CBX won in the “Sky’s the Limit Remodel” category, which included projects with budgets exceeding $250,000. Working with CBX, Aloha embarked in January 2011 on a five-year, $20-million-plus program to refresh and rebrand its Aloha Island Mart c-store chain. \r\n\r\nThe $2 million Kahala project involved the demolition and ground up rebuild of the store, which would serve as the company\'s flagship location and design prototype. Re-opened in June 2011, the Kahala project represents the full scope of CBX’s design assignment for Aloha, which included the 3,000-square-foot store’s interior design as well as it’s exterior architectural design, logo, fuel islands and canopy. \r\n\r\n              Now in its seventh year, Convenience Store News’ Retail Design Awards program, honors convenience retailers who have created the most exciting, innovative and shopper-friendly looks for their stores. Entries are judged on innovation, creativity and the positive impact of the overall design on the business. \r\n\r\n              Commenting on the project in its September 2012 issue, Convenience Store News noted: “The c-store in the Honolulu suburb dated back to 1960 and contained only 750 square feet of main retail space. Despite its small size, this Aloha Island Mart was one of the company’s highest volume stores. “Today, the overall design taps into the company’s Hawaiian roots: the store\'s exterior mimics the iconic plantation-style architecture found throughout the islands. The exterior also prominently displays the restyled Aloha logo on the facade, signage, gas canopy and fuel pumps.” The magazine continued:         “Stepping inside, the new logo – a stylized \"A\" floating in a field of watery blue and green – calls attention to the foodservice areas. An abundance of natural light from the glass wall entrance and a series of bowl-shaped, galvanized metal pendant lights contribute to the historic design aesthetic. In addition, an open ceiling emphasizes and enhances the store’s open layout.” Other design features include Oahu’s first walk-in beer cave. \r\n \r\n         	The magazine goes on to note that at the suggestion of customers, Aloha added restrooms inside the store and, for the benefit of runners and bicyclists, doubled the number of water fountains outside the building. \r\n\r\n              Aloha was one of eight convenience stores from around the U.S. recognized in the September issue for outstanding store design and innovation. Winners and honorable mentions were named in categories for Best Original Store Design, Best Interior Design, Sky\'s the Limit Remodel and Best Mid-Budget Remodel. The competition also includes winners in specialty categories such as Best Foodservice Presentation and Best International Store Design.\r\n\r\n              About Aloha Petroleum, Ltd. \r\n\r\n              Aloha Petroleum, Ltd. is an independently owned and locally operated fuel marketer/distributor and convenience store operator, with a history that dates back to the early 1900s.  Aloha is the largest retail gasoline marketer in the state of Hawaii and was recently ranked 9th among Hawaii’s Top 20 companies by Hawaii Business magazine. Currently, Aloha Petroleum serves Hawaii with more than 100 Aloha, Shell, and Mahalo branded retail fuel locations on the islands of Oahu, Maui, Kauai, and Hawaii (the Big Island).\r\n             \r\n             About CBX\r\n   	\r\n   	CBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n', 'CBX Takes Convenience Store News\' Top Remodel Award For Aloha Petroleum in Hawaii', '', 'publish', 'open', 'open', '', 'cbx-takes-convenience-store-news-top-remodel-award-for-aloha-petroleum-in-hawaii-2', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-takes-convenience-store-news-top-remodel-award-for-aloha-petroleum-in-hawaii-2', 0, 'thinking', '', 0),
(1775, 1, '2012-10-09 19:07:46', '2012-10-09 19:07:46', '<p>New York, NY –(10/9/12)--Bionic, a division of the  family owned, Louisville, Kentucky-based Hillerich & Bradsby Company, is a  glove brand that continues to evolve in order to provide the best quality and  performance for athletes and non-athletes alike. Parent company Hillerich  & Bradsby has a long established commitment to athletes, and is more  famously known as the manufacturer of Louisville Slugger baseball and softball  equipment.   \r\n Bionic collaborated with agency partner CBX, a brand  agency based in New York, to redesign its logo and tagline, which is used  across a variety of media and touch points. Bionic sought to update the look  of their brand – which had originally been developed more than a decade ago –  in order to reflect the overall growth of the company as well as the evolution  of its products.  Today’s Bionic line includes gloves specially designed  for golf,  baseball, tennis, racquetball, fitness and equestrian, as well  as for such other pursuits as gardening, driving and motorcycling. The line  also includes gloves for general winter wear and for men and women coping with  arthritis.   \r\n\r\n CBX realized that a logo on a golf glove is  advertising the brand out on the course. It has to be seen from 20 yards away.  They were able to create a simplified logo that actually conveyed more to the  target consumers. This logo is equal parts the letter “B” and a gripping hand  silhouette, reinforcing the Bionic name brand while showing, quite literally,  the unparalleled grip that is the brand’s biggest strength.    The  tagline \"Super. Human. Performance.\" aims to succinctly communicate the more  advanced technology associated with Bionic gloves, with the byproduct of that  technology being superior performance.  \r\n\r\n CBX Chief Creative Officer  Rick Barrack, originally from Louisville, remarked, \"Inside, we\'re all  athletes. We all want to perform and get results. People look to brands for  guidance and confidence. The new Bionic logo visually transforms the brand  from being just about gloves to being a sports performance company. It\'ll  compete very nicely with the Nikes and Under Armours of the world over  time.\"   \r\n\r\nThe new logo and tagline better encapsulate the athletic  spirit of the brand, in a more modern and iconic way than the previous incarnations. Bionic is gradually rolling out this new identity in the coming  months and year.    \r\n\r\nAbout CBX:  CBX is a brand agency  specializing in corporate identity, consumer branding and retail. The company,  with its current staff of 140, was founded in 2003 and has a client base that  includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks  Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In  addition to its New York City headquarters, CBX has an office in Minneapolis,  and through the CBX Worldwide Partnership, has operating offices in Santiago,  Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul.  The firm was ranked #282 in the Advertising & Marketing industry for the  2011 Inc. 500/5000 list of fastest growing private  companies.\r\n', 'Hillerich & Bradsby’s “Bionic” Glove Brand Gets New Grip  On Positioning For “Super. Human. Performance.”', '', 'publish', 'open', 'open', '', 'hillerich-bradsbys-bionic-glove-brand-gets-a-new-grip-%e2%80%a8on-positioning-for-a-super-human-performance', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/hillerich-bradsbys-bionic-glove-brand-gets-a-new-grip-%e2%80%a8on-positioning-for-a-super-human-performance', 0, 'thinking', '', 0),
(1776, 1, '2012-10-31 19:47:41', '2012-10-31 19:47:41', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Peter_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Peter_web1-150x150.jpg\" alt=\"\" title=\"Peter_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1077\" /></a> By Peter Burgoyne:\r\nLast month, web retailer Piperlime opened its first brick-and-mortar store in Manhattan’s SoHo, just up the block from the first freestanding store opened by online retailer DwellStudio back in June. But the motives for these two online retailers to open “on-the-street” are likely very different. And the reasons have to do with the nature of their offerings.\r\n\r\nDwellStudio is a lifestyle retailer that only sells its own products, and the nature of those products is a tactile one. Sure, the company made a reputation for itself by putting bold graphics on sheets and accessories for adults and children, but at the end of the day, people want to touch the products, feel the thread-count, smell the candles. DwellStudio has a deep inventory on its site, but since it only sells products it manufactures, the inventory is not as deep as, say, a Zappos, which offers tens of thousands of different brands.\r\n\r\nBy contrast, Piperlime, the fashion retailer owned by the Gap, Inc., has an extremely deep inventory of products under hundreds of different brands on its site. But its store features a variety of designers that are representative of the Piperlime brand overall, rather than the site’s entire inventory. Celebrity contributors Rachel Zoe and Rachel Bilson have a presence in the store, and customers can purchase all of the items offered on the site, free of shipping costs, via three on-site, interactive kiosks. The fact that the Piperlime web site has the support of a retail giant like Gap means it can benefit from the Gap’s existing infrastructure. With its parent company’s stock on the upswing for the first time in years, moreover, a Piperlime store has the potential to further elevate the Gap’s image overall.\r\n\r\nOne online retailer that is a strong contender for brick-and-mortar (but not yet opening a shop) is Net-a-Porter. It amazes me that people are willing to buy $2,000 bags without actually experiencing the bags firsthand. But how would a Net-a-Porter store be any different than a Barneys New York? One strong differentiator could be location. If Net-a-Porter had a strategy to put these stores in unusual touchpoints – say, airports or subway stations – and to build paradigm-breaking convenience, Net-a-Porter could have an edge over its high-fashion competitors.\r\n\r\nOn the flipside, it’s no surprise that massive online retailers like Zappos or Amazon have not opened retail stores. Amazon won’t go there, as others retailers’ brick-and-mortar stores increasingly serve as “showrooms” for products available on the cheap from Amazon. If Zappos can undercut its competitors, it is because of the sheer volume of product it turns over online, as well as the amazing next-day delivery it offers. I could see a monstrous brand like Zappos considering an on-the-street location if it were positioned either as a showpiece – a physical marketing vehicle – or if the company wanted to push some of its more upscale brands, like Sigerson Morrison, Stuart Weitzman and Vera Wang. Providing a touch-and-feel experience for these $300-plus products, and offering the same type of fulfillment customers have come to expect from Zappos, could equal a retail homerun.\r\n\r\nHere are three tips for knowing if your online brand is ready to go on-the-street:\r\n\r\n1.    Would your consumers benefit from experiencing your products in person? \r\n2.    Are you able to offer the same benefits, á la free shipping and fast fulfillment, in a freestanding store that you currently do on your site? \r\n3.    Can you create a unique experience that enhances your brand position, and does it help differentiate you in the marketplace?\r\n\r\nIf you can answer in the affirmative to all of the above, then starting a store might well be a smart strategic move. After all, many conventional retailers are racing to adopt channel-neutral (or so-called ‘omnichannel’) strategies in which distribution channels are inter-connected. This might well mean that, over time, consumers will cease to draw big distinctions between online and brick-and-mortar retail. Instead, they will simply expect their favorite retailers (online or otherwise) to offer seamless and consistent experiences across a variety channels — from smartphones, PCs and iPads, to catalogs and, yes, even real-world stores. Getting good at multichannel retailing, in other words, might just be the best way for today’s dot-coms to chart a course for the future.\r\n\r\n<a href=\"http://www.chainstoreage.com/article/online-street\" target=\"_blank\">http://www.chainstoreage.com/article/online-street</a>', 'From Online -to- On the Street', '', 'publish', 'open', 'open', '', 'from-online-to-on-the-street', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/from-online-to-on-the-street', 0, 'thinking', '', 0),
(1777, 1, '2012-10-07 14:54:09', '2012-10-07 14:54:09', '<p><strong>--CBX’s Todd Maute highlights marketing potential of private-label brands during NACS Show panel</strong>\r\nLAS VEGAS (10/7/2012) —Well-executed branding strategies for private-label products can help convenience stores set themselves apart, bolster shopper loyalty, improve price perception and, ultimately, boost their bottom lines. And yet the industry still has a long way to go when it comes to taking full advantage of private label’s powerful potential, said Todd Maute, a partner in the global branding firm CBX, during a panel discussion Sunday at the National Association of Convenience Stores (NACS) annual expo and convention.\r\n \r\n“Private label is a hot commodity and is in the news a lot these days,” Maute told the audience during “Private Label Profit Puzzle,” a panel discussion featuring c-store and branding experts from four national firms. “But much of its recent growth has been driven by the sluggish economy and is the result of consumers ‘trading down’ in search of better price values.” \r\n\r\nDuring the panel discussion, Maute underscored the need for the industry to adopt a new attitude about private label—one in which companies see private-label products, not as lower-tier alternatives to the national brands, but as powerful marketing and branding vehicles in their own right.\r\n\r\n“If economic weakness is driving much of the growth in private label, this says to me that companies have not done a good job of repositioning their private-label brands in the customer’s mind,” he said. “But c-stores can remedy this by standing behind their brands, marketing them with confidence and educating customers that their private-label brands really are worth buying.”\r\n\r\nIn the grocery and big-box discount sectors, Maute explained, smart retailers like Safeway, HEB, Target and Walmart are making much more of their private label brands. But while c-stores certainly have more limited shelf space and shallower offerings in various product categories, their “captive audiences” ought to translate directly into stronger private-label market share, Maute asserted. \r\n\r\n “Let’s say you’re in a hurry, go into a convenience store and cannot find the national brand version of a product you happen to need,” Maute said. “You’ll be perfectly willing to try the c-store’s private-label brand, rather than walk out empty-handed. If it happens to be an attractive package, well merchandised, with a high-quality product inside, you’ll buy it again. C-stores are missing out on an opportunity here with products that tend to deliver higher profits for retailers.” \r\n\r\nThe private label branding veteran drew a sharp-distinction between product-led and brand-led strategies. All too often, c-stores’ private-label strategies are product-led, he explained, which means the attributes of the product itself—whether it is potato chips, soda or motor oil or is a “premium” product versus a “national brand equivalent”—drive the way it is packaged, merchandised and marketed. In a brand-led strategy, by contrast, smart retailers create coherent and appealing private-label brands that become instantly recognizable to consumers. “If the strategy is brand-led, you will innovate and differentiate,” Maute said.\r\n\r\nRetailers with the highest private-label market share maintain a laser-like focus on smart advertising and promotion for those brands, up to and including social media, Maute said. They understand that every private-label purchase carries with it three distinct impressions on the consumer, he added. “The first is when they see the product on the shelf. The second is when they buy it, and the third is when they actually consume or use it,” he explained. “If you sell 50 million units per year, that translates into 150 million consumer impressions per year. And so the way you package and merchandise your private-label products, the way you price them and place them on the shelf can be more powerful than a Super Bowl ad when it comes to shaping customer loyalty and building your overall brand.”\r\n\r\nHow should c-stores go about reorienting their private-label strategies? “Start with the fundamentals of good retailing,” Maute advised. “It is all about knowing the customer and understanding the dynamics of your store and your categories. Think of your vendors as partners, not as a mere procurement sources. Merchandise the product like you’re proud of it, which you should be. Promote it and treat it like a national brand, not like a brand alternative.”\r\n\r\nThe NACS Show, held Oct. 7-10 at the Las Vegas Convention Center, highlights products and services for the convenience and fuel retailing industry and is one of the top 50 trade shows in the United States, according to the Trade Show News Network.\r\n\r\nAbout CBX \r\n\r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n', 'Expert Urges C-Stores to Take a Savvier Approach to Private Label', '', 'publish', 'open', 'open', '', 'expert-urges-c-stores-to-take-a-savvier-approach-to-private-label-2', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/expert-urges-c-stores-to-take-a-savvier-approach-to-private-label-2', 0, 'thinking', '', 0);
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(1778, 1, '2012-11-07 16:11:04', '2012-11-07 16:11:04', '<p>Schweppes wanted to freshen up its image yet draw on the traditions of the sparkling beverage brand, which was founded in 1783.\r\n\"Redesigning a brand with 230 years of heritage was no easy task,\" says Tony Jacobs, senior vice president of marketing with Dr Pepper Snapple Group, which markets Schweppes ginger ale and other sparkling drinks in the U.S. and Canada. \"Get it wrong, and you\'ve alienated millions of consumers.\"\r\n\r\nThe company brought in brand agency CBX, which spent six months on a design that tackled the desired look and feel of the packaging, which is currently rolling out to store shelves.\r\n\r\nThe angle of the resulting brand logo and banner were tilted counterclockwise (1) for \"a little more energy and movement, while allowing the brand to appear larger and more impactful,\" says Satoru Wakeshima, senior vice president and general manager of CBX. Now, when viewed from the front, the brand mark looks larger—even though it isn\'t.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/11/PJ-BK761_FIXDEC_DV_201211071845192.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/11/PJ-BK761_FIXDEC_DV_201211071845192.jpg\" alt=\"\" title=\"PJ-BK761_FIXDEC_DV_20121107184519\" width=\"262\" height=\"262\" class=\"alignleft size-full wp-image-5374\" /></a>\r\n\r\nThe brand mark, which Schweppes also refers to as the ribbon(2), now has a \"clear beginning and end.\" Before, the ribbon \"curled on the edges,\" says Mr. Wakeshima. Now its shape is more sharp, signaling strength and a contemporary spirit, he says.\r\n\r\nCBX replaced the detailed gray border on the ribbon with a slim silver border (3) for a cleaner look that Mr. Wakeshima says makes the brand name appear more assertive.\r\n\r\nThe red fountain seal was slightly enlarged and was given depth to make it more three-dimensional. The illustrated fountain and dolphins (4) were enhanced. \"The slight adjustment of the details of those elements all serve to make the seal more legible,\" he says.\r\n\r\nAlso, founder Johann Schweppe\'s signature (5) was given more prominence. \"You could barely see it before,\" says Mr. Wakeshima. The designers brought it \"to the forefront, proudly endorsing the brand\'s quality and heritage.\"\r\n\r\nThe bubbles on the packaging (6) are now \"more lyrical,\" says Mr. Wakeshima. They are shown moving from bottom to top and going across, in contrast to the past bubbles that moved straight, from bottom to top.\r\n\r\nConsequently, Mr. Wakeshima says, the bubbles\' movement looks \"a little more random, more realistic in terms of how you would experience effervescence.\"\r\n\r\n<a href=\"http://online.wsj.com/article/SB10001424127887324439804578104901147734158.html\" target=\"_blank\">http://online.wsj.com/article/SB10001424127887324439804578104901147734158.html</a>', 'Marketing Decoder: Schweppes Bottles', '', 'publish', 'open', 'open', '', 'marketing-decoder-schweppes-bottles', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/marketing-decoder-schweppes-bottles', 0, 'thinking', '', 0),
(1779, 4, '2012-11-16 21:52:44', '2012-11-16 21:52:44', 'Inspiration works best when it’s right where you need it — at work. So, we went out in search of the workspaces with the most creative interiors for their employees, in hopes that some ideas from these unique design studios might help spark you and your team to get creative within the walls of your workspaces.\r\nEach of these featured unique design studios (all gathered from firms located in the eastern United States) takes a different approach to instilling inspiration into their workspaces: Some are sleek and modern, while others are raw and rustic. There are those swathed in bright colors, while others take on more subdued color palettes. There are dramatic structures and impressive lobbies, vast chalkboards for doodling and all sorts of other outlets erected to spark employees’ creativity in these workspaces.\r\n\r\nThat variety goes to show that cool workspaces can take on many different faces, but, most importantly, they help designers get back to what matters most: creating.\r\n\r\nHere are some of our favorite workspaces of design firms located throughout the Eastern United States. HOWdesign.com’s Creative Workspaces section is your place to see more roundups and posts about clever interiors in the future, giving you a sneak peek inside some of the most inspirational setups. Check out our roundup of 5 Creative Workspaces in the Western U.S., too.\r\n\r\n<strong>Firm: CBX, New York City</strong>\r\n\r\nLook and feel of the office: Chief creative officer Rick Barrack paid tribute to his Kentucky roots through such details as a 1900s wood tractor wheel integrated into his desk, seating fashioned from school-auditorium chairs, old carnival lights, and a working garage door (along with shingles, partial roof and antique paint) in one of the conference rooms.\r\n\r\nGoal of the workspace’s design: “First and foremost, we were going for transparency,” Barrack says. “We want to put on a show, yet give visitors to our office a behind-the-scenes look at how we operate on a daily basis. We also love the idea of an open floor plan that is conducive to open, collaborative experiences and a collective environment. Low walls, plexiglass and wall cut-outs all provide a lens into our everyday magic (and madness).”\r\n\r\nFavorite element of the office: A red velvet curtain that references The Wizard of Oz, as a nod to the magic that happens when “wonder is at work,” Barrack explains. Plus, the curtain’s crimson hue is also CBX’s trademark color.\r\n\r\nWorkspace’s influence on creativity: Each room was thoughtfully crafted as a way to reinforce the firm’s culture and help keep designers inspired. For instance, every conference room has been “CBX-ified,” whether that means featuring the color red or simply having a ready supply of the office’s official candy, M&amp;Ms, on hand. There are also designated brand rooms where folks can immerse themselves in the brands they’re working on.\r\n\r\n<a href=\"http://www.howdesign.com/design-creativity/creative-workspaces/eastern-creative-workspaces/\" target=\"_blank\">http://www.howdesign.com/design-creativity/creative-workspaces/eastern-creative-workspaces/</a>', '5 Creative Workspaces in the Eastern U.S.', '', 'publish', 'open', 'open', '', '5-creative-workspaces-in-the-eastern-u-s', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/5-creative-workspaces-in-the-eastern-u-s', 0, 'thinking', '', 0),
(1780, 4, '2012-11-13 17:33:00', '2012-11-13 17:33:00', 'By Todd Maute:\r\nBrand-led strategy the right approach for retailers in the future  .\r\n\r\nFrom one perspective the news on private label could hardly be better. After all, product quality is much higher these days, and consumer perception has changed dramatically as well. Studies show that about two-thirds of shoppers believe private-label products are as good as the national brands.\r\n\r\n“Shoppers report feeling good about buying private label products,” notes a May 2012 report by Perception Research Services International. “Over half (51 percent) say they feel smart/savvy when they buy private label products; and very few – only 11 percent – say they feel self-conscious, with almost none – 3 percent – saying they feel embarrassed when doing so.\r\n\r\n”  Moreover, according to analysts with the research firm Mintel, today’s rosier perceptions “point to the potential for continued growth in private-label food sales and share.” Other observers cite the boost provided by tough economic times. Consumers, they note, are still trading down to private label in droves.\r\n\r\nBut let’s take a step back and look at the situation from a different perspective.\r\n\r\nWhen researchers still feel compelled to ask people whether they feel self-conscious or embarrassed about buying private-label brands, what does that say about the state of things? Regarding those statistics, imagine what would happen if somebody handed those numbers to a brand manager at, say, Coca-Cola. Odds are the executive would shout something along the lines of, “Oh my God! Only 70 percent of the people think our product is as good as Pepsi? Only half feel smart and savvy when they buy our brand? There are actually people who feel self-conscious or embarrassed when they walk up to the counter to buy a Coke! That’s terrible! This will not do!”\r\n\r\nAnd if economic doldrums have played such an outsized role in private label’s recent growth, what does this say about how well companies have positioned their brands in customers’ minds? Or better yet, are they actually positioning brands – or are they merely putting products out on the shelf?  Satisfaction no longer motivates. Those who market, manufacture and sell private-label products should be proud of progress, yet they should not be satisfied. Amid the ferocious competition in American retailing today, private label brands need to be aggressive. The goal should be to build consumer loyalty, provide a point of difference and, ultimately, drive profits – not just to beat national brands at their own game.\r\n\r\nAs private-label growth stabilizes and consumers tire of frugality for frugality’s sake, private-label brands will be under the gun to seek deeper connections with consumers. In 2009, one-third of adults said they expected to buy more private-label foods over the prior year, according to NPD Group. But in 2012 that number had dropped to one fourth, as the economy improved and national brands did more to fight back. The time is now to secure a better, more lasting perception in consumers’ minds and hearts.\r\n\r\nTo be sure, those merchants with the highest share of private-label sales – names such as Safeway, Wegmans, Kroger and Target – know how to create, market and merchandise brands with skill. But many retail companies are still fuzzy on the critical distinction between product-led and brand-led strategies.\r\n\r\nA typical approach to a product strategy may run something like this: Presented with a product to sell, the retailer evaluates its market sales potential, decides to include it in his category mix, and then says, “Now what brand should this go in? Do we have a brand that suits this? No? OK, then we’ll create another brand.”\r\n\r\nI’m exaggerating, but not too much.\r\n\r\nIn a brand-led strategy, by contrast, the retailer marries deep-dive market and customer analysis with a long-term vision that includes the customers the chain would like to have in the future, as well as the kind of image it would like to have in the market. The private-label strategy hinges on creating brands that serve all of these objectives. Some of the parameters of those brands might be related to quality, but the brand is not driven primarily by Individual product attributes.\r\n\r\nDuane Reade’s Good n’ Delish brand, created in partnership with CBX, is an example of how customer insights and desired positioning can drive brand development.\r\n\r\nHere, the Walgreen Co.-owned, New York City drugstore chain took a close look at its affluent customer base and identified a substantial opportunity to sell more premium food. Duane Reade knew its stores were in a very affluent marketplace and had a deep understanding of its customers and their preferences. Delish as a brand name offers a touch of urban slang that you would hear in New York City all the time. For Duane Reade, the positioning is all about New York living made easy. By offering a premium brand of food that New Yorkers could relate to, Duane Reade saw a surefire way to connect with its core customers. With each product addition to this brand – premium cookies, candies, pastas and more -- Duane Reade has been able to make this brand’s story come to life in its customers’ minds, a destination point that differentiated those stores from the competition.\r\n\r\nThis is an approach to private label in which brands are regarded as assets. Although Coca-Cola certainly has billions of dollars in factories, trucks and other physical assets, just think of the massive value of the Coke brand itself, which is the best-recognized brand on the planet.\r\n\r\nBy thinking about private label a bit differently – in other words, as a marketing tool versus a margin enhancer – retailers can set themselves apart, bolster shopper loyalty, improve price perception and boost their bottom lines through the higher gross margins these products deliver.\r\n\r\nThe best retailers think of their private-label vendors as partners, not as mere procurement sources. They work together to create a reason for customers to believe in a brand. They also merchandise with pride, and promote their brands as though they were national leaders – not lower-tier alternatives.\r\n\r\nWhen you really think about it, the statistics for private label are positive, yes, but should you be satisfied? I say “not.”\r\n\r\nBy taking a step back and thinking about things a little differently, retailers and manufacturers can take private label to the next level. The trick to staying ahead of the curve is easily summed up in a straightforward slogan: “Never be satisfied.”\r\n\r\n<a href=\"http://digital.bnpmedia.com/display_article.php?id=1217581\" target=\"_blank\">http://digital.bnpmedia.com/display_article.php?id=1217581</a>', 'Satisfaction No Longer Motivates', '', 'publish', 'open', 'open', '', 'satisfaction-no-longer-motivates', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/satisfaction-no-longer-motivates', 0, 'thinking', '', 0),
(1781, 4, '2012-11-21 17:43:29', '2012-11-21 17:43:29', 'By Gregg S. Lipman:\r\n\r\nThe President has been re-elected, the media circus has died down, and Nate Silver is digging up statistics on some new topic -- the Petraeus affair, the Fiscal Cliff, the odds of Black Friday being moved to the week after Labor Day, perhaps?\r\n\r\nUgh. So what\'s next for \"the Greatest Nation on Earth\"?\r\n\r\nI\'m thinking it\'s time to refresh America the brand. And it ain\'t the color scheme that needs a shot in the arm.\r\n\r\nElections are always ugly, and this year\'s was certainly no different. Millions of dollars were spent slandering the opposing parties, at a time when we could have been using that money to dig ourselves out of a massive financial hole. The gap between Republicans and Democrats (not just far right Tea Partiers and far left liberals) grew wider than ever before (thank you dear Internet). In the midst of all this craziness, we lost sight of the qualities that make our country so damn awesome and weakened our own brand. In a nutshell, we\'re fragmented, identity-challenged and -- methinks -- suffering from low self-esteem.\r\n\r\nWe were built on unity, but now we\'re divided into sparring factions. We always knew who we were, but now we\'re letting others define us. We were built on a healthy ego, but now we\'re doubting our own abilities. We\'ve had loud people yelling on one side and loud people yelling on the other, but the truth is that what makes America great lies right down the middle.\r\n\r\nWhen a brand steps away from its principals, it needs to take a breath, reflect and figure out how to get back to them. What are the attributes and equities at our core? How do they deliver against a higher order that lives in the hearts and minds of our people?\r\n\r\nLet\'s get that star shining again. Divided into red and blue parties for several years, it\'s now time to become red, white and blue, again.\r\n\r\n\r\n<strong>America the Brand</strong>\r\n\r\n\r\n<strong> DIVERSITY </strong>\r\n\r\nDiversity is America\'s most potent brand attribute and the cornerstone for some of our warmest brand nomenclature: Melting Pot. It\'s a founding attribute and a growing attribute, one with depth, breadth and legs that will fuel the benefits of our brand for years to come. As American majorities shift and change in the near and far term, we should keep in mind that our diversity comes with the territory.\r\n\r\n\r\n<strong>UNITY </strong>\r\n\r\nUnity is America\'s brand ambition. Now\'s a good time for us to leverage the robust equity-quest built into our constitution as we continue to form, and relentlessly strive for, a more perfect Union. Unity as an ambition is healthy. In theory, it would give us a holistic voice and provide a safe haven for American commonality in belief or approach that could actually glue our brand\'s warring factions together -- look at Chris Christie and Obama. Maybe we\'re closer than we think.\r\n\r\n\r\n<strong>INNOVATION </strong>\r\n\r\nInnovation is the brand promise that America broke. But fear not...we have the right to win here. Innovation lies deep within the roots of our being. We were built on new ideas and we have nurtured idea making throughout our history -from our government\'s inception to our 20th century manufacturing leadership. As our cultural identity reels from recent innovation declines, it\'s time to channel the Wilbur and Orville in all of us and re-build this promise for ourselves. (Because we\'re worth it.)\r\n\r\n\r\n<strong>OPTIMISM </strong>\r\n\r\nOptimism is America\'s emotional benefit and our innermost brand feeling. It\'s the wind that allows our brand to soar (if you\'ll forgive the emotional blather). Optimism drives America the brand forward, and picks our fallen brand up, dusting it off with a chuckle. If you listen carefully, you can hear America\'s optimism surging forward right now. It\'s the shining light post Superstorm Sandy, it\'s the drive that powered us through election mayhem, and it\'s the equity to leverage as we re-ignite our hopeful prosperity for generations to come.\r\n\r\n\r\n<strong>FREEDOM </strong>\r\n\r\nFreedom is the highest order of America the brand, our pyramid top of self-actualization. Freedom is the crux of our brand purpose, the reason we exist, our core truth, and our brand belief rolled into one. Freedom is inherently, innately and immeasurably our brand everything and none of us -- or our individual ideologies -- would be here if IT wasn\'t.\r\n\r\n\r\nNow that, ladies and gentleman, is a brand! What\'s not to love?\r\n\r\n\r\n<a href=\"http://www.huffingtonpost.com/gregg-s-lipman/refreshing-americas-brand_b_2164598.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/refreshing-americas-brand_b_2164598.html</a>', 'Refreshing America\'s Brand After an Ugly Election Year', '', 'publish', 'open', 'open', '', 'refreshing-americas-brand-after-an-ugly-election-year', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/refreshing-americas-brand-after-an-ugly-election-year', 0, 'thinking', '', 0),
(1782, 4, '2012-11-12 17:57:25', '2012-11-12 17:57:25', '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', '', 'publish', 'open', 'open', '', 'winners-accept-design-excellence-awards', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/winners-accept-design-excellence-awards', 0, 'thinking', '', 0),
(1783, 4, '2018-09-27 17:58:41', '0000-00-00 00:00:00', 'A South Florida development company that specializes in constructing charter schools has purchased 10 acres on South Goldenrod Road in southeast Orlando.\nMG3 Developer Group purchased the property, which is part of the 39-acre Goldenrod Commerce Center, for $1.5 million. The center also includes a Murphy USA convenience store, three retail parcels and about 91,000 square feet of office/flex space.\n\nHernon Leonoff, manager for MG3, said the property had previously been approved as an educational site and can accommodate a building of about 75,000 to 80,000 square feet, which is large enough for 1,400 students.\n\nEven though no charter-school operator has signed a lease, Leonoff said the vacant property is suited for an elementary/middle school. His group has developed 14 charters schools for different operators.\n\n\"We speak to the community about local needs and don\'t work exclusively with any school,\" said Leonoff, whose group worked on the purchase for about five months. \"We don\'t have immediate plans to start work. Most likely, construction would start in 2014.\"\n\nTherese Taylor of Hold Thyssen Inc. represented the seller.\n\n<strong>Leases</strong>\nFamily Melton Convention Contractors Inc. leased 19,300 square feet of space in Parksouth Distribution Center, 2481 Principal Row, Orlando. Matt Sullivan, Wilson McDowell and Bobby Isola of Colliers International Central Florida represented the tenant. Tim Perry represented the landlord, Duke Realty LP. Also, Tantara Transportation Group Inc. leased a 13,422-square-foot industrial space in Prologis Orlando Central Park South, 2100 Consulate Drive, Orlando. Sullivan, McDowell, and Isola represented the landlord, Prologis. …\n\nMichael Heidrich, principal for NAI Realvest, represented the Maitland-based landlord, Ray A. Kennedy, in the lease of 3,455 square feet of office space at 1920 Boothe Circle, Longwood. The law offices of Scott M. Miller will locate there.\n\n<strong>Design</strong>\nCuhaci &amp; Peterson Architects, in conjunction with CBX of New York City, designed the Orlando area\'s first six Wawa stores. The Orlando locations are on Central Florida Parkway, Goldenrod Road, Silver Star Road, South Orange Blossom Trail and North Orange Blossom Trail. A Kissimmee store is on U.S. Highway 192.\n\n<strong>Sales</strong>\nTaylor Morrison has closed on 270 acres in a $17 million transaction to build Overlook at Hamlin, a mixed-use community southwest of Windermere near State Road 429. Overlook will include 381 single-family home sites and is slated to open for sales in mid-2013. …\n\nMeritage Homes purchased 234 acres in southwest Orange County\'s Horizon West development for $18 million. The home builder acquired the property from Compass Rose Corp., an affiliate of Walt Disney World. …\n\nDuke Realty Corp. acquired two portfolios of medical-office assets totaling 1,536,000 square feet. Buildings sold by Seavest Healthcare Properties include Celebration Medical Plaza in Kissimmee and Medical Plaza and East Orlando Medical Surgical Plaza, both in Orlando.\n\n<strong>Construction</strong>\nRoger B. Kennedy Inc. of Altamonte Springs is under way on the Flats at Carrs Hill, a $13 million, 225,000-square-foot student-housing facility at the University of Georgia in Athens that is slated to open in June 2013.\n\n<a href=\"http://articles.orlandosentinel.com/2012-11-18/business/os-cfb-real-estate-school-1119-20121118_1_goldenrod-road-office-space-leases\" target=\"_blank\">\nhttp://articles.orlandosentinel.com/2012-11-18/business/os-cfb-real-estate-school-1119-20121118_1_goldenrod-road-office-space-leases</a>', 'Developer buys charter-school site', '', 'draft', 'open', 'open', '', 'developer-buys-charter-school-site', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=1783', 0, 'thinking', '', 0),
(1784, 4, '2012-11-06 18:19:06', '2012-11-06 18:19:06', 'Late last week (Nov. 1) I ran the story, “Walgreens Launches New Private Brand &amp; New Magazine” which was a first look at the retailers new Private Brand Ology and their new advertorial magazine “Happy And Healthy, Your Guide To Living Well With Walgreens.” That Friday they released the following press release officially announcing the new brand which was created by the NYC based branding agency CBX. If it looks familiar many of the major news outlets (Reuters) picked it up either completely or in part.\r\nDEERFIELD, Ill., November 05, 2012 – Walgreens (NYSE: WAG) (Nasdaq: WAG) announces the launch of “Ology” the first nationally accessible and affordable brand formulated to be free of harmful chemicals. Exclusive to Walgreens family of companies, the Ology brand features a line of baby and personal care products, as well as household cleaners and is the solution to the growing consumer demand for products free of harmful formulations.\r\n\r\nFurthermore, several consumer groups helped drive support for the U.S. Senate’s recently approved chemical reporting bill – “The Safe Chemicals Act.” If passed, it will be the first overhaul of the federal chemical law since 1976 and consumers are taking note. The new bill would require that ingredients be determined safe for human health before being used in everyday consumer products. The pending legislation has led several industry leaders to pledge to remove potentially harmful and carcinogenic chemicals from several offerings over the next several years.\r\n\r\n“Walgreens is proud to be leading the charge by providing ‘Ology,’ the first nationally accessible and affordable line of household liquid products free of harmful chemicals available in our stores,” said Joe Magnacca, president of daily living products and solutions for Walgreens. “Ology reflects our dedication to innovation, our constant drive to improve our customers’ quality of life, and our ongoing commitment to help people get, stay and live well.”\r\n\r\n“Increasing evidence shows that the chemicals included in everyday products could be contributing to children’s diseases and behavioral disorders, including asthma, autism and cancer,” says Gigi Lee Chang, CEO of Healthy Child Healthy World, one of the nation’s leading independent non-profit organizations dedicated to the empowerment of consumers and the protection of children from harmful chemicals. “Until the U.S. adopts better regulations around product safety—like we do in other countries—parents are left to bear the burden of protecting their children’s health by educating themselves and making conscious purchases. With the help of Walgreens Ology products, concerned consumers now have easier access to affordable and safer solutions.”\r\n\r\nSelect Ology brand products are available at Walgreens and Duane Reade locations, as well as online. Items will be available nationwide by early November and are value priced compared to conventional formulas of leading brands. Ology liquid products are free of harmful chemicals and include:\r\n\r\n• Baby Care – lotion and 2-in-1 body wash\r\n• Laundry – liquid detergent and fabric softener\r\n• Cleaners – glass cleaner and all-purpose cleaner\r\n• Personal Care – adult shampoo and conditioner\r\n\r\nOlogy brand products also include light bulbs and paper products that are 100 percent tree-free and made from readily renewable resources.\r\n\r\n• Paper – bath and facial tissue, paper towels and copy paper\r\n• Lighting – compact fluorescent light bulbs\r\n\r\nFor more information about the Ology brand, please visit: www.walgreens.com/ology\r\n\r\nOlogy has begun to appear in store –its distinctive color and packaging structures stand out in the cluttered aisles of the drugstore.\r\n\r\nThere was no additional in store marketing or signage for the brand although there was a makeshift display at the front of the store next to the register.\r\n\r\nAll products are priced aggressively to encourage trial lets hope the low cost does not degrade the perceived quality of the brand.\r\n\r\nMy wife expressed the concern of a beauty buyer and mom when she observed that the uniform brand architecture, design and colors made the products hard to distinguish – it would be easy to confuse the baby wash and lotion.\r\n\r\n<a href=\"http://mypbrand.com/2012/11/06/a-closer-look-at-walgreens-new-private-brand-ology/\" target=\"_blank\">http://mypbrand.com/2012/11/06/a-closer-look-at-walgreens-new-private-brand-ology/</a>', 'A Closer Look at Walgreens New Private Brand: Ology', '', 'publish', 'open', 'open', '', 'a-closer-look-at-walgreens-new-private-brand-ology', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 0, 'http://cbx.cappendev.com/thinking/16/a-closer-look-at-walgreens-new-private-brand-ology', 0, 'thinking', '', 0),
(1785, 4, '2012-11-01 18:24:58', '2012-11-01 18:24:58', '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', '', 'publish', 'open', 'open', '', 'walgreens-launches-new-private-brand-new-magazine', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/walgreens-launches-new-private-brand-new-magazine', 0, 'thinking', '', 0),
(1786, 4, '2012-10-11 18:34:07', '2012-10-11 18:34:07', 'As we were working on this issue of PLBuyer, we were also preparing to host the second annual PLBuyer Design Excellence Awards for private label packaging.\r\nDesign firms, manufacturers and retailers alike were excited to get their best designs in front of our judges.\r\n\r\nOnce again this year, we have assembled an all-star panel of private label design experts. They include Todd Maute, senior vice president/partner of New York-based CBX, Lindsey Hurr, vice president of Fort Worth, Texas-based Immotion Studios, Dennis Whalen, vice president of Calif.-based Michael Osborne Design and Christopher Durham, president and chief strategist for My Private Brand.\r\n\r\nMore than 100 entries were received across 13 categories this year, including frozen, refrigerated, on-shelf, beverages, ethnic, organic, health &amp; personal care, beauty &amp; cosmetics, household goods &amp; supplies, OTC medications, paper products, baby care and pet food/care/supplies.\r\n\r\nThe winners will be showcased and announced at the 2012 PLMA Show this November.\r\n\r\nThis issue also features our annual ranking of the top private label retailers of North America. Once again this year we worked with our research partner, RSR, to bring you more detailed and more focused profiles of what these retailers have done and are doing when it comes to their private\r\nlabel programs.\r\n\r\nHarris Teeter joined the rankings for the first time this year, while WinCo Foods dropped off the list from last year. To all of the other retailers that made the list once again this year, keep up the great work.e publication can be viewed online at Walgreens.com, and the total circulation is expected to be approximately 65 million.\r\n\r\n<a href=\"http://www.privatelabelbuyer.com/articles/print/86927-design-contest-top-retailers-on-mind\" target=\"_blank\">http://www.privatelabelbuyer.com/articles/print/86927-design-contest-top-retailers-on-mind</a>', 'Design Contest, Top Retailers On Mind', '', 'publish', 'open', 'open', '', 'design-contest-top-retailers-on-mind', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/design-contest-top-retailers-on-mind', 0, 'thinking', '', 0),
(1787, 4, '2012-10-30 20:22:57', '2012-10-30 20:22:57', 'Grocery Headquarters’ annual design showcase takes a tour of some outstanding store designs and explores trends in materials, color schemes, layout and more.\r\nProject: Pathmark, Weehawken, N.J.\r\n\r\nDesign team: CBX, New York\r\n\r\nCBX was hired to design a “simpler” version of the original 2006 design and create an overall cohesive look for the entire store. Unlike the 2006 assignment, the goal this time around was to develop a much simpler color and materials retrofit program that still engaged the public with the Pathmark brand in a meaningful and memorable way. “We had done work for Pathmark before they were purchased by A&amp;P, and this time they wanted to keep the design simple and colorful to communicate their position as a value brand,” says Joe Bona, retail division president of New York-based CBX.\r\n\r\nTailoring the offerings to the neighborhood also drove the design, say Pathmark officials.A new 36-foot meat service offers a wide variety of fresh poultry cuts that appeal to the Weehawken neighborhood, which has a high concentration of Cubans and Dominicans. “The service meat case is about three times what we have in a typical store,” says Bob Weidner, vice president of customer experience and space management for Montvale, N.J.-based A&amp;P, which operates the Pathmark banner.\r\n\r\nLocalized offerings extend to the deli, bakery and other areas throughout the store. “It is our intention to be the neighborhood store in the markets we serve,” Weidner says.\r\nPathmark officials also wanted to clearly communicate the company’s “Live Better” tag line and tie the pharmacy into the rest of the store. Throughout the store, positive and playful terms reflecting the Pathmark brand image are displayed subtly along the walls.\r\n\r\nThe walls were treated in off-white, allowing the colorful signage to pop and communicate the product offering effectively to the customer.\r\n\r\nBeige and brown tile was used throughout. The contrasting colors were used as subtle way-finding signifiers for consumers; strips of brown throughout beige tile navigated customers down aisles, while entire areas of beige tile helped separate sections of the supermarket.\r\n\r\nBlack track lighting was installed above the fresh produce section, while recessed lighting was installed throughout the rest of the store.\r\n\r\n<a href=\"http://www.groceryheadquarters.com/2012/10/dazzling-decor/\" target=\"_blank\">http://www.groceryheadquarters.com/2012/10/dazzling-decor/</a>', 'Dazzling Décor', '', 'publish', 'open', 'open', '', 'dazzling-decor', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/dazzling-decor', 0, 'thinking', '', 0),
(1788, 4, '2012-12-05 16:28:50', '2012-12-05 16:28:50', 'Terpel is a major Colombian oil and gas company, the largest fuel distributor in the country. This week, it unveiled a new corporate identity, developed by independent brand agency CBX. It will be launched with a gradual update of its stations network. It should be associated with values such as proximity, dynamism, modernism, service, technology, familiarity, uniqueness, solidity and reliability.\r\nThe previous logo was introduced in 2006 as an update of the sun logo used up until then. This is allegedly the fourth logo makeover in the company\'s history.\r\n\r\n<a href=\"http://brandingsource.blogspot.com/2012/12/new-logo-terpel.html\" target=\"_blank\">http://brandingsource.blogspot.com/2012/12/new-logo-terpel.html</a>', 'New logo: Terpel', '', 'publish', 'open', 'open', '', 'new-logo-terpel', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/new-logo-terpel', 0, 'thinking', '', 0),
(1789, 4, '2012-12-12 20:51:50', '2012-12-12 20:51:50', 'By Gregg S. Lipman:</br>\r\nWhen Hurricane Sandy hit the East Coast on October 29, millions of people—myself included—found themselves without electricity, heat, and water. In fact, more than a month later, some residents of New York and New Jersey are still struggling to get back to their normal daily lives.\r\n\r\nBut just a few days after the storm, it seemed that nearly all companies had gone back to business as usual—if their promotional emails were any indication. Unfortunately, many of those emails were memorable in that they pretty much ignored the tragedy around them.\r\n\r\nJust who are the decision-makers who approved insensitive messages in the days that followed the massive destruction, and did they realize just what had happened on the East Coast?\r\n\r\nRetailers Ralph Lauren, Anthropologie, and Urban Outfitters, among others, encouraged email recipients to shop their sites, without so much as acknowledging what had happened. How could anyone shop when they didn\'t even have running water, heat, or that lifeline to the outside world, the Internet? When so many people were without food, clothing—homes!\r\n\r\nBut some brands stepped up during the storm by offering genuinely sympathetic—and in the case of East Coast brands, empathetic—brand messaging that showed the people they were \"one of us\" and therefore worthy of our loyalty.\r\n\r\nWest Elm, for example, headquartered in the Sandy-damaged neighborhood of Dumbo, Brooklyn, made it clear that it, too, was hurt by the storm. Residents of the Rockaways rejoiced when several Target trucks pulled up filled with everything from bottled water to cleaning supplies. And Chase and American Express repeatedly offered financial and emotional support during the trying times.\r\n\r\nSo, here is our list for brands that \"surged\" and brands that \"sank,\" at least in many New Yorkers\' opinions, over the course of the past weeks.\r\n</br>\r\n<strong>Brands That Surged</strong>\r\n\r\n<strong>JetBlue</strong>\r\nThe Kennedy Airport-based airline has always been at the forefront of great customer service; and, in light of widespread devastation in its city, JetBlue surpassed expectations once again. Dave Canty, director of loyalty marketing and partnerships for the airline, sent a moving email in which he sent out thoughts and prayers to those affected by Sandy, and he commended customers for donating to JetBlueGives.org, a fund set up with the American Red Cross to help Sandy victims.\r\n\r\n<strong>American Express</strong>\r\nAnother New York-based brand, American Express, was one of the first companies to let its customers know that it was there to provide support, assistance, and access to its customers in the days following Sandy. From aiding with medical referrals to locating available lodging and enabling check-in for cardmembers, American Express made it undeniably clear that it was there to help, 24 hours a day. It also set up a Web page, \"Urgent Notice from American Express: Hurricane Sandy\" while acknowledging that many customers likely did not have Internet service at that time.\r\n\r\n<strong>Airbnb</strong>\r\nThe relatively new housing rental site has joined forces with Mayor Michael Bloomberg and the City of New York to have its members offer free housing to people in storm-ravaged neighborhoods. The site has a page, titled \"It\'s Time for Us To Come Together,\" where it details how it has provided shelter for more than 4,000 guests.\r\n\r\n<strong>FreshDirect</strong>\r\nFresh Direct cofounder and CEO Jason Ackerman sent an empathetic email to customers letting them know that the company, too, sustained damage from the hurricane, and updating them on the company\'s status. He also let customers know that Fresh Direct was donating food to victims, that it was trying to make delivery slots available to premium members, and that it was using nonbranded trucks to make up for the loss of some of its fleet.\r\n</br>\r\n<strong>Brands That Sank</strong>\r\n\r\n<strong>Urban Outfitters</strong>\r\nThe hipster retailer sent out an email days after the storm with the slightly insensitive subject line, \"This storm blows (but guess what doesn\'t)...\" Recipients who opened the email discovered a shopping promotion (10% off, plus free shipping), as if people suffering from the devastation of losing their electricity, heat, and in many cases their homes would possibly want to buy a lace baby doll dress or new hoodie sweatshirt.\r\n\r\n<strong>Howard Johnston\'s</strong> (and several other hotel chains)\r\nThe state of New Jersey launched a lawsuit against a Howard Johnson Express hotel that apparently raised its rates during Hurricane Sandy. That hotel wasn\'t the only one taking advantage of other people\'s hardship. Thousands of other complaints have been launched against hotel chains large and small for jacking up prices and preying on hurricane victims made homeless by the storm. Now that\'s what I call the exact opposite of hospitality.\r\n\r\n<strong>Macy\'s</strong>\r\nMacy\'s, the quintessential New York department store, runs sale promotions pretty much every single week—and the week of Hurricane Sandy was no different. The ad, which offered 20% off of Macy\'s products with its \"Hurricane Relief Pass,\" featured the copy line, \"In the face of such massive hardship, we\'re here to lend a helping hand.\" But it forgot to add the line, \"And make a pretty penny off of you in the process.\" Not to mention, with public transportation out for more than a week in some places, who could even get into a Macy\'s store to shop?\r\n\r\nSome good news: as the city gets up and running again and companies start to really take in the long-term damage of this tragedy, more and more brands are sending out sympathetic emails offering help—not just discounts or an opportunity to shop their latest wares.\r\n\r\nAs with Hurricane Katrina and the BP oil spill, companies are learning the hard way that one communications misstep can mean a long-term public relations disaster. And that\'s one risk no savvy brand should be willing to take.\r\n\r\n&nbsp;\r\n\r\n<a href=\"http://www.marketingprofs.com/articles/2012/9686/brands-that-surged-and-brands-that-sank-after-hurricane-sandy\" target=\"_blank\">http://www.marketingprofs.com/articles/2012/9686/brands-that-surged-and-brands-that-sank-after-hurricane-sandy</a>', 'Brands That Surged (and Sank) After Hurricane Sandy', '', 'publish', 'open', 'open', '', 'brands-that-surged-and-brands-that-sank-after-hurricane-sandy', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brands-that-surged-and-brands-that-sank-after-hurricane-sandy', 0, 'thinking', '', 0);
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(1790, 4, '2012-12-13 15:50:09', '2012-12-13 15:50:09', 'December 6, 2012, CBX COO Rick Barrack talks branding, how he got his start in the business and the history of CBX, on LA Talk Live! radio show \"What Catches Fire\". Syndicated through itunes, UStream, Facebook and Live 360.\r\n&nbsp;\r\n\r\n<iframe src=\"http://www.youtube.com/embed/0Y883Hu3xgY\" frameborder=\"0\" width=\"630\" height=\"380\"></iframe>\r\n\r\nLA Talk Live! Radio: <a href=\"http://latalklive.com/new/what-catches-fire\" target=\"_blank\">http://latalklive.com/new/what-catches-fire</a>\r\n\r\nYou Tube:<a href=\"http://youtu.be/0Y883Hu3xgY\" target=\"_blank\"> http://youtu.be/0Y883Hu3xgY</a>', 'Rick Barrack on LA Talk Live Radio', '', 'publish', 'open', 'open', '', 'rick-barrack-on-la-talk-live-radio', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/rick-barrack-on-la-talk-live-radio', 0, 'thinking', '', 0),
(1791, 4, '2012-12-14 17:25:22', '2012-12-14 17:25:22', 'I’m 10 minutes early for my interview with Rick Barrack as my cab pulls up to the East 21st Street office of CBX in Manhattan. He is standing outside, about a building or so away from the entrance; we haven’t met prior, and he looks to be enjoying his moment in the sun, so I leave him to it and go inside.CBX is one of my clients through my day job at Inwork, so I know the drill. The elevator opens into a second floor hallway, where I buzz through an enormous glass door leading to their lobby.\r\n</br>\r\n<img class=\"wp-image-5574 alignleft\" title=\"1212 MP InsideTheStudio_1\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_1.jpg\" alt=\"\" width=\"620\" height=\"412\" />\r\n\r\nI’ve been here before, but I’ve never had opportunity to meet Rick, the agency co-founder —and mention-worthy— one of Fast Company\'s “100 Most Creative People in Business.” I’m curious to hear more about what makes CBX tick, Rick’s business philosophy, and how his teams support it.\r\n</br>\r\n<img class=\"wp-image-5575 alignleft\" title=\"1212 MP InsideTheStudio_2\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_2.jpg\" alt=\"\" width=\"620\" height=\"409\" />\r\n<em><span style=\"color: #808080;\">Wildly impressive and understated all at once, the CBX “Big Red Curtain\".</span></em>\r\n</br>\r\nI am welcomed by the receptionist, who is sitting behind a crescent antique desk of dubious yet stately origin. She is sitting before a red velvet curtain worthy of a 1930s Zeigfield stage production, above which is a glittering crystal chandelier.\r\nIt’s a stunning first impression, dramatic still upon repeat visits. I am offered a seat, but prefer to take a few minutes to poke around the lobby. It is littered with rustic relics, a Persian rug, a frat-house “dream chair” constructed from as-yet-untapped Bud Light 12-Packs, a giant, weathered garage door, and a 1920s shopping cart—which is super cool, but looks far too tiny to be very useful to my 2012 consumer eye.\r\n</br>\r\n<img class=\" wp-image-5576 alignleft\" title=\"1212 MP InsideTheStudio_3\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_3.jpg\" alt=\"\" width=\"619\" height=\"412\" />\r\n<em><span style=\"color: #808080;\">The Garage.</span></em>\r\n</br>\r\n<p style=\"text-align: left;\">The space is nothing short of eclectic theatre—a sophisticated carnival vibe, a calculated amalgam of “high and low” put on by CBX aesthetes who knew exactly what they were doing.</p>\r\n</br>\r\n<img class=\"wp-image-5577\" title=\"1212 MP InsideTheStudio_4\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_4.jpg\" alt=\"\" width=\"619\" height=\"913\" />\r\nAs Rick enters the room, I’m taken by his ease. He has the inviting air of someone comfortable in his own skin, without a hint of pretense. His greeting mimics the sentiments artfully rendered in chalk on the west-facing wall, which serve as CBX’s cultural touchstones: “Straight Talk,” “Dirty Hands,” “Hello There,” “Come Right In,” “Have a Seat!” “Welcome One &amp; All”.\r\n</br>\r\n<img class=\"wp-image-5578 alignleft\" title=\"1212 MP InsideTheStudio_5\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_5.jpg\" alt=\"\" width=\"620\" height=\"1050\" />\r\n<em><span style=\"color: #808080;\">Joe Violante: Executive Creative Director, Rick Barrack: CCO, Allison Koller: Creative Director.</span></em>\r\n</br>\r\nThere are no fake smiles here and certainly no finger guns (except in jest).\r\nWhile many of the questions posed are admittedly self-indulgent, I come away with some golden nuggets about what sets the tone at CBX.\r\nThe first thing I noticed stepping behind the “big red curtain” and walking into the belly of the whale are workstations with obligatory “dividers.” However, they are significantly lower than those in most offices, and surrounded by walls of image galleries, which are visible everywhere in the room.\r\n</br>\r\n<p style=\"text-align: center;\"><img class=\"wp-image-5579 alignleft\" title=\"1212 MP InsideTheStudio_6\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_6.jpg\" alt=\"\" width=\"620\" height=\"412\" /></p>\r\n<img class=\"wp-image-5580 alignleft\" title=\"1212 MP InsideTheStudio_7\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_7.jpg\" alt=\"\" width=\"620\" height=\"410\" />\r\n\r\n<img class=\"wp-image-5581 alignleft\" title=\"1212 MP InsideTheStudio_8\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_8.jpg\" alt=\"\" width=\"620\" height=\"411\" />\r\n\r\nProjects in progress are not just living on computer screens or tucked away in folders. Design iterations, their alternatives and various components are on display for all employees to see. For larger and more complicated initiatives, formalized ”Immersion Rooms” are dedicated to discovering a given brand’s past, present, and potential future, in depth.\r\n</br>\r\n<p style=\"text-align: center;\"><img class=\"wp-image-5582 alignleft\" title=\"1212 MP InsideTheStudio_9\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_9.jpg\" alt=\"\" width=\"620\" height=\"411\" /></p>\r\nThe overriding theme here is transparency—right down to the clear corrugated plastic walls of the door-less immersion rooms. Intelligence is a shared, and readily exchanged commodity across different brand teams and open to interdisciplinary exchanges that could not take place otherwise.\r\n</br>\r\n<img class=\"wp-image-5583 alignleft\" title=\"1212 MP InsideTheStudio_10\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_10.jpg\" alt=\"\" width=\"620\" height=\"765\" />\r\n\r\n<img class=\"wp-image-5584 alignleft\" title=\"1212 MP InsideTheStudio_11\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_11.jpg\" alt=\"\" width=\"621\" height=\"414\" />\r\n\r\n<img class=\"wp-image-5585 alignleft\" title=\"1212 MP InsideTheStudio_12\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_12.jpg\" alt=\"\" width=\"619\" height=\"409\" />\r\n\r\n<em><span style=\"color: #808080;\">Info sharing is second nature. Pinboards extend well into CBX’s kitchen.</span></em>\r\n</br>\r\n<strong>You’ve heard the old cliché “There is no “I” in team.” Well, CBX uses this language and they really, REALLY mean it.</strong>\r\n\r\n<img class=\"wp-image-5586 alignleft\" title=\"1212 MP InsideTheStudio_13\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_13.jpg\" alt=\"\" width=\"620\" height=\"417\" />\r\n\r\nCBX teams are like pro-racing pit crews and its no surprise, given Rick himself, is a dedicated auto enthusiast and Indy 500 aficionado.\r\n</br>\r\nThe teams have a “crew chief” who is instrumental in assigning specialists from their multidisciplinary talent pool. Great care is taken to match the right CBX resource to the proper client. Think “the right tool for the right job.”\r\n</br>\r\nTeam communication is centralized; they’re all “on the radio” listening to the race progress, keeping in constant contact, so when a driver pulls into the pit and it’s time to get to work, nothing goes unconsidered or unresolved.\r\nYou see plenty of “dirty hands” here, and you’ll never find them idle. Even though it’s not stated explicitly, it seems very clearly ingrained in the culture that failure is not an option on CBX’s watch.\r\n</br>\r\nBut it’s not just about “winning” with this crew, it’s as much about performance. That is to say, if your brand were Humpty Dumpty, and he were to fall off a wall, CBX’s brand zealots would rally around and put you back together again--only, you’d emerge having a shell more akin to Titanium-Kevlar, than calcium composite, and CBXers would have likely souped it up with an aftermarket anti-gravity device just to be 100% sure you never fell off that bloomin’ wall again.\r\n</br>\r\nThat’s just what CBX does.\r\n</br>\r\n<img class=\"wp-image-5587 alignleft\" title=\"1212 MP InsideTheStudio_14\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_14.jpg\" alt=\"\" width=\"620\" height=\"413\" />\r\n<strong>An exemplary outcome at the hands of this CBX teamwork, in collaboration with Joe Jackman, can be easily seen in their brand renovation of Duane Reade.</strong>\r\n</br>\r\nThe Duane Reade initiative, “New York Living Made Easy” was a multi-faceted brief requiring a complete reinvention of the Duane Reade drugstore concept. Under the brief’s umbrella lay a mission to rebrand four Duane Reade private label brands, and fundamentally elevate the in-store experience to one that was nothing less than channel-changing.\r\nCBX nailed it.\r\nAfter all, how many drugstores offer you unexpected touches like a frozen yogurt bar, a sushi bar, or a growler bar, all of which are targeted to the needs and demands of any given store location’s specific neighborhood clientele.\r\n</br>\r\n<img class=\"wp-image-5588 alignleft\" title=\"1212 MP InsideTheStudio_15\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_15.jpg\" alt=\"\" width=\"620\" height=\"436\" />\r\n\r\n<img class=\"wp-image-5589 alignleft\" title=\"1212 MP InsideTheStudio_16\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_16.jpg\" alt=\"\" width=\"620\" height=\"410\" />\r\n\r\n<img class=\"wp-image-5590 alignleft\" title=\"1212 MP InsideTheStudio_17\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_17.jpg\" alt=\"\" width=\"619\" height=\"366\" />\r\n\r\n<img class=\"wp-image-5591 alignleft\" title=\"1212 MP InsideTheStudio_18\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_18.jpg\" alt=\"\" width=\"620\" height=\"415\" />\r\n\r\n<img class=\"wp-image-5592 alignleft\" title=\"1212 MP InsideTheStudio_19\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_19.jpg\" alt=\"\" width=\"620\" height=\"369\" />\r\n\r\n<strong>I asked Rick to share a little about Duane Reade as he sees it -- an interesting case study in immersion.</strong>\r\n</br>\r\n<strong>RB:</strong> “They (DR) came to us because of our NY chops--a small agency that could be nimble while also having the capability to address the massiveness of the initiative.\r\nBut most importantly what was really interesting is, from a cultural perspective, we’re often asked to put our “New Yorkness” in our back pocket in order to appeal to Omaha and Ohio and Florida, and so on so forth…\r\nIn this case they (DR) actually asked us to step out of that, and get back to NY, and celebrate our New Yorkness. So we were really able to let it fly, completely let it fly—I mean, they gave us full liberty to partner with them on their vision of what Duane Reade could be.\r\nThey were great. Great partners and great clients who allowed us the liberty to do what we do best and trusted us in helping them navigate down the garden path.”\r\n</br>\r\n<strong>LM: So, what do you do in cases where you don’t have as much control over a brand?</strong>\r\n</br>\r\n<strong>RB:</strong> We’re a very humble company in the way we approach our clients, and I think that humility allows us to understand what the client needs. While we are the stewards of brands and we should and do help guide, and aim, and shoot, occasionally, we are required to “play nice in the sand box” with good manners.\r\n</br>\r\n<strong> LM: OK, but what if you have a project that you think is going to reflect poorly on your own brand, what do you do about that?</strong>\r\n</br>\r\n<strong>RB:</strong> Our first criteria is not “How this going to look in a portfolio?” or “What awards s are we going to win?” It’s just not in our nature; nobody here thinks that way.\r\nThe first order of business is, has the client gotten what they needed? Are we addressing the objective, are they happy with the result and will they come back and work with us again?\r\nAt the end of the day, we are in the service business and we don’t forget that!\r\n</br>\r\n<strong>“Arrogance is an enemy to most initiatives—we just don’t approach things that way.”</strong>\r\n</br>\r\nWe like to “get our hands dirty” and there’s a reason we use this language. It manifests itself into a philosophy. We live and breathe it. It’s not just words that we shove down the throats of people who work here.\r\nIt’s the nature of the way we think, our teams know these brands are living and breathing, entities and this is not art school.\r\nWe’re not in the business of making pretty pictures just because we like them. Our work has got to be grounded in some rationalization of why we did what we did. The most important thing is— the people buying these brands and these products will not have us standing up in front of them spinning it and selling it. It has to sell itself.\r\nWe look at the role of branding through that lens—knowing what is responsible and what is irresponsible—and I think when you have that ingrained in a culture like we do, it becomes second nature into everything we touch.”\r\n</br>\r\n<img class=\"wp-image-5593 alignleft\" title=\"1212 MP InsideTheStudio_20\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_20.jpg\" alt=\"\" width=\"620\" height=\"411\" />\r\n\r\n<span style=\"color: #808080;\"><em>CBX Offers Staffers “A wall of their own” called “The Family tree” where they can showcase artwork or an artifact that embodies their own personal brand.</em></span>\r\n</br>\r\n</br>\r\n<img class=\"wp-image-5594 alignleft\" title=\"1212 MP InsideTheStudio_21\" src=\"http://www.cbx.com/wp-content/uploads/2012/12/1212-MP-InsideTheStudio_21.jpg\" alt=\"\" width=\"620\" height=\"411\" />\r\n<em><span style=\"color: #808080;\">At the end of the day, CBX is all about connection.</span></em>\r\n</br>\r\n<strong>So, what’s behind the big red curtain at CBX?</strong>\r\n</br>\r\nIn my opinion, it isn’t theatre at all, nor is it a circus, a carnival, or the great and powerful Oz. It’s a collective, orchestrated exercise in strategy, brand immersion, and design, executed by talented, hard-working people buzzing with hive mentality but without all the Borg-like assimilation nonsense.\r\nAnd with that I will bid you adieu, and “Be Awesome! “\r\nClick Here for more information about CBX and Rick Barrack.\r\nMany thanks to Rick Barrack, Christine Coppinger, Tina Rosenbaum, and all the other fine folks at CBX who made this article possible.\r\n</br>\r\n-LM\r\n<a href=\"http://www.thedieline.com/blog/2012/12/12/inside-the-studio-behind-the-big-red-curtain-at-cbx-nyc-with.html\" target=\"_blank\">\r\nhttp://www.thedieline.com/blog/2012/12/12/inside-the-studio-behind-the-big-red-curtain-at-cbx-nyc-with.html</a>', 'Behind the big red curtain at CBX', '', 'publish', 'open', 'open', '', 'inside-the-studio-behind-the-big-red-curtain-at-cbx-nyc-with-rick-barrack', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/inside-the-studio-behind-the-big-red-curtain-at-cbx-nyc-with-rick-barrack', 0, 'thinking', '', 0),
(1792, 4, '2013-01-04 18:44:03', '2013-01-04 18:44:03', 'Gregg S. Lipman:\r\nFor years, I always thought my friends up in Canada were exaggerating when they\'d talk about how fiercely protective the province of Quebec -- through its official language watchdog The Office québécois de la langue française (OQLF) -- was of its French language. There were stories filled with references to eating chiens chauds (literally \'hot... dogs\'), watching their favorite quart-arrière (quarterback) and having to stop for signs that read \"Arrêt,\" despite the fact that they say \"Stop\" in every other French-speaking country in the world.\r\n\r\nI always found these anecdotes simply funny, until I heard about the office\'s recent attempt to force major American retailers like Walmart, Costco, The Gap, Guess, Old Navy and Best Buy, to amend their brand names to include a French phrase/slogan that would clearly articulate what the company is selling. Not only would these brands have to change their signage -- they\'d also have to spend millions of bucks to update all their marketing materials, packaging, labels, price tags, and so on. All for what? To dilute their trademarks?\r\n\r\nAnd that was when the brand guy in me got a little -- how do you say -- \"PO\'ed\" (pardon my French). I mean, if I moved to Quebec, would I have to change my name to Gregoire?\r\n\r\nThe OQLF claimed they were just ensuring their Francization laws were now simply being respected, even though it had not uttered a peep when those companies first started operating in the province. But their attempt was made very adversarial by threats of fines, denial of government subsidies/contracts or even suspension of the certificates of compliance necessary to operate a business in Québec.\r\n\r\nNot surprisingly, the American companies targeted responded with a stinging lawsuit, questioning the entirety of the premise and timing of the OQLF\'s nefarious undertaking. And why wouldn\'t they?\r\n\r\n- We know full well it often takes years and many millions of marketing dollars, to create a distinctive and memorable brand\r\nname. It is a huge investment that cannot be toyed with on what appears to be a whim.\r\n- The strength of a trademark -- especially an international one -- correlates most strongly with its consistent, if not uniform,\r\npresentation and application throughout its markets.\r\n- Brand equity, brand recognition and brand valuation are now readily acknowledged as vitally important elements of a brand\'s\r\noverall worth.\r\n\r\nThe OQLF outlined four ways for brands to alter their names. Unfortunately, each and every one of them poses serious threats to their brand trademarks and global credibility. Here\'s how:\r\n\r\n<strong>1. Attaching a French word that would describe what the American company sells/does</strong>\r\n\r\nHolds great potential to be visually awkward on signage. How would French descriptors even help in the first place? Would Habits The Gap (literally \'Clothes The Gap\') or Le Magasin Walmart somehow get a potential Quebec shopper any closer to understanding what either company sells (assuming they\'ve never heard of them)?\r\n\r\n<strong>2. Creating a French version of the American Trademark</strong>\r\n\r\n- Doable and not altogether uncommon (see Green Giant/Géant Vert in France or KFC/Poulet Frit Kentucky in Quebec).\r\n- But this option would not work for a Walmart or J. Crew or Starbucks or any proper name brand.\r\n- You risk creating a name that has no visual or etymological connection to its original brands at all (see Staples/Bureau en Gros. Can Whole Foods/Nourritures Entières be far behind?).\r\n\r\n<strong>3. Creating a multiple word slogan, all in French that would describe what the American Company sells</strong>\r\n\r\nIf a single French word could potentially be awkward, imagine what multiple descriptive words will look like! With modern retailers increasingly broadening their product mixes (Urban Outfitters -- to pick just one example -- sells everything from clothing to books to jewelry to cameras and vinyl records) to include complementary and lifestyle products, how could this strategy effectively communicate the totality of a retailer\'s offerings?\r\n\r\n<strong>4. Keeping the original American brand name but reducing its size dramatically and slotting it under its far larger,</strong><strong> translated-into-French name</strong>\r\n\r\nThis is clearly the worst option of the bunch. Imagine a sign with two brands on it, one saying Vieille Marine and directly below it, in much smaller letters, the words Old Navy. It would be chaos on signage, nor would that in any way clarify to a potential consumer what it is the brand sells or does.\r\n\r\nSo nice of you to offer these suggestions, Quebec. But do you really think that Walmart is going to become Le Magasin Walmart just for your shoppers? Even the \"real\" French are less stringent about their language laws -- and that\'s saying a lot. Don\'t get me wrong: I find it admirable of you to want to preserve your French heritage. But as a brand professional I also find it wholly naïve. I mean, when a brand invests millions and millions of dollars in establishing a name, why would they risk devaluing its international recognition by changing it for one small region of the world?\r\n\r\nFurthermore, while there was certainly a time in our civilization\'s history where a language only applied to a specific, corresponding culture, in this day an age, the high degree of exposure, interaction and connectivity afforded us (in large part thanks to technology) has allowed language to mutate to such a high degree that it has effectively decoupled from culture. That is to say: a culture that spawned a language, no longer necessarily defines it.\r\n\r\nLanguage adapts very quickly to changing environments and imports heavily from other languages it comes in contact with. And we know that centuries of close proximity to America has enabled many English words to migrate over into French. To assume that they would need English retail signage translated into French is thus, well, silly. After all, over here in America, we\'re not translating Le Pain Quotidien into \"The Daily Bread\" or \"Le Chateau\" to \"The Castle.\" Trying to legislate language is not only virtually impossible, it shows a willful disregard for the power of language and its free exchange between societies, as a continuing catalyst for cultural and creative growth.\r\n\r\nAnd for the record, I think that Gregg is a helluva nicer name than Gregoire. Just saying.\r\n\r\n&nbsp;\r\n\r\n<a href=\"http://www.huffingtonpost.com/gregg-s-lipman/pardon-my-french-quebec_b_2396822.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/pardon-my-french-quebec_b_2396822.html</a>\r\n\r\n&nbsp;', 'Pardon My French...', '', 'publish', 'open', 'open', '', 'pardon-my-french-quebec-but-your-language-laws-are-ridiculous', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/pardon-my-french-quebec-but-your-language-laws-are-ridiculous', 0, 'thinking', '', 0),
(1793, 4, '2013-01-04 19:10:45', '2013-01-04 19:10:45', 'By Nancy Brown:\r\nThe consumer trend toward locally grown fresh food has infiltrated the mass market. Learn how to utilize your packaging to convey premium, farm-fresh authenticity.\r\n\r\n\"Farm-to-fork\": It’s the foodie buzz term of recent years, the hip culinary expression on everyone’s lips. New restaurants boasting farm-fresh ingredients are popping up in neighborhoods all over the country, greenmarkets are hotter than ever, and farm-to-fork ambassadors like chefs Dan Barber of Blue Hill, British sensation Jamie Oliver, and Alice Waters of Chez Panisse have become bona fide celebrities.\r\n\r\nAnd now, this movement is starting to infiltrate the mass market.\r\n\r\nIt’s no surprise. With E. coli outbreaks happening every few months (it seems) and books like The Omnivore’s Dilemma making people fearful of what they put in their bodies, today’s consumers want to know exactly where their food comes from. Farm-to-fork delivers on that need. It is defined as “food that has come to your table from a specific farm,” and more often than not, these are greenmarket-bought fruits, vegetables, and meats that come from farms within a certain distance from one’s home.\r\n\r\nSure, it seems that consumer packaged goods would be the antithesis of farm-to-fork, but the truth is that certain CPG brands—such as Land O’Lakes and Ocean Spray—have been offering farm-fresh products for years. Now other brands, many with the word “farm” in their names, are pinpointing a need in the market to not only use the highest-quality, farm-fresh ingredients, but also to provide consumers with information about the origins of those ingredients.\r\n\r\nThere are a few different ways that companies are interpreting farm-to-fork for the mass audience. Some brands, like Green Giant, focus on the farm-fresh aspect, while others, like Cabot Creamery dairy products from Vermont, focus on local. Kashi—whose tagline is “seven whole grains on a mission”—is all about sourcing authentic ingredients from around the world. Häagen-Daz’ Five ice cream brands and Yoplait’s Simplait yogurt are stripping down the ingredients to the bare essentials.\r\n\r\n<strong>Conveying farm-fresh through packaging</strong>\r\n\r\nA lot of brands have been conveying the “farm-to-fork/local/sourced/simple ingredients” aspects of their offerings through advertising, but how are they communicating the fresh, farm-to-fork aspect of their offerings through their packaging? For starters, they’re making it more premium. Consumers seem to be willing to pay a bit more for the quality aspect of farm-to-fork offerings, and the upscale design of these products reflects this. Quite simply, the products cost more because people are willing to pay more. But there are many more ways that brands can capitalize on this trend to try and seize some of the $860 million worth of unmet demand for farm-fresh products (according to <a href=\"http://farm2tablecopackers.com\" target=\"_blank\">Farm2Table Co-Packers</a>, a company in upstate New York).\r\n\r\nHere are five lessons the “big boys” can learn from some of today’s smaller, but well-established, farm-to-fork brands.\r\n\r\n1. <strong>It’s all in a name</strong>. For many CPG products, you can just envision the dozens of meetings and focus groups that it took to come up with a snazzy name for some new beverage or cleaning product. But farm-to-fork is all about origins, first and foremost. Farm-to-fork product names just say it like it is: Ronnybrook Farm milk, from Ronnybrook Farm Dairy in the Hudson Valley; Dorset Cereals, named for the county of Dorset in England, where it is made; The Immaculate Baking Company, made with only all-natural ingredients. With names like these, the products speak for themselves, because they are that fresh, that good, that worthy of your dollars.\r\n\r\n2. <strong>Tell your story</strong>. Farm-to-fork products don’t have the most creative stories in the books—they just have honest stories that make us trust their brands. And since the products are so proud of where they’ve come from, these stories tend to be featured front-and-center on their packaging. Why, Green Giant has been telling their “picked at the peak of perfection” story—about how farmers who grow vegetables for the company receive a knock on their doors from company representatives who tell them, “It’s time to pick the peas!”—for several decades now. And why not? It’s a terrific story to tell.\r\nSiggi’s Icelandic-style yogurt features its story—about a guy who missed the thickness of skyr, the yogurt from his native country, and now makes it here in America with milk from family farms in New York State—on the back of its label, which consumers are encouraged to tear off and read via a little paper tab.\r\n\r\n3. <strong>Talk up your strengths</strong>. Farm-to-fork products tend to be superior to other products due to their fresh, often organic natures, and brands have every right to talk up these benefits. Bellwether Farms, an “artisan creamery” out of Sonoma, CA, promotes the fact that those who are intolerant to cow’s milk can enjoy their sheep-milk products, which are made from the milk of “healthy, pastured animals” and are “an excellent source of B vitamins.”\r\nHäagen-Daz’ Five ice cream line lists all five of its ingredients on its container, complemented by a photograph of one key ingredient (e.g., a mound of brown sugar). On its Web site and promotional materials, Frito-Lay boasts that many of its products consist of only three ingredients, but this claim has yet to turn up on its packaging…yet.\r\n\r\n4. <strong>Hype the goods</strong>. Since farm-to-fork products are all about authenticity, it makes perfect sense for brands to showcase their farm-fresh products and sources of origin on their packaging. Siggi’s yogurt features a lovely illustration of a key ingredient, such as blueberries. Red Jacket Juices, made at the Red Jacket Orchard, feature a large apple that reflects the all-natural flavor of the juice. Ronnybrook Farm features cows on its packaging, while Old Chatham Sheepherding Company and Bellwether Farms feature sheep. Packaging for Kate’s Homemade Butter boasts a photo of a little girl, presumably Kate herself, who the consumer is led to believe may have churned the butter inside.\r\n\r\n5. <strong>Don’t skimp on the details</strong>. Details like package structure and printing methods signal the quality, upscale nature of farm-to-fork products to consumers. Rick’s Picks pickles and Ronnybrook Farm’s milk products are both housed in ball jar-type glass bottles that reference the farm-fresh aspect of the offerings, let consumers see their freshness, and harken back to their greenmarket origins. Siggi’s yogurt has a matte-paper wrapper that is both incredibly spare and undeniably upscale. Dorset Cereals come in uncoated paper boxes with peak-a-boo windows that let you see the product and mirror the natural nature of the oats, grains, and dried fruits inside.\r\n\r\nOf course, not all CPG companies will be able to bring their products to consumers straight from the farm. But by following the lead of some of the successful farm-to-fork companies out there right now and by utilizing at least a few of the five steps mentioned, they can definitely capitalize on the movement and take measures to make their products seem as local, simple, and authentic as possible.\r\n\r\n<a href=\"http://www.packworld.com/package-design/graphic/farm-fork-drives-consumer-packaging\" target=\"_blank\">http://www.packworld.com/package-design/graphic/farm-fork-drives-consumer-packaging</a>', '\'Farm-to-fork\' drives consumer packaging', '', 'publish', 'open', 'open', '', 'farm-to-fork-drives-consumer-packaging', '', '', '2018-09-27 20:48:05', '2018-09-27 20:48:05', '', 0, 'http://cbx.cappendev.com/thinking/16/farm-to-fork-drives-consumer-packaging', 0, 'thinking', '', 0),
(1794, 4, '2013-01-10 15:41:06', '2013-01-10 15:41:06', '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', '', 'publish', 'open', 'open', '', 'wawa-opens-latest-prototype-in-apoka-florida-the-companys-seventh-location-in-the-sunshine-state', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/wawa-opens-latest-prototype-in-apoka-florida-the-companys-seventh-location-in-the-sunshine-state', 0, 'thinking', '', 0),
(1795, 0, '2018-09-27 16:51:45', '2018-09-27 16:51:45', '', 'froyo2', '', 'inherit', 'open', 'closed', '', 'froyo2', '', '', '2018-09-27 16:51:45', '2018-09-27 16:51:45', '', 1581, 'http://cbx.cappendev.com/app/uploads/2018/09/froyo2.jpg', 0, 'attachment', 'image/jpeg', 0),
(1796, 4, '2013-01-18 17:14:42', '2013-01-18 17:14:42', 'By Nancy Brown:\r\nThe consumer trend toward locally grown fresh food has infiltrated the mass market. Learn how to utilize your packaging to convey premium, farm-fresh authenticity.\r\n\r\n\"Farm-to-fork\": It’s the foodie buzz term of recent years, the hip culinary expression on everyone’s lips. New restaurants boasting farm-fresh ingredients are popping up in neighborhoods all over the country, greenmarkets are hotter than ever, and farm-to-fork ambassadors like chefs Dan Barber of Blue Hill, British sensation Jamie Oliver, and Alice Waters of Chez Panisse have become bona fide celebrities.\r\n\r\nAnd now, this movement is starting to infiltrate the mass market.\r\n\r\nIt’s no surprise. With E. coli outbreaks happening every few months (it seems) and books like The Omnivore’s Dilemma making people fearful of what they put in their bodies, today’s consumers want to know exactly where their food comes from. Farm-to-fork delivers on that need. It is defined as “food that has come to your table from a specific farm,” and more often than not, these are greenmarket-bought fruits, vegetables, and meats that come from farms within a certain distance from one’s home.\r\n\r\nSure, it seems that consumer packaged goods would be the antithesis of farm-to-fork, but the truth is that certain CPG brands—such as Land O’Lakes and Ocean Spray—have been offering farm-fresh products for years. Now other brands, many with the word “farm” in their names, are pinpointing a need in the market to not only use the highest-quality, farm-fresh ingredients, but also to provide consumers with information about the origins of those ingredients.\r\n\r\nThere are a few different ways that companies are interpreting farm-to-fork for the mass audience. Some brands, like Green Giant, focus on the farm-fresh aspect, while others, like Cabot Creamery dairy products from Vermont, focus on local. Kashi—whose tagline is “seven whole grains on a mission”—is all about sourcing authentic ingredients from around the world. Häagen-Daz’ Five ice cream brands and Yoplait’s Simplait yogurt are stripping down the ingredients to the bare essentials.\r\n\r\n<img class=\"alignright  wp-image-5878\" title=\"01_14_12_NancyCBX1\" src=\"http://www.cbx.com/wp-content/uploads/2013/01/01_14_12_NancyCBX1.jpg\" alt=\"\" width=\"620\" height=\"412\" />\r\n\r\n<strong>Conveying farm-fresh through packaging</strong>\r\n\r\nA lot of brands have been conveying the “farm-to-fork/local/sourced/simple ingredients” aspects of their offerings through advertising, but how are they communicating the fresh, farm-to-fork aspect of their offerings through their packaging? For starters, they’re making it more premium. Consumers seem to be willing to pay a bit more for the quality aspect of farm-to-fork offerings, and the upscale design of these products reflects this. Quite simply, the products cost more because people are willing to pay more. But there are many more ways that brands can capitalize on this trend to try and seize some of the $860 million worth of unmet demand for farm-fresh products (according to <a href=\"http://farm2tablecopackers.com\" target=\"_blank\">Farm2Table Co-Packers</a>, a company in upstate New York).\r\n\r\nHere are five lessons the “big boys” can learn from some of today’s smaller, but well-established, farm-to-fork brands.\r\n\r\n1. <strong>It’s all in a name</strong>. For many CPG products, you can just envision the dozens of meetings and focus groups that it took to come up with a snazzy name for some new beverage or cleaning product. But farm-to-fork is all about origins, first and foremost. Farm-to-fork product names just say it like it is: Ronnybrook Farm milk, from Ronnybrook Farm Dairy in the Hudson Valley; Dorset Cereals, named for the county of Dorset in England, where it is made; The Immaculate Baking Company, made with only all-natural ingredients. With names like these, the products speak for themselves, because they are that fresh, that good, that worthy of your dollars.\r\n\r\n<img class=\"alignright  wp-image-5874\" title=\"01_14_12_NancyCBX2\" src=\"http://www.cbx.com/wp-content/uploads/2013/01/01_14_12_NancyCBX2.jpg\" alt=\"\" width=\"620\" height=\"530\" />\r\n\r\n2. <strong>Tell your story</strong>. Farm-to-fork products don’t have the most creative stories in the books—they just have honest stories that make us trust their brands. And since the products are so proud of where they’ve come from, these stories tend to be featured front-and-center on their packaging. Why, Green Giant has been telling their “picked at the peak of perfection” story—about how farmers who grow vegetables for the company receive a knock on their doors from company representatives who tell them, “It’s time to pick the peas!”—for several decades now. And why not? It’s a terrific story to tell.\r\nSiggi’s Icelandic-style yogurt features its story—about a guy who missed the thickness of skyr, the yogurt from his native country, and now makes it here in America with milk from family farms in New York State—on the back of its label, which consumers are encouraged to tear off and read via a little paper tab.\r\n\r\n<img class=\"alignright  wp-image-5875\" title=\"01_14_12_NancyCBX5\" src=\"http://www.cbx.com/wp-content/uploads/2013/01/01_14_12_NancyCBX5.jpg\" alt=\"\" width=\"620\" height=\"540\" />\r\n\r\n3. <strong>Talk up your strengths</strong>. Farm-to-fork products tend to be superior to other products due to their fresh, often organic natures, and brands have every right to talk up these benefits. Bellwether Farms, an “artisan creamery” out of Sonoma, CA, promotes the fact that those who are intolerant to cow’s milk can enjoy their sheep-milk products, which are made from the milk of “healthy, pastured animals” and are “an excellent source of B vitamins.”\r\nHäagen-Daz’ Five ice cream line lists all five of its ingredients on its container, complemented by a photograph of one key ingredient (e.g., a mound of brown sugar). On its Web site and promotional materials, Frito-Lay boasts that many of its products consist of only three ingredients, but this claim has yet to turn up on its packaging…yet.\r\n\r\n<img class=\"alignright  wp-image-5876\" title=\"01_14_12_NancyCBX6\" src=\"http://www.cbx.com/wp-content/uploads/2013/01/01_14_12_NancyCBX6.jpg\" alt=\"\" width=\"620\" height=\"620\" />\r\n\r\n4. <strong>Hype the goods</strong>. Since farm-to-fork products are all about authenticity, it makes perfect sense for brands to showcase their farm-fresh products and sources of origin on their packaging. Siggi’s yogurt features a lovely illustration of a key ingredient, such as blueberries. Red Jacket Juices, made at the Red Jacket Orchard, feature a large apple that reflects the all-natural flavor of the juice. Ronnybrook Farm features cows on its packaging, while Old Chatham Sheepherding Company and Bellwether Farms feature sheep. Packaging for Kate’s Homemade Butter boasts a photo of a little girl, presumably Kate herself, who the consumer is led to believe may have churned the butter inside.\r\n\r\n<img class=\"alignright  wp-image-5877\" title=\"01_14_12_NancyCBX4\" src=\"http://www.cbx.com/wp-content/uploads/2013/01/01_14_12_NancyCBX4.jpg\" alt=\"\" width=\"620\" height=\"903\" />\r\n\r\n5. <strong>Don’t skimp on the details</strong>. Details like package structure and printing methods signal the quality, upscale nature of farm-to-fork products to consumers. Rick’s Picks pickles and Ronnybrook Farm’s milk products are both housed in ball jar-type glass bottles that reference the farm-fresh aspect of the offerings, let consumers see their freshness, and harken back to their greenmarket origins. Siggi’s yogurt has a matte-paper wrapper that is both incredibly spare and undeniably upscale. Dorset Cereals come in uncoated paper boxes with peak-a-boo windows that let you see the product and mirror the natural nature of the oats, grains, and dried fruits inside.\r\n\r\nOf course, not all CPG companies will be able to bring their products to consumers straight from the farm. But by following the lead of some of the successful farm-to-fork companies out there right now and by utilizing at least a few of the five steps mentioned, they can definitely capitalize on the movement and take measures to make their products seem as local, simple, and authentic as possible.\r\n\r\n&nbsp;\r\n\r\n<a href=\"http://www.thedieline.com/blog/2013/1/14/farm-to-fork-drives-consumer-packaging.html\" target=\"_blank\">http://www.thedieline.com/blog/2013/1/14/farm-to-fork-drives-consumer-packaging.html</a>\r\n\r\n&nbsp;', '\'Farm-to-fork\' drives consumer packaging', '', 'publish', 'open', 'open', '', 'farm-to-fork-drives-consumer-packaging-2', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/farm-to-fork-drives-consumer-packaging-2', 0, 'thinking', '', 0),
(1797, 0, '2018-09-27 16:51:46', '2018-09-27 16:51:46', '', 'JanKotex', '', 'inherit', 'open', 'closed', '', 'jankotex', '', '', '2018-09-27 16:51:46', '2018-09-27 16:51:46', '', 1582, 'http://cbx.cappendev.com/app/uploads/2018/09/JanKotex.jpg', 0, 'attachment', 'image/jpeg', 0),
(1798, 4, '2013-02-01 18:36:11', '2013-02-01 18:36:11', 'Philabundance pursuing new model to serve people in need in Delaware Valley food deserts through attractive, convenient and friendly stores.\r\nCBX, the brand agency and retail design consultancy based in New York, has been retained by hunger relief organization Philabundance to design a prototype for Fare &amp; Square, a not-for-profit grocery store slated to open this summer in Chester, Pa.\r\n\r\nFare &amp; Square will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester--one of the 35 food deserts in the Delaware Valley according to the USDA--the access to “good food right around the corner” that has not been available since the town’s last full-scale grocer closed in 2001.\r\n\r\nPhilabundance recently purchased the town’s former grocery building at 3109 West 9th St., and gave CBX the assignment to create a colors and materials palette as well as signage and graphics for the 13,000-square-foot store. CBX will also design perimeter departments and the store’s center core. All creative work will be based on collaboration between CBX and Philadelphia-based LevLane Advertising, which designed the Fare &amp; Square logo with Philabundance. The colorful logo features a simple drawing of a purple carrot (with green tops attached) and the words “Fare &amp; Square” set in an outlined box with rounded edges, plus the tagline “good food right around the corner.”\r\n\r\n“We’ll be drawing heavily on both the Fare &amp; Square brand direction as envisioned by LevLane and the existing supermarket footprint of the Chester space,” said Joseph Bona, president of CBX branded environments. The design will incorporate functional merchandise fixtures, flooring, lighting and signage.\r\n\r\nUnder its not-for-profit grocery store model, Fare &amp; Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way. One notable aspect of the overall design “is that it will reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” Bona explained. “Ultimately, we’re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection.”\r\n\r\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley. “Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of the Philadelphia-based organization. “Philabundance has worked on this concept for five years, and we are thrilled to see it coming to fruition to help the residents of Chester.”\r\n\r\n<strong>About Philabundance:</strong>\r\n\r\nPhilabundance reduces hunger and food insecurity in the Delaware Valley by providing food access to people in need in partnership with organizations and individuals. Philabundance provides a full plate of services through neighborhood distribution programs and a network of close to 500 member agencies in 9 counties. Philabundance serves approximately 65,000 people per week at a cost of 50 cents per meal. There are more than 900,000 people in the Delaware Valley who are at risk for chronic hunger and malnutrition. In 2011, Philabundance distributed 21 million pounds of food. For more information about Philabundance, visit www.philabundance.org or call 215-339-0900. Visit us on Facebook, Facebook.com/Philabundance and follow us on Twitter, Twitter.com/Philabundance. If you or someone you know is in need of food assistance, please call Philabundance’s Food Help Line, 800-319-Food (3663).', 'CBX Tapped to Design Prototype for Fare & Square', '', 'publish', 'open', 'open', '', 'cbx-tapped-to-design-prototype-for-fare-square', '', '', '2018-09-27 17:58:04', '2018-09-27 17:58:04', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-tapped-to-design-prototype-for-fare-square', 0, 'thinking', '', 0);
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(1799, 4, '2013-02-01 20:31:53', '2013-02-01 20:31:53', 'Assignment Focuses on Total Site Design and Brand Strategies for Terpel Operation in Colombia.\r\nCBX, the brand agency and retail design consultancy based in New York, is working with Organizacion Terpel S.A., to completely update the company\'s Terpel gas and diesel fuel station sites in Colombia.\r\nLike many global petroleum companies, the Bogota-based Organizacion Terpel is hoping to expand its customer base by increasing its appeal to women, families and young consumers, explained Joseph Bona, president of branded environments at CBX. The firm\'s design and strategy teams worked with the company to take a fresh look at everything from updating the corporate identity and logo to creating new architecture for the forecourt and retail shops and how each can support Organizacion Terpel\'s corporate strategy for growth. A leading fuel supplier in Colombia, Terpel\'s network includes 1,460 service stations, 28 supply plants and operations in 20 Colombian airports. The company also sells fuels for automobiles, aircraft and motorboats in other Central and South American markets.\r\nWith a goal of creating a compelling design for the next 10 years, the entire forecourt for the company\'s retail fuel network has been completely reinvented, including canopy, pylon and fuel island design along with other customer touch-points, Bona noted. CBX also designed graphics and architecture for a newly revamped convenience store, branded car wash and service bays. The first complete site with a new c-store, canopy, lube bay and car wash is expected to open this year.\r\n\"Our role was to reinforce Terpel\'s ongoing commitment to providing quality products and services, but with a new view toward being one of Colombia\'s most innovative and forward thinking companies,\" Bona continued. \"We examined the entire customer journey experience from the curb to the pump and convenience store, to the car wash and lube bay. Equally important, while designing the new ground-up prototype, we also developed a \'retro-fittable\' design approach for adaptation to the existing portfolio of facilities.\"\r\nCBX worked closely on the project in association with The Murphy Group LLC, Ashburn, Va., which has independently served as a consultant to Organizacion Terpel S.A. on a wide range of strategic business activities.\r\n\r\n<strong>About Organizacion Terpel S.A.</strong>\r\nOrganizacion Terpel S.A. is a privately held Colombian oil and gas company founded in 1968. Formerly known as Terpel Bucaramanga, the company changed its name to Organizacion Terpel S.A. in 2001. Based in Bogota, Colombia, Organizacion Terpel S.A. distributes and sells fuel products for automobiles, aircraft and motorboats. It also produces and sells lubricants for marine and industrial use as well as for vehicles using diesel, gasoline and natural gas; and distributes natural gas for vehicles in Colombia, Mexico, Peru and Chile. The company also offers fuel and lubricants to sugar mills, oil and mining markets. The company operates service stations in Colombia, Ecuador, Chile and Panama. It also manages fuel supplies for two airports in the Dominican Republic. Organizacion Terpel S.A. is a subsidiary of Sociedad De Inversiones En Energia S.A., which is a subsidiary of Compania de Petroleos de Chile COPEC S.A.', 'CBX Assists Organizacion Terpel S.A.', '', 'publish', 'open', 'open', '', 'cbx-assists-organizacion-terpel-s-a', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-assists-organizacion-terpel-s-a', 0, 'thinking', '', 0),
(1800, 4, '2013-02-01 21:32:25', '2013-02-01 21:32:25', 'Hunger relief organization Philabundance here has retained retail design consultancy CBX to design a prototype for Fare &amp; Square, a not-for-profit grocery store slated to open this summer in Chester, Pa.Fare &amp; Square, a 13,000-square-foot store, will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester — one of the 35 food deserts in the Delaware Valley according to the U.S. Department of Agriculture — easy access to fresh foods for the first time since the town’s last full-scale grocer closed in 2001. Philabundance recently purchased the town’s former grocery building.\r\nUnder its not-for-profit grocery store model, Fare &amp; Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community.\r\nOne aspect of the overall design “is that it will reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” said Joseph Bona, president of CBX branded environments, in a statement. “Ultimately, we’re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection.”\r\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley. “Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of Philabundance. “Philabundance has worked on this concept for five years, and we are thrilled to see it coming to fruition to help the residents of Chester.”\r\n\r\n<a href=\"http://supermarketnews.com/retail-amp-financial/non-profit-store-open-pa-food-desert#ixzz2JgWNt1KE\" target=\"_blank\">http://supermarketnews.com/retail-amp-financial/non-profit-store-open-pa-food-desert#ixzz2JgWNt1KE</a>', 'Non-Profit Store to Open in Pa. Food Desert', '', 'publish', 'open', 'open', '', 'non-profit-store-to-open-in-pa-food-desert', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/non-profit-store-to-open-in-pa-food-desert', 0, 'thinking', '', 0),
(1801, 4, '2013-02-04 21:58:08', '2013-02-04 21:58:08', '<strong>ACCOUNT</strong>\r\n<strong>Nissan Motor Company</strong> expanded its relationship with TBWA Worldwide, part of the Omnicom Group, by naming TBWA as the global marketing agency for the reintroduction of the company’s Datsun brand. Spending has not been determined. Datsun was the original name for the Nissan brand; it is being brought back as a lower-price car line aimed at young, middle-class drivers in fast-growing markets like India, Indonesia and Russia. The worldwide creative and strategic work for Datsun will be led by TBWA Hakuhodo, Tokyo, and TBWA London. TBWA is also the creative agency for the Nissan and Infiniti brands sold by Nissan Motor.</br>\r\n<strong>Vonage Holdings</strong>, Holmdel, N.J., selected two agencies for assignments that had been handled by agencies owned by the Omnicom Group. Spending was estimated at $150 million. JWT New York, part of WPP, will handle the Vonage creative account, which had been handled by TBWA/Chiat/Day, part of the TBWA Worldwide division of Omnicom. And Horizon Media, New York, will handle the Vonage media account, which had been handled by PHD, part of the Omnicom Media Group division of Omnicom.</br>\r\n<strong>Chopin,</strong> the Polish vodka owned by Tadeusz J. Dorda, named Clarity Coverdale Fury, Minneapolis, as its worldwide agency of record. Spending has not been determined. Clarity Coverdale helped introduce Chopin in North America in 1997 and was the brand’s agency for eight years; recently, the account had been handled internally.\r\n\r\n<strong>PEOPLE</strong></br>\r\n<strong>Deanie Elsner</strong>, president for the beverages business at the Kraft Foods Group, Northfield, Ill., was named the company’s first chief marketing officer. The Kraft Foods Group was formed after Kraft Foods spun off its snack foods brands into a stand-alone company, Mondelez International. The Kraft Foods Group sells former Kraft Foods products like Kraft cheeses, Maxwell House coffee and Oscar Mayer meats.</br>\r\n<strong>Chris Tussing rejoined DDB Worldwide</strong>, New York, part of the Omnicom Group, as global business director, overseeing the agency’s new Reebok account. He had most recently been account managing director at the Chicago office of McGarryBowen, part of the Dentsu Network unit of Dentsu, and earlier in his career was group account director at the DDB West division of DDB, based in San Francisco.</br>\r\n<strong>Lori Erdos</strong>, business development director for digital at Smithsonian Media, based in the New York office, was named to a new post, publisher for media and business development. Smithsonian Media is part of the Smithsonian Enterprises unit of the Smithsonian Institution.</br>\r\n<strong>MISCELLANY</strong></br>\r\n<strong>Peter Arnell</strong>, who in 2011 left his agency, the Arnell Group, New York, in a dispute with its parent, the Omnicom Group, has returned to the industry, working on his own on a new campaign for a former Arnell Group client, GNC Holdings. The campaign, carrying the theme “Respect yourself,” is being created by Mr. Arnell and an internal marketing and communications team at GNC, the company said. A lawsuit between Mr. Arnell and Omnicom was settled last year. “We are pleased to once again be working directly with Peter,” Joseph Fortunato, chief executive of GNC, said in a statement.</br>\r\n<strong>Parry Branding Group</strong>, a brand identity agency for the health and wellness market, was opened in Brooklyn by Vince Parry.</br>\r\n<strong>Philabundance</strong>, Philadelphia, an organization that specializes in hunger relief, named CBX, New York, a brand agency and retail design consultancy, to design a prototype for Fare &amp; Square, a nonprofit grocery store that is scheduled to open this summer in Chester, Pa. The store will sell staples like produce, dairy and meats at everyday low prices to residents of Chester, which has been identified as a so-called food desert.\r\n\r\n<a href=\"http://www.nytimes.com/2013/02/04/business/media/news-from-the-advertising-industry.html?_r=0\" target=\"_blank\">http://www.nytimes.com/2013/02/04/business/media/news-from-the-advertising-industry.html?_r=0</a>', 'News From the Advertising Industry', '', 'publish', 'open', 'open', '', 'news-from-the-advertising-industry', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/news-from-the-advertising-industry', 0, 'thinking', '', 0),
(1802, 4, '2013-02-05 15:28:57', '2013-02-05 15:28:57', 'Some of the best and brightest from Bloomingdale’s, Costco, Wal-Mart, Facebook and other companies will participate at The Global Retailing Conference of the University of Arizona’s Terry J. Lundgren Center for Retailing.   The conference — a forum bringing business leaders and academia together — will be held April 11 and 12 at Loews Ventana Canyon in Tucson, Ariz.  “Retailing continues to evolve rapidly, with new techniques, processes and technologies emerging virtually every day — all being driven by our customer’s changing habits and preferences. We all must be diligent in understanding what our customers want today and what they will want tomorrow,” said Terry J. Lundgren, chairman, president and chief executive officer of Macy’s Inc., who will deliver opening remarks. Others will address retail innovation, digital advancement, marketing strategies and consumer behavior.   Set to speak: Tory Burch; retail presidents Bonnie Brooks of The Hudson’s Bay Co. and Tony Spring of Bloomingdale’s, as well as Jonathan Zrihen of the Clarins Groupe North America, Neil Cole of Iconix, Gary Talarico of Gordon Brothers, Scott Hardy of Polaroid, and Matthew Shay of the National Retail Federation, who all hold the titles of president and ceo.  Also on the speaker roster: Jim Sinegal, Costco’s cofounder; Ira Kalish, director of global economics, Deloitte Consulting; Doug Mack, ceo of One Kings Lane; Kevin Sterneckert, vice president of research, Gartner; Rob Garf, vice president, Demandware; Anita D. Bhappu, PetSmart Associate Professor of Retailing and Consumer Sciences, The University of Arizona; Joe Bona, president, Branded Environments, CBX; Wanda Young, Wal-Mart’s vice president of media and digital marketing; Kerry Lakin, senior account manager at Facebook; and Jack Tretton, ceo of Sony Playstation.  For information and registration, visit globalretailingconference.org or e-mail Martha Van Gelder, director of the Terry J. Lundgren Center for Retailing, at mvangelder@email.arizona.edu.<a href=\"http://www.wwd.com/retail-news/retail-features/lundgren-conference-attracts-industrys-heavy-hitters-6683172?module=Retail-hero\" target=\"_blank\">\r\nhttp://www.wwd.com/retail-news/retail-features/lundgren-conference-attracts-industrys-heavy-hitters-6683172?module=Retail-hero</a>', 'Conference Attracts Industry\'s Heavy Hitters', '', 'publish', 'open', 'open', '', 'lundgren-conference-attracts-industrys-heavy-hitters', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/lundgren-conference-attracts-industrys-heavy-hitters', 0, 'thinking', '', 0),
(1803, 4, '2013-02-13 20:23:19', '2013-02-13 20:23:19', 'Limited access to healthy, affordable food choices, is an oft-cited reason for poor food habits among the nation\'s less fortunate. In order to address this issue, hunger relief organization Philabundance has teamed up with retail design consultancy CBX to create a prototype for a not-for-profit grocery store.</br>Slated to open this summer in Chester, Pa., Fair &amp; Square will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester -- one of the 35 “food deserts” in the Delaware Valley according to the USDA -- the access to \"good food right around the corner\" that has not been available since the town\'s last full-scale grocer closed in 2001.</br>\r\nPhilabundance recently purchased a former grocery building in the town of Chester and gave CBX the assignment to create a colors and materials palette as well as signage and graphics for the 13,000-sq.-ft. store. The firm will also design perimeter departments and the store\'s center core.</br>\r\nAll creative work will be based on collaboration between CBX and Philadelphia-based LevLane Advertising, which designed the Fare &amp; Square logo with Philabundance.\r\n\"We\'ll be drawing heavily on both the Fare &amp; Square brand direction as envisioned by LevLane and the existing supermarket footprint of the Chester space,\" said Joseph Bona, president of CBX branded environments. The design will incorporate functional merchandise fixtures, flooring, lighting and signage.</br>\r\nUnder its not-for-profit grocery store model, Fare &amp; Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way.</br>\r\n“Ultimately, we\'re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection,” Bona said.\r\n\r\n<a href=\"http://www.retailingtoday.com/article/new-grocery-concept-offers-relief-pa-food-desert\" target=\"_blank\">http://www.retailingtoday.com/article/new-grocery-concept-offers-relief-pa-food-desert</a>', 'New grocery concept offers relief to PA', '', 'publish', 'open', 'open', '', 'new-grocery-concept-offers-relief-to-pa-food-desert', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/new-grocery-concept-offers-relief-to-pa-food-desert', 0, 'thinking', '', 0),
(1804, 4, '2013-02-14 20:43:50', '2013-02-14 20:43:50', 'By Gregg S. Lipman\r\nOn a brisk fall day in 1869, the Rutgers football club (the Scarlet Knights nom de plume would follow much later) defeated the Princeton club 6-4 in the first intercollegiate football game. Such glory has been rare at my alma mater. And while it\'s been a few years (please don\'t ask just how many) since I graduated from Rutgers, my fandom for my school\'s teams, and collegiate athletics in general, has remained steadfast. Even as the college football season has ended, I get myself psyched up for college hoops and March Madness -- I\'m in a bit of a tizzy, as they say. But what the heck is happening at the NCAA? The \"venerable\" National Collegiate Athletic Association, it appears, has a branding dilemma on their hands.</br>\r\nDespite having the enormous advantage of built-in \"brand\" loyalty (e.g., fans support teams for years, generations even, regardless of whether they win or lose), the NCAA and its sub-brands -- the conferences that lie under the NCAA banner -- are having a bit of an identity crisis. The organizational efficiency and rich regional rivalries steeped in tradition, once hallmarks of the NCAA brands, have eroded into something approaching, well, meaninglessness.</br>\r\nHistorically, the amazing thing about the NCAA has been its ability to take its student-athletes and leverage its competitive conferences. Today it represents the interests of over 400,000 such student-athletes grouped into 95 competitive, regional athletic leagues and conferences that comprise over a thousand colleges and universities. The organization has been like the Procter &amp; Gamble of aggregate athletic organizations -- full of trusted, colorful and evocative name brands like the Ivy League, the Patriot League and \"The Valley,\" and lots of Bigs, i.e., the Big Ten, the Big East, the Big South, the Big 12 and the Big Sky. Not to mention conferences that became such household names that we\'d only refer to them by their geographical acronyms: the SEC (Southeastern Conference), ACC (Atlantic Coast Conference), MAC (Mid-American Conference), PAC-12 (Pacific-12) and C-USA (Conference USA), to name a few.</br>\r\nThose names initially made sense because they connected the schools in some way to the culture of the participants and/or geography. The Big East has long stood for tough, gritty, relentless play sprinkled with a dash of flash and pizzazz; think Tony Soprano meets Jay-Z. The SEC is all about that uniquely Southern, borderline pathological obsession with football and longstanding rivalries that would make the Hatfield-McCoy feud feel downright \"Downton Abbey\" polite (the 115-year-old Georgia vs. Georgia Tech game is now colloquially known as \"Clean, Old-Fashioned Hate\"). Pac-12 games are generally more freewheeling, with a certain creative elegance and laid-back West Coast flair (think Palo Alto, Los Angeles, Berkeley, Seattle). And the Big Ten is the perfect name for a Midwestern-based conference that regularly features serious power rushing and some of the largest young athletes in the country.\r\nThe strength of these NCAA conference brands was how personal, real and honest each felt. Even if you didn\'t have a personal stake in a particular school or game, as a college sports fan, you were still able to see yourself, your daily grind and your region\'s pulse reflected in your regional league or conference. And let\'s not forget that for the many states lacking a professional sports team, college sports are the highest profile games in town. This in turn ensured enormous brand loyalty.</br>\r\nThere was a time when all the schools in the Big East (originally, Providence, St. John\'s, Georgetown, Seton Hall, Connecticut, Boston College, and later, Villanova and Pittsburgh) were East Coast schools, or at the very least Eastern Standard Time-based, and when there were actually ten schools in the Big 10, all flagship schools in their respective states, all within a few hours drive from one another. If your school played in the Big Ten, you could easily rattle off all the other school names, their mascots and where their campuses were located. Fast forward to today, and you\'ll see that there are currently 12 schools in the Big Ten, and the Big Ten can\'t change its name to the Big 12 because there is already a conference called the Big 12. Not to mention, they will soon be 14: the University of Maryland and yes, my Scarlet Knights of Rutgers will join their ranks starting in 2014.\r\nWhy has this happened? Yep, folks... follow the money. The need to generate revenue and the dramatic influx of TV money (mostly from college football broadcasting rights) have made it particularly lucrative for schools to abandon their traditional conferences in order to align themselves with conferences that make no sense regionally or from a historical or cultural standpoint. And this is happening all over the country.</br>\r\nPersonally, I think the NCAA should call \"time-out!\" and figure out a way to preserve some of the principles its conferences were founded upon. Or, at minimum, set guidelines for a way forward -- competition, tradition, rivalry, discipline, hope and camaraderie -- before the organization turns into a corporate behemoth bent on maximizing its assets. The recent decision by the seven Catholic schools, which were part of the original Big East, to get out of the TV money-grab vortex, leave the conference and form a new one (the Psalm Pseven, perhaps?) is a direct response to that. Don\'t get me wrong, I\'m all for adapting to modern times and shifting business needs and/or consumers wants/habits. But I also believe the NCAA college sports brand represents something true and great and emotional and inspiring. As such, it is a brand worth preserving for every incoming class as well as us alumni, and should continue to strive to define the idea that \"winning isn\'t everything,\" even if that\'s not the case (marketing is in fact theater).</br>\r\nSo we decided to have a little fun and rename a few of the conferences:</br>\r\nFor example, the Mountain West Conference, which currently includes the Air Force Academy, Boise State, Colorado State, New Mexico, Utah State, Wyoming, Fresno State, Hawaii (football only), Nevada, San Diego State, San Jose State and UNLV, would be renamed The Wild Wild West Conference. We believe this accurately reflects the style of play in that conference, namely, very high scoring, trick plays and other surprises.</br>\r\nOr what about the Pugilist Conference, made up of schools across all divisions whose mascots won\'t back down from a fight? This would include the Campbell Fighting Camels (that is an amazing name: Fighting. Camels), Illinois Fighting Illini, North Dakota Fighting Sioux, Notre Dame Fighting Irish, Lynn Fighting Knights, Western Illinois Fighting Leathernecks, Muskingum Fighting Muskies, Carroll College Fighting Saints (a bit of an oxymoron perhaps?), Gordon College Fighting Scots, Edinboro Fighting Scots, Macalester Fighting Scots, McHenry County College Fighting Scots, Monmouth College Fighting Scots, Ohio Valley Fighting Scots and Wooster Fighting Scots.</br>\r\nReally, the point is, and as these examples illustrate, there\'s clearly a lot of room to improve upon the mess that\'s been created over the years with the various realignments. I would strongly urge the NCAA to take back some branding equity building control and start thinking about how these haphazard groupings of schools will affect their brands -- and its own organization -- in the long run. Oh, and if you\'re looking for someone to help with the renaming/reorganization, I\'m happy to throw my own hat in the ring... just as long as it\'s not during this year\'s Big East hoops championship at MSG -- the last year that my Scarlet Knights will have a chance to come up short in the tourney again.</br>\r\n\r\n<a href=\"http://www.huffingtonpost.com/gregg-s-lipman/conference-realignment_b_2671585.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/conference-realignment_b_2671585.html</a>', 'Is the NCAA Losing Its Identity?', '', 'publish', 'open', 'open', '', 'is-the-ncaa-losing-its-identity', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/is-the-ncaa-losing-its-identity', 0, 'thinking', '', 0),
(1805, 4, '2013-02-21 16:54:26', '2013-02-21 16:54:26', 'By Christina P.\r\nJust because a brand may feel like your baby, doesn’t mean you should become an overbearing parent. Here’s how to let go of the reins, for long-term benefit.\r\n\r\nA famous piece of wisdom from child-rearing expert Dr. Benjamin Spock is making the rounds again: “Better to relax and make a few mistakes than to try too hard to be perfect … Children are driven from within themselves to grow, explore, experience, learn, and build relationships with other people. A lot of good parenting lies in simply allowing your child to go with these powerful drives.”\r\n\r\nIt’s refreshing to see the parental pendulum swinging to the point where mistakes are now considered a key aspect of growth. Let’s hope it doesn’t take too long for this trend to trickle into the world of brand innovation. Unfortunately, it seems that “helicopter branding” still continues to thrive in corporate America, as companies hover protectively over their successful brands, sometimes stifling growth in the process.\r\n\r\nLike helicopter parenting, helicopter branding actually comes from a positive space: The deep love for--and, therefore, drive to protect--a successful brand. Counterintuitive to any “brand parent” is a willingness to set their “brand child” up for potential innovation failure. Often we hear that it’s an overall low appetite for risk that’s to blame. But a brand’s crash can also stem from its company’s inability to give that brand the freedom to grow.\r\n\r\nHere are four Dr. Spock-esque ways to loosen the parenting reigns to raise healthy, growing brands and foster innovation:\r\n\r\n<strong>1. Remember that every <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand is driven to explore boundaries</strong>\r\n\r\nManufacturers who deliver one specific offering might not realize that there are plenty of in-between ways to stretch the brand and push the boundaries of that core product or service. Developing adjacent product ideas that align with brand and business models can breed creativity within existing capability and unlock ideas that not only are doable but also change the game for a brand.\r\n\r\nLook at Tide, for example. Expanding from laundry clean to fabric care through form and function innovation, the company stretched its one key offering--detergent--into several things: pods, sprays, stain sticks, and more. In doing so, Tide changed consumer perceptions of their own idea of what doing laundry means.</br>\r\n<strong>2. Let your <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand negotiate the landscape</strong>\r\n\r\nAllow a toddler innovation to find its own road, while sticking around for course correcting. Sometimes brands surprise us by slipping into our behavior unannounced--and sometimes the brands surprise themselves (who knew we’d be running our homes with iPads?). Sometimes a parent notices an opportunity and gives the brand a little push in the right direction.\r\n\r\nWe can see this through the lens of Instagram. The photosharing sensation started out as a Foursquare-esque app called Burbn, until the business noticed that the photosharing capability was getting all the action. So the brand insta-evolved into what it is today, and hasn’t looked back since (certainly not after it was purchased by Facebook for a cool $1 billion).</br>\r\n<strong>3. Nurture your <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand through all developmental stages</strong>\r\n\r\nParental guidance is invaluable as innovation passes through subsequent growth stages. Needs may change depending on the stage, but continuing to nurture breakthroughs through transitions, post-commercialization, is part of the process. Don’t let poor marketing strategy and execution errors or distribution challenges curtail development. Test, analyze, guide, and re-tack in real time.\r\n\r\nThat’s what happened with Dr. Scholl’s, which launched its Custom Fit Orthotic products in retail kiosks equipped with diagnostic foot-mapping technology that can “see” through stockinged feet. Unfortunately, in test markets, a merchandising flaw came to light: When people took off their shoes, there was nothing to stabilize them in the kiosk space. Dr. Scholl’s went back and overhauled the units to rectify the problem and make the kiosks more consumer-friendly. The company also raised the pricing by 30%, to reflect the premium nature of its offering, without losing volume--a literal return on nurturing investment.\r\n\r\n<strong>4. Allow your <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand to skip <del datetime=\"2013-02-21T16:41:47+00:00\">math</del> finance class occasionally</strong>\r\n\r\nKnow what the innovation goals are for your brand, apart from profit targets, and calibrate financial expectations against important metrics that will affect brand growth over the long haul. Maybe it’s a door-opener in a new category, maybe it’s sexy flypaper in a merchandising brand block, maybe it’s a way to slowly take over the universe. Whatever the tactic, it may very well lead to big money down the road, if not in the immediate future.\r\n\r\nRed Bull has been back on people’s lips again, thanks to its Red Bull Media House. This business model departure into content has a finger on the pulse of sports and culture. Red Bull Stratos dropped a guy from outer space and became the most buzzed-about brand in the social-networking stratosphere. Is Media House turning a profit? Not yet. But is it garnering attention for the brand? Absolutely.\r\n\r\nSure, these are the success stories, but we’ve all seen how helicopter parenting can get in the way of growth. The fear associated with loss of control keeps some brand folks up at night (much like a newborn would keep up first-time parents) and makes them hesitant to do anything at all. Unfortunately, this can lead to the creation of disastrous offspring. Whether supporting ideas for growth or supporting mistakes, letting go of the reins a little--and supporting the brand-child as it naturally evolves--is essential for long-term success.\r\n</br>\r\n<a href=\"http://www.fastcodesign.com/1671881/helicopter-branding-why-it-s-bad-and-how-to-avoid-it\" target=\"_blank\">http://www.fastcodesign.com/1671881/helicopter-branding-why-it-s-bad-and-how-to-avoid-it</a>\r\n', 'Helicopter Branding: Why It’s Bad...', '', 'publish', 'open', 'open', '', 'helicopter-branding-why-its-bad-and-how-to-avoid-it', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/helicopter-branding-why-its-bad-and-how-to-avoid-it', 0, 'thinking', '', 0),
(1806, 4, '2013-02-28 19:33:36', '2013-02-28 19:33:36', 'Marketers of ice cream, beer, soup and even shampoo are discovering what stylish women everywhere know: It\'s totally awkward when two guests show up at the party wearing the same little black dress.</br>Anheuser-Busch InBev recently introduced its first black beer bottle, complete with a black label, for Beck\'s Sapphire. Häagen-Dazs, owned by General Mills Inc., has just brought out a gelato line in black containers.</br>\r\nEven the once-cheery laundry detergent aisle, a veritable \'60s kaleidoscope of blues, greens and oranges, is going darker. So is soup.</br>\r\n\"The use of black has really exploded,\" says Mike Cecil, senior brand manager of Renuzit air freshener from Henkel AG\'s Dial Corp., which in August introduced a new line of cone fresheners packaged in black.</br>\r\nBut a Renuzit rival, Air Wick from Reckitt Benckiser, launched its own black packaging for a line of air fresheners named for the national parks last month. Black helps companies \"break through the clutter,\" says Domenick Tiziano, senior brand manager for Air Wick.</br>\r\nBig supermarket brands invest countless hours and dollars studying which colors and graphics will grab the eye of hurried shoppers maneuvering through crowded store aisles. So the more-or-less simultaneous adoption of black by a brand and its rival would seem like an unfortunate coincidence.</br>\r\nNot at all, Renuzit\'s Mr. Cecil says. His competitor Air Wick is using black for candles, scented oils and automatic sprayers—but not cones.</br>\r\nBecause most stores stock air fresheners according to form, not brand, the two brands say their black packages are unlikely to sit next to each other on shelves.</br>\r\nSome marketers say black\'s popularity is a reaction to the continued lackluster economy, which has consumers gravitating to lower-priced items. Black subtly conveys \"premium,\" they say.</br>\r\nPeople want premium products so long as they don\'t cost too much, says Pat McGauley, vice president of innovation at Anheuser-Busch. Consumers are saying, \"I can\'t drive a high-end car but I can drink a slightly more premium beer without breaking the bank.\"</br>\r\nBeck\'s Sapphire, which Anheuser-Busch says is brewed with \"German sapphire aroma hops,\" costs 20% to 25% more than regular beer.</br>\r\nShampoo rivals are also dressing alike for the packaging prom. In January, L\'Oréal SA launched Advanced Haircare shampoos and conditioners, a new line in sleek black bottles—the same month when Procter &amp; Gamble Co. brought Pantene\'s black-clad Expert Collection to stores.</br>\r\nThe use of black is especially striking for Pantene, which has relied on white for its packages for so long. People inside P&amp;G even sometimes use the phrase \"wall of white\" to refer to Pantene\'s territory in the shampoo section.</br>\r\nKevin Crociata, marketing director of P&amp;G\'s North American Hair Care business, wouldn\'t comment as to whether he is worried about Pantene\'s and L\'Oréal\'s dueling black packages. A spokeswoman for L\'Oréal declined to comment.</br>\r\nWith so many brands in black, there is always a danger consumers will be turned off, or worse, simply won\'t notice.\r\nRenuzit is already updating its black air-freshener packages, which hit store shelves in summer, adding brightness to the images and text to help them pop even more on store shelves.</br>\r\n\"Our launch packaging ended up a bit darker than we set out,\" says Dial\'s Mr. Cecil. \"Being lead to market with black in a category brings with it some learning curves.\"</br>\r\nBlack has been a packaging standard in consumer electronics for years but once was considered taboo for other products, including food, packaging experts say.</br>\r\n\"You wouldn\'t even have the conversation about the color because it had too much negative baggage,\" says Rick Barrack, chief creative officer at CBX, a packaging design firm in New York.</br>\r\nThat changed in the economic boom of the 1980s, when more companies adopted black packages to signal luxury, says David Turner, partner at the package-design firm Turner Duckworth.</br>\r\nBreyers ice cream from Uniliver was among the products in that wave, he said. The trend eventually lost steam.</br>\r\nAn early sign of black\'s comeback came in 2010, when Kimberly Clark Corp., working with CBX, introduced a black package for U by Kotex. In the feminine-protection aisle, the product was a contrast to the pastel hues typically used on products there.</br>\r\nU by Kotex has built up a 7% market share in the $2.6 billion U.S. business.</br>\r\nFor Beck\'s Sapphire, Anheuser-Busch did extensive testing, showing consumers computer simulation of store shelves and using eye-tracking technology to observe how well they saw the product compared with others.</br>\r\nAnheuser\'s Mr. McGauley says his company had \"some reservations\" when it was contemplating using a black bottle and black label because, he says, \"black can look heavy.\"</br>\r\nIt added an image of a glass of golden beer to the six-pack holder, reassuring consumers that the beer itself wasn\'t black.</br>\r\nPantene\'s Expert Collection products sell for about $8.99, compared with a base price of about $3.99 for regular Pantene. \"The technology inside is really breakthrough,\" says Mr. Crociata at P&amp;G. One of the formulas has a thickening agent that \"gives you the feeling of 6,500 more hair strands in your ponytail.\"</br>\r\nDial says the new Renuzit air fresheners have roughly 25% more premium fragrance oils and cost about 25 cents more than the company\'s existing cone fresheners.</br>\r\n\"It\'s about finding new ways to signal affordable luxury,\" says Mr. Cecil at Dial.</br>\r\nIn summer 2011, P&amp;G brought out Downy Unstopables, a line of black-packaged scent boosters that claims to give laundry \"up to 12 weeks of freshness.\"</br>\r\nThe product has exceeded expectations, generating $50 million in sales in the first year, a Downy brand spokeswoman said, and it\'s on track to double sales this year. It sells for about 32 cents an ounce, compared with 9 cents an ounce for regular Downy.</br>\r\nProduct makers are under unrelenting pressure to differentiate their products in the sea of cardboard and plastic in supermarkets.</br>\r\nThe number of new product introductions has exploded over the past decade. In 2012, 40,194 new products hit the market, up 52% from 2002, when 26,412 products were introduced, according to market research firm Mintel.</br>\r\n\"Packaging needs to work harder now,\" says Benjamin Punchard, Mintel\'s senior global packaging analyst.</br>\r\nFor Häagen-Dazs, it\'s critical to catch shoppers\' attention fast. \"A lot of people don\'t enjoy walking down the frozen-food aisle. It\'s cold and you are slightly uncomfortable,\" says Cady Behles, brand manager for Häagen-Dazs, which just launched a gelato line in black containers.</br>\r\nHäagen-Dazs conducted focus groups with 150 consumers last June, months ahead of the gelato launch.</br>\r\nParticipants in one group saw the new black packages nestled amid other ice creams in mock store shelves. A second group saw a gold-and-white container.</br>\r\nOverwhelmingly, Ms. Behles says, consumers found the black packages were more eye-catching and appealing.</br>\r\n\r\n<a href=\"http://online.wsj.com/article/SB10001424127887324662404578330162064184332.html?cb=logged0.12677355729725215#articleTabs%3Darticle\" target=\"_blank\">http://online.wsj.com/article/SB10001424127887324662404578330162064184332.html?cb=logged0.12677355729725215#articleTabs%3Darticle</a>\r\n\r\n&nbsp;', 'Packaging Noir', '', 'publish', 'open', 'open', '', 'packaging-noir', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/packaging-noir', 0, 'thinking', '', 0),
(1807, 4, '2013-04-16 15:21:44', '2013-04-16 15:21:44', '<strong>CBX OVERHAULS THE ORTHO® BRAND WHILE SIMPLIFYING THE SHOPPING EXPERIENCE IN A COMPLICATED CATEGORY</strong> </br>CBX, a brand agency based in New York City, collaborated with The Scotts Miracle-Gro Company to launch the packaging redesign of the Ortho® brand, the product line providing solutions for pest problems inside and outside your home.\n\nThe goal was to simplify the shopping experience for consumers. Consumer research showed that communication on shelf was overly complicated, leading to a 30% walk-away rate, and requiring a cleaner way of communicating product benefits while improving the shopability.\n\n“CBX developed a visual strategy to communicate the Ortho® repositioning by simplifying the architecture which improved the shopping experience,” says Rick Barrack, Chief Creative Officer, CBX. “By making the master and sub-brand of equal importance, it was easier to read and therefore shop on shelf.”\n\nThe CBX team redesigned the brand mark to reflect that of a home, communicating the benefits of this contemporary household brand. This subtle, yet innovative shift, reassures consumers that Ortho® is the singular, effective brand to have in and around their homes.\n\nCommunication on-pack was a key focus. The CBX team cleaned up the design by simplifying font treatments and implementing color changes. Meaningful visual equities such as photography were incorporated to communicate the problems consumers face and the end solution desired.\n\nStructure was an essential component in the redesign. A redesigned bottle structure, launched in 2012, has a unique shape differentiating it from category standards. This makes for a greater impact at shelf and separates Ortho® from its competitors. The arcs within the artwork were meant to mimic the shape of the bottles, providing a clean, simple feel in contrast to the complex shopping experience typically found in this category.\n\n“The redesigned packaging instantly communicates that we are taking the guesswork out of the controls aisle and inviting consumers to choose Ortho® for their insect, weed, and animal control needs,” says Clary Leffel, Director, Ortho Marketing, The Scotts Company. “Once again, we are offering the simplest, most effective, do-it-yourself solutions from a brand that consumers know they can trust.”', 'CBX Overhauls the Ortho® Brand', '', 'publish', 'open', 'open', '', 'cbx-overhauls-the-ortho-brand-2', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-overhauls-the-ortho-brand-2', 0, 'thinking', '', 0),
(1808, 4, '2013-04-17 14:29:59', '2013-04-17 14:29:59', 'Gregg S. Lipman, Managing Partner, CBX and Joe Bona, President of Branded Environments, CBX, spoke about how retail is changing.\nThe fundamentals of retail today are the same as they were 2,000 years ago. It\'s only the way brands go to market and communicate with consumers that have changed.\nIn today\'s \"always on\" market, it\'s more dynamic and every one is communicating at once. We\'ve moved to multi-channel, to hyper-channel to omni-channel. The brand needs to communicate on each channel without losing its essence.Everything is retail because of digital.\nProducts will exist in a cloud that will aggregate data, provide insights, customer service, etc, the internet of things is coming, if not already on its way.\nWhat will drive and motivate consumers to drive to a brick and mortar store in this age?\nCreate 3D experiences that 2D cannot achieve, stimulate all the physical senses.\nPeople still seek experiences. That entertain, inspire &amp; delight. Provide consumers with a \"special treat.\"\nGuest experience: community, product, service, shared values/experiences\n\n<strong>3 Case Studies were examined:</strong>\n\n<span style=\"text-decoration: underline;\">Duane Reade:</span>\n\nReinvented themselves around Pharmacy, beauty needs, and daily living/convenience needs expressly for New Yorkers.\n\n<span style=\"text-decoration: underline;\">Philabundance:</span>\n\nWanted to offer happy, fresh, approachable foods to food desert communities.\n\n<span style=\"text-decoration: underline;\">Terpel/Copec:</span>\n\nWanted to make the motor oil pump experience very different, branding itself as the leader, future of fuel.\n\nExperience, design, and physical rich experience is what will lead vibrant retail in the future.\n\n&nbsp;\n\n<a href=\"http://www.thenextbigdesign.com/2013/04/live-from-fuse-2013-brand-xperience.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed:+NextBigDesign+%28Next+Big+Design%29\" target=\"_blank\">http://www.thenextbigdesign.com/2013/04/live-from-fuse-2013-brand-xperience.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed:+NextBigDesign+%28Next+Big+Design%29</a>', 'Live from FUSE: Changing the Face of Retail', '', 'publish', 'open', 'open', '', 'live-from-fuse-changing-the-face-of-retail', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/live-from-fuse-changing-the-face-of-retail', 0, 'thinking', '', 0),
(1809, 0, '2018-09-27 16:51:50', '2018-09-27 16:51:50', '', 'HistoryChannelLogo', '', 'inherit', 'open', 'closed', '', 'historychannellogo', '', '', '2018-09-27 16:51:50', '2018-09-27 16:51:50', '', 1583, 'http://cbx.cappendev.com/app/uploads/2018/09/HistoryChannelLogo.gif', 0, 'attachment', 'image/gif', 0),
(1810, 4, '2013-04-17 17:33:41', '2013-04-17 17:33:41', 'Brand agency in New York City, CBX has joined forces with consumer products marketing company The Scotts Miracle-Gro to launch the packaging redesign of the household brand Ortho product line, which provides solutions for pest problems.\nCBX chief creative officer Rick Barrack said the agency developed a visual strategy to communicate the brand repositioning by simplifying the architecture.\n\"By making the master and sub-brand of equal importance, it was easier to read and therefore shop on shelf,\" Barrack said.\nThe CBX team redesigned the brand mark by communicating the benefits of the household brand and refreshed the design by simplifying font treatments and implementing color changes.\nThe agency also incorporated visual equities such as photography to communicate the problems faced by consumers and the desired end solution.\n\n<a href=\"http://http://householdelectronicsproducts.packaging-business-review.com/news/cbx-redesigns-packaging-for-household-brand-160413\" target=\"_blank\">http://householdelectronicsproducts.packaging-business-review.com/news/cbx-redesigns-packaging-for-household-brand-160413</a>', 'CBX redesigns packaging for household brand', '', 'publish', 'open', 'open', '', 'cbx-redesigns-packaging-for-household-brand', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-redesigns-packaging-for-household-brand', 0, 'thinking', '', 0),
(1811, 4, '2013-04-17 17:12:40', '2013-04-17 17:12:40', '<strong>Q: How do you make sure new hires will mesh well with your other employees and with your company\'s culture?</strong></br><strong>A:</strong> Gregg S. Lipman\'s hiring motto has always been: \"Prima donnas need not apply.\" That should tell you all you need to know about the spirit of collaboration at CBX, the New York City-based brand agency where Lipman is managing partner.\nLike all good entrepreneurs, Lipman has learned from his mistakes. He once tried to hire what he calls \"disrupters and agitators\"--folks whose personalities, work habits and sundry intangible qualities would clash with the existing work force. He figured those disrupters would create new energy. He was right. Problem was, it was the wrong kind of energy.\n\"We actually taught ourselves how important culture was to the organization,\" Lipman says. \"Their inability to mesh with the culture actually provided a disservice to the organization. Rather than dealing with business issues, we found we were dealing, a lot of time, with personality conflicts.\"\nLesson learned, Lipman set about hiring only candidates he believed would fit comfortably within CBX, \"using culture as a guidepost.\" He looks for employees who communicate effectively, resolve conflict peaceably and--just as important--haven\'t forgotten their manners.\nTo do that, Lipman engages job applicants in what he calls a \"transparent conversation.\" He tries to go beyond the résumé--way beyond. He might ask about a candidate\'s preferred brand of candy bar, bottled water or toothpaste.\n\"I\'ll say, \'Let\'s talk like real human beings. Why are you here? Why do you do what you do?\'\" Lipman says.\n\"I\'m trying to get a sense of whether they\'re passionate for what they do or if it\'s just a job. Ultimately, what I try to do in my hiring practice is to get beyond the cliché.\"\nFor Lipman, the off-kilter line of questioning reveals a candidate\'s ability to clearly express his or her thoughts, and that ability inevitably contributes to the company\'s internal chemistry. \"You want to be in an environment where communication becomes second [nature],\" he says, \"where you have the ability to anticipate and read each other\'s minds.\"\nOf course, no hiring system can prevent an occasional clash of wills. Lipman might understand this fact of business life better than most, which is why he places such value on an employee\'s ability to deal with discord. \"We\'re looking for folks that understand that conflict and challenge happen but are capable of taking the high road and handling conflict professionally, in an adult manner,\" he says.\nLipman clearly knows this isn\'t going to be possible unless employees show respect--for their co-workers, supervisors and clients. But that doesn\'t mean he runs a shop full of pushovers. \"It really stems from an understanding that no matter what business you\'re in, you\'re really in the people business,\" he says. \"If you don\'t have mutual respect, it makes it difficult to traffic things from A to B to C.\"\nIn other words, just remember his motto.</br>\n\n<a href=\" http://www.entrepreneur.com/article/225751\" target=\"_blank\">http://www.entrepreneur.com/article/225751</a>', 'Finding the Right Hire for Your Company', '', 'publish', 'open', 'open', '', 'finding-the-right-hire-for-your-company', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/finding-the-right-hire-for-your-company', 0, 'thinking', '', 0);
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(1812, 0, '2018-09-27 16:51:51', '2018-09-27 16:51:51', '', 'limited-edition-kotex-pic1', '', 'inherit', 'open', 'closed', '', 'limited-edition-kotex-pic1', '', '', '2018-09-27 16:51:51', '2018-09-27 16:51:51', '', 1585, 'http://cbx.cappendev.com/app/uploads/2018/09/limited-edition-kotex-pic1.jpg', 0, 'attachment', 'image/jpeg', 0),
(1813, 4, '2013-04-24 16:46:35', '2013-04-24 16:46:35', '<strong>CBX EXECUTIVE HIGHLIGHTS ROLE OF SHOPPER ENGAGEMENT DURING SPEECH AT GLOBAL SHOP 2013</strong>\nFuturistic gizmos and fast-paced tech trends loom large in the strategic thinking of retail leaders today. But according to Joseph Bona, President of Branded Environments at brand agency and retail design consultancy CBX, key insights for competitive store design over the next few years might just come from some unexpected sources—including the traditional gathering spots of the past.\n\n“Even in this digital age, like-minded people still enjoy being together amid a sense of community in tried-and-true gathering places like football stadiums, churches, concert halls and cafes,” Bona said during an April 18 presentation at Global Shop, the annual retail design and shopper marketing show. “The real opportunity for retailers moving forward is to leverage their stores in ways that lead to meaningful social engagements in just the same way. The look and feel of the store should encourage shoppers to linger, interact with one another and, ultimately, form a strong identification with the brand.”\n\nIt is no accident that Lululemon’s highly profitable stores happen to call to mind the yoga lofts of New York or San Francisco, Bona told the audience at Chicago’s McCormick Place convention center. “With its in-store yoga classes, Lululemon has done a really good job of making connections to its community of like-minded shoppers, and the company has skillfully enlisted both technology and store design to complement this effort,” the veteran store designer said. “There’s a lot of opportunity for other retailers to make the in-store experience richer by doing the same. After all, this is precisely what can motivate someone to get in the car and make that trip to the mall.”\n\nThe rise of free shipping, mobile retail, “show-rooming” and the like means that stores are now just one of many different purchase options, Bona added, but this does not mean technology should be considered a death knell for brick and mortar. “To be sure, the pressure is on for stores to be more meaningful and experiential,” he said. “But the digital sphere has actually enhanced brick-and-mortar operations, because it has allowed retailers to connect with consumers in ways they never could before. This translates into incremental purchases, long-term loyalty-building opportunities and other benefits.”\n\nIndeed, Macy’s and other chains are now using brick-and-mortar assets as shipping and distribution centers for online orders, in-store pickups and same-day delivery, he noted. “Such channel-neutral strategies, sometimes dubbed ‘omni-channel retail,’ are empowering retail companies to react more nimbly to the marketplace,” Bona said. “Technology is helping retailers to become dramatically more efficient.”\n\nThese developments mean that cohesive brands and uniform customer experiences are more important than ever—regardless of whether the channel is in cyberspace or a real-world mall, Bona said. “The imagery, colors and graphics associated with the brand—the whole sensory experience, with sights, sounds, fonts, lighting, you name it—should be an integral part of each channel,” he advised. “Today, everything is retail. A shopper could scan a QR code in a print ad and, literally, be a click away from buying that item with her phone. The emotional resonance always counts.”\n\nDuring the Global Shop presentation, Bona showed images of successful gathering places that evoke various emotional responses in consumers—from magnificent cathedrals, to inviting theaters, to historic sports stadiums, to sumptuous stores. “People still like emotion,” he noted. “They still want to connect in a social way. Branding and store design can and should reflect this reality.”\n\nBona gave a similar presentation earlier this month in Tucson, Ariz., during the Global Retailing Conference of the University of Arizona’s Terry J. Lundgren Center for Retailing. The annual conference brings together CEOs, retail technologists, brand strategists and other thought leaders for discussions on winning strategies, retail trends and the global outlook.', 'Hotspots Past Hint at Retail Design of the Future', '', 'publish', 'open', 'open', '', 'hotspots-of-the-past-hint-at-the-future-of-retail-design', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/hotspots-of-the-past-hint-at-the-future-of-retail-design', 0, 'thinking', '', 0),
(1814, 0, '2018-09-27 16:51:51', '2018-09-27 16:51:51', '', '217_gdusa-logo-e1297702494434-1', '', 'inherit', 'open', 'closed', '', '217_gdusa-logo-e1297702494434-1', '', '', '2018-09-27 16:51:51', '2018-09-27 16:51:51', '', 1587, 'http://cbx.cappendev.com/app/uploads/2018/09/217_gdusa-logo-e1297702494434-1.jpg', 0, 'attachment', 'image/jpeg', 0),
(1815, 4, '2013-04-25 16:57:42', '2013-04-25 16:57:42', 'It’s not every weekend that Kerri Gristina, a schoolteacher living in the Bronx, manages to round up her three daughters and load them into the car for a Manhattan outing. When she does, she’ll take them to a Broadway play, to a museum or just to frolic around Central Park. But no matter what else they do that day, the busy mom always manages to carve out some time for one special stop along the way.\n“They have natural options, organic options,” Ms. Gristina, who writes a blog called Raising Three Savvy Ladies, told The New York Observer of her favorite place to buy beauty products in NYC. “It’s like a designer store. Maybe it costs more, but having more variety is worth it.”\n\nNo, it’s not the Laura Mercier or Bobbi Brown counter at Bergdorf’s. Ms. Gristina’s guilty primping pleasure is Duane Reade.\n\nSeriously.\n\n“I can’t always go to a Sephora with three kids,” she said, praising the chain store’s LOOK Boutiques, where quickie makeovers are provided for free by professionals. “At Duane Reade, I can still get a mom moment—a me-time moment.”\n\nAnd Ms. Gristina isn’t the only one singing hymns at the altar of the mega-chain. “I have been in NYC less than a month and they recognize me when I go there. It’s like Cheers. It’s awesome,” reads one recent Yelp review. “A girl I dated once called Duane Reade her secret lover for all that he provided for her,” another enthusiast wrote about the franchise’s 42nd Street location. “At first a joke, I started to get jealous after a while.”\n\n“They really are like a literal urban oasis,” said Mary Elizabeth Williams, a culture writer at Salon who has spent the past two years battling stage IV melanoma. “They have this neutral quality of an airport lounge,” she told The Observer. “When you’re in a real crisis moment of your life, the mundane becomes the most important.”\n\nBut Duane Reade has done more than just master the mundane. This is a drugstore whose flagships offer everything from sushi and fro-yo stations to juice bars and in-store nail and hair salons. If you need assistance, you can ask a hologram floor greeter. Or you can help yourself at the digital makeup counter, where, via a computerized snapshot of your face, you can see what new products would look like without ever having to use a tester.\n\nThe 40 Wall Street location in particular, which opened in 2011, resembles a futuristic shopping mall or an underground Japanese city more than a place to pick up prescriptions. The reaction to a chain store opening in a landmark location could have gone either way, but this ribbon-cutting proved an unmitigated success: customers loved it, the store won a prestigious design award, and the critics were raving. The New Yorker and Women’s Wear Daily both gave the store high marks, but really, the litmus test was the fact that such publications wrote about the opening of a franchise drug store in the first place.\n\nThe party thrown for the opening of the 40 Wall Street flagship—attended by bloggers, journalists (The Observer included), design students and busy attorneys alike—wasn’t just a game-changer. It was a mood-changer.\n\nIf ever there was a store in need of a makeover, it was Duane Reade. The problems the franchise faced—both before and after it was acquired by Walgreens in 2010 from Oak Hill Capital Partners—have been well documented. Former CEO Anthony Cuti and CFO William Tenant were sentenced to three years in prison for fraudulently misrepresenting the companies finances. The pharmacies were ranked dead last in customer satisfaction, according to J.D. Power and Associates, and the stores frequently received low health grades. (Duane Reade was once forced to pay $200,000 out in civil court for peddling drugs and products past their expiration date.)\n\nThe blog I Hate Duane Reade, founded in 2007, served as a mouthpiece for customers and employees who had complaints about the mega-chain—and they had many. The combination of photos of the understocked, overcrowded stores and relatable tales of misery made the site a viral hit, garnering mentions in The New York Times, Gawker, USA Today and The Wall Street Journal. It was the quintessence of what was wrong under the old regime.\n\nThe most damning bit of criticism came from Martha Plimpton in a 2007 New York magazine interview. Asked what she hated most about the city, she replied: “The dead-eyed pharmacy people at Duane Reade … It’s always a journey into the heart of darkness.”\n\nThe founder of IHDR (who wished to remain anonymous) told The Observer that the idea came while sitting with friends and comparing horror stories about the drugstore. “[We] realized that we all had the same issues. We wondered if everyone else felt the same way. Turns out they did.”\n\nThe Walgreens buyout had an immediate effect, curbing the criticism. IHDR published its penultimate post in February 2010. And four months after the purchase, Walgreens boasted in a quarterly meeting that sales were up, with Duane Reade contributing 2.8 percent to the total increase.\n\nStill, altering the essence-du-Duane took more than a quick-fix change of ownership. It’s been a long road back to Gotham’s good graces for the store that boasts the most sales per square foot in the industry.\nWhile still under the aegis of Oak Hill Capital Partners, Duane Reade began its facelift, courtesy of the strategic branding firm CBX. The mission: redesign its stores and rehabilitate its personal brand. No easy task.\n\nJoe Bona, president of the retail division at CBX, worked closely on the in-store redesigns and in-house brands. “People need to still walk in and recognize that it’s a Duane Reade,” he said of the new and improved stores. In other words, it was all about atmosphere. Or as the franchise’s revamped slogan put it, “New York Living Made Easy.”\n\n“One of things we know through research,” Mr. Bona said, “is that when you create a wider aisle, [customers] feel less pressured and they tend to linger a bit longer.”\n\nAnd relaxation is a key theme at the new Duane Reade: a luxury that hints at the store’s new upscale aspirations. After all, as any New Yorker knows, time equals money. So if you have time to meander and browse instead of rushing to the express lane, you must have minutes—and therefore cash—to burn.\n\nWhen Ms. Williams ducks into her favorite Duane Reade location, right next to Sloan-Kettering, where she receives cancer treatment, for example, she is always amazed to see how many customers just seem to be loitering. “At least 50 percent of the people are just hanging out,” she marveled.\n\n“I guess that’s what’s in it for me too,” she added. “I need to regroup.”\nMs. Williams’s reaction to Duane Reade is no accident: through wider aisles and warmer fluorescent lighting, landscape windows and perfumeries, Duane Reade represents the latest triumph of psychographics, a research field specifically tailored to the psychological states of customers in retail environments.\nDr. Archana Kumar, an assistant professor in the department of marketing at Montclair State University, might be described as a psychographicist. In a phone call with The Observer, she broke down this almost-subliminal messaging.\n“Blue, green and violet are calming colors,” she said, explaining that to create a “calming effect,” a store like Duane Reade would have to change its color palette from “agitating” colors, like red, to warmer ones that are “associated with feelings of peacefulness and happiness.”\nIs it any coincidence that Dr. Kumar’s calming colors are the exact three that Duane Reade happened to choose for its redesign? Probably not.\nOther subtle changes have been effective as well. By designing and promoting the Duane Reade food-and-beverage brand DR Delish as a more expensive alternative to its other off-label brand, Cityscape, for example, CBX was able to convince customers that the store’s self-made tiers correspond to product quality. It sacrificed one label to the hordes of coupon-clippers so that DR Delish might fare better against the big-name brands.\nBut here’s the weird thing: sales of both DR Delish and Cityscape doubled between 2009 and 2011. People, it seemed, were ready to pledge allegiance not only to Duane Reade as a store, but to its products as well—and across all price points.\nSome of Duane Reade’s newfound fans may also be attributed to the store’s vastly improved social media presence. On Ms. Gristina’s blog, she’s penned such lyrical posts about the Walgreens-owned chain that you might believe she was being paid by the company.\n\nIn fact, she attempted to become one of the store’s 10 “VIP NYC Bloggers”—a contest whose winners would receive $200 a month in store credit in exchange for blogging, tweeting and Facebooking their love for the store.\nWhile some might read this contest as part of a cynical branding attempt by a faceless corporate entity, Duane Reade seems to be investing a huge amount of time and considerable effort to draw in digital consumers, most of whom are happy to receive the love and give it back.\nLast year, the Duane Reade Twitter feed—which often promotes local events like readings at Housing Works—surpassed even its parent company’s by skyrocketing from 15,000 to 390,000-plus followers in seven months, making it the most popular drugstore on Twitter. (Pretty impressive when you consider that Duane Reade only has stores in the New York City area.)\n\nThere have been celebrity endorsements too, like when Glee actor Cory Monteith, who is based in L.A., tweeted “Yeah, I actually started following @DuaneReade. so what? what if I need a heads up on everyday products I need.” That comment has been retweeted more than 350 times.\n\nAs silly as this all might sound, these efforts have translated into revenue: when the store put forth another Internet-based contest last year as part of its “Show Us Some Leg” campaign, sales of Duane Reade-brand hosiery jumped 40 percent.\n\nStill, none of this Web 2.0 magic would work if people had a negative impression of the stores themselves. But the rehabilitation is working, and once again Duane Reade feels like an integral part of the city. What’s more, individual store locations have taken to embracing the character of different NYC neighborhoods.\n\nAt the Soho location (on Spring Street, another repurposed former bank), for instance, you can find obscure art and fashion magazines. The Times Square location sells a ton of “I Love New York” memorabilia. Wall Street has its shoe-shine parlor and nail salon. And in Brooklyn, as much as they fought it, hipsters have found the growler bar and walk-in beer fridge in Williamsburg a highly persuasive reason to shop at a chain.\n\nAs Ms. Williams put it, “Duane Reade provides a safeness: If you’re picking up your cancer medication while someone else is picking up tampons and there’s a guy picking up a six pack, it’s like this great big circle of life.”\n\nAnd that’s something you can’t put a price on.</br>\n<a href=\" http://observer.com/2013/04/the-re-education-of-duane-reade-a-drugstore-as-retail-therapy/?show=all\" target=\"_blank\">\nhttp://observer.com/2013/04/the-re-education-of-duane-reade-a-drugstore-as-retail-therapy/?show=all</a>', 'Duane Reade: A Drugstore as Retail, Therapy', '', 'publish', 'open', 'open', '', 'the-re-education-of-duane-reade-a-drugstore-as-retail-therapy', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/the-re-education-of-duane-reade-a-drugstore-as-retail-therapy', 0, 'thinking', '', 0),
(1816, 4, '2013-05-10 16:38:56', '2013-05-10 16:38:56', 'By Gregg S. Lipman\n<em>Manhattan, you\'re losing your edge.</em>\n\nOnce upon a time, you were the place to be, home of cool restaurants, stylish stores, landmark brownstones, enviable lofts, beautiful people and driver-driven Escalades.\n\nActually, that place still exists - but now it\'s called Brooklyn.\n\nYup, Brooklyn has become so synonymous with all things cool -- and also \"artisanal,\" \"DIY,\" \"indie,\" \"handcrafted,\" and \"foodie\" - that the New York Times recently deemed it its own brand. The Brooklyn Flea, which has been written about in so many publications, is thinking about branching out into other non-New York markets. The Brooklyn Nets won\'t be celebrating a championship this year at the brand-spanking new Barclays Center, but the team definitely has cool cache (helped in part by Jay-Z and Beyonce). And the 25-year-old Brooklyn Brewery is going to open its first outpost in Stockholm this year. Brooklyn is also a verb, as in \"Brooklynizing,\" and an adjective, as in \"Brooklynish.\" Los Feliz has been called the \"Brooklyn\" of Los Angeles, Kreuzberg is the Brooklyn of Berlin, Jersey City is the Brooklyn of...well, maybe not, but you get the picture.\n\nFor someone who always considered Manhattan the holy grail, all this hype around Brooklyn leaves me feeling twisted. Full disclosure: My formative first half-dozen years of life were in Brooklyn, before I was banished to the foreign land called New Jersey. Maybe this dates me, but when I first moved back into the city (aka, \"The City\"), Brooklyn was where people went simply because they couldn\'t afford Manhattan. Manhattan had the glamour, the edge, the energy, the style. It was Tiffany\'s, it was Bloomies, it was CBGB and The Bottom Line. It\'s where Dylan got his start and where Warhol incubated The Velvet Underground. But now, 7-Elevens have taken over, exorbitant apartment prices have ensured that only bankers can live there, Elmos have replaced the hookers in Times Square (and not necessarily for the better!) and celebrities are hopping on the F train to their brownstones in Brooklyn Heights and Boerum Hill. Manhattan looks like a sad little wannabe.\n\nSo how can the Bronx (which has Arthur Avenue and the Cloisters, c\'mon), Queens (home of the potentially hip Astoria and Long Island City) and Staten Island (which is ripe for a remodel after Hurricane Sandy) take a page out of Brooklyn\'s book? And how can Manhattan get back on top? Here are some tips from the reigning New York borough:\n\n<strong>1. Forge alliances.</strong>\nBrooklyn businesses and business owners tend to stick together, and these relationships have helped the borough project an image of unity and pride. Brooklyn Flea founder Eric Demby used to work for Borough President Marty Markowitz. Andrew Tarlow, of Williamsburg\'s Diner and Marlow &amp; Sons restaurants, partnered with Dumbo\'s real estate heir, Jed Walentas, to open the Wythe Hotel. Barclays Center has joined forces with hot Brooklyn food retailers like Calexico and Blue Marble to sell their offerings at the new stadium. Partner and you shall prosper.\n\n<strong>2. Keep it real.</strong>\nRather than forcing out old populations to make room for new ones, Brooklyn has stayed true to its old-school roots and promoted the cultural diversity of its neighborhoods. Hassidim still live alongside hipsters in Williamsburg, Poles still live alongside, well, more hipsters in Greenpoint, and yuppie families live alongside old Italian butchers in Carroll Gardens. There\'s an overall down-to-Earthness in Brooklyn that might not be found on the Upper East Side; there, sneakers and jeans are the norm, not Chanel suits.\n\n<strong>3. Enlist ambassadors.</strong>\nWhether they are celebs, restaurant owners or 80-year-old men sitting on their Carroll Gardens brownstone stoops, the residents of Brooklyn are a proud bunch. And they are quite vocal about their love for where they live. Ingenues Michelle Williams and Anne Hathaway are often photographed at the Brooklyn Flea. Ethan Hawke, who came to symbolize Chelsea in the \'90s (so much so that he made a movie, \"Chelsea Walls\"), recently bought a brownstone in Boerum Hill. And hey, stylish Brits David and Victoria Beckham thought Brooklyn so cool that they named their firstborn for the borough. Celebs like Barbara Streisand and Larry David may have gotten out of Brooklyn, but they often talk about their Brooklyn roots in interviews.\n\n<strong>4. Think local.</strong>\nWhen it comes to retail, Brooklyn is the Etsy of neighborhoods. The main drags of Carroll Gardens, Park Slope and Williamsburg don\'t tout the chain retailers like Manhattan, but instead boast smaller boutiques peddling wares that are made right there in Brooklyn. (Smith Street\'s By Brooklyn calls itself \"the only store dedicated to the sale of fine goods made across the great Borough of Brooklyn.\") At Brooklyn Larder, a specialty food shop opened by Franny\'s owners Francine Stephens and Andrew Feinberg, many of the offerings come from Brooklyn-based brands. And restaurants like iCi in Ft. Greene and Frankie\'s 457 in Carroll Gardens use produce from Red Hook\'s Added Value farm on their menus.\n\n<strong>5. Tout your lineage.</strong>\nHave you noticed just how many brands there are out there right now with the name \"Brooklyn\" in the title? Beer company Brooklyn Lager is one of the oldest and most visible, but there is also Brooklyn Industries, Brooklyn Bowl, the Brooklyn Flea, the Brooklyn Home Company, to name a few. And nearly every brand based in Brooklyn -- from Mast Brothers Chocolate to McLure\'s Pickles -- proudly boasts its \"Made in Brooklyn\"-ness on its packaging.</br>\nBut Brooklyn shouldn\'t get too comfy with its current cool status; it\'s just a matter of time before the borough suffers a backlash as well, and the cool hunters go in search of the next big thing. So get moving, Bronx, Queens and Staten Island and, yes, Manhattan....this is your time. In the immortal words of Queens\' residents Run DMC, \"\'I\'m going back to Brooklyn, to Brooklyn, I\'m going back to Brooklyn (I don\'t think so...).\'\" Okay, I took a little creative license with that one.\n<a href=\" http://www.huffingtonpost.com/gregg-s-lipman/can-manhattan-get-its-gro_b_3246495.html?view=print&comm_ref=false\" target=\"_blank\">\nhttp://www.huffingtonpost.com/gregg-s-lipman/can-manhattan-get-its-gro_b_3246495.html?view=print&comm_ref=false</a>', 'Can Manhattan Get Its Groove Back?', '', 'publish', 'open', 'open', '', 'can-manhattan-get-its-groove-back', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/can-manhattan-get-its-groove-back', 0, 'thinking', '', 0),
(1817, 4, '2013-05-16 15:20:29', '2013-05-16 15:20:29', 'By Rick Barrack\nYou can learn about branding and brand loyalty from the unlikeliest places.\n\nTake “The Newlywed Game.” (Bet you didn’t see that one coming – but I did say \'unlikeliEST\'!) Specifically the original version that premiered in 1966, with the eternally young Bob Eubanks as host.\n\nI happened to catch a re-run of it on the Game Show Network recently, and for those of you who aren’t familiar with the show, the premise is as simple as it is effective: recently married couples are split apart in two rooms and asked questions to determine how well they know their spouse. They are then each put in front of a live studio audience and asked to guess their spouse’s answers.\n \nHilarity, as well as full-on yelling matches and actual divorces, ensues.\nIt’s not only terrific entertainment, but a show that contains some fascinating things that the astute observer can pick up on and still relate to today. Namely, how HARD it is to remember little details about your spouse! Especially in the hyper-branded world we live in.\n \nFor example, my wife is working out five days a week now—she’s an absolute machine, and the results are simply phenomenal, Olympian even. If she were to come home one day and say, “Rick, I think I can do a little better than this,” I would absolutely pack my bags and go. She looks that good.\n \nBut do I even know what model sneakers she wears to the gym?\nWhat her favorite soap is?\nWhat her preferred choice of deodorant is?\nWhich fragrance she’s currently wearing?\nWhat her favorite Snapple flavor is?\nWhich brand of toothbrush she uses?\nWhat her favorite clothing brand is?\n \nAnd how long has she been using those specific brands and products? Has she always used them? I don’t really know. And yes, we’ve been married twelve years.\n \nCome to think of it, I have no idea what my kids’ top brands are right now. And I buy most of them! \n \nAs designers, we have access to acres upon acres of macro-information, quantitative and qualitative research, trends reports, competitive analyses and psychographics, but do we even know which brands the people closest to us are loyal to and why?\n\nNot to say that I know NOTHING about the brands my wife uses. Indeed, I DID notice recently that she had started using a new health and beauty brand.  Now, truth be told, I only knew this because I oversaw the redesign of the package. But I still thought, with a smile: “Cool, sleek, breakthrough modern packaging wrapped around high performance and efficacy. Nicely done, Rick. Nicely done, indeed.” However, she soon went to another brand. (Was it the one she’d been using all along?) Should I have been a little offended? Why, yes!\n \nOr actually, no, as I’m not exactly the target market for the product. But it goes to show that even though her husband, her partner in life and love and laughter, oversaw the redesign of the package, for whatever reason it didn’t fit her needs. In other words, she made the leap of faith, landed, gave it a shot and turned right back around.\n \nThat package design can play a crucial role in influencing consumer purchasing decisions is undeniable, but as my own anecdote shows, refreshing or reinventing a brand’s visual language is no guarantee of loyalty. Certainly it’ll get someone to try a product, but there are myriad other factors (price, performance, culture, availability, etc.) involved in making that relationship work. Not unlike a marriage, if you think about it. \n \nWhich got me thinking. . . if brand loyalty can be compared to marriage. . . wouldn’t it be great to see a spin-off of that 60s TV show called “The Brand Newlywed Game”? A show where designers are paired up with consumers and asked to guess each other’s answers to brand questions? I’m not sure what would ensue, but it would be riveting TV.\n<a href=\" http://www.thedieline.com/blog/2013/5/16/i-brand-take-thee.html?utm_source=buffer&utm_medium=twitter&utm_campaign=Buffer&utm_content=buffer545b5\" target=\"_blank\">\nhttp://www.thedieline.com/blog/2013/5/16/i-brand-take-thee.html?utm_source=buffer&utm_medium=twitter&utm_campaign=Buffer&utm_content=buffer545b5</a>\n', 'I Brand, Take Thee...', '', 'publish', 'open', 'open', '', 'i-brand-take-thee', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/i-brand-take-thee', 0, 'thinking', '', 0),
(1818, 0, '2018-09-27 16:51:52', '2018-09-27 16:51:52', '', 'MILOS1_single', '', 'inherit', 'open', 'closed', '', 'milos1_single', '', '', '2018-09-27 16:51:52', '2018-09-27 16:51:52', '', 1588, 'http://cbx.cappendev.com/app/uploads/2018/09/MILOS1_single.jpg', 0, 'attachment', 'image/jpeg', 0),
(1819, 4, '2013-05-21 18:27:58', '2013-05-21 18:27:58', 'CHICAGO -- The restaurant industry ranges from ultra casual fast-food joints to premium fine dining, and more than ever, convenience stores are earning a seat at the table. This is apparent at the 2013 National Restaurant Association (NRA) Show, which began Saturday and runs through tomorrow, May 21, at Chicago\'s McCormick Place.\nIn the first of two convenience store-specific panels that are part of the show\'s educational track, Convenience Store News Editor-in-Chief Don Longo teamed up with Sheetz Inc. Executive Vice President and soon-to-be CEO Joe Sheetz to discuss the future of convenience stores as it relates to fresh, prepared food. Foodservice is more important than ever and has remained the most profitable category at c-stores for the past five years, according to CSNews research.\n\nLongo presented select insights from CSNews’ 2013 Realities of the Aisle consumer study, showing that sandwiches, hot dogs and pizza are among the most popular prepared food items at c-stores, yet offering healthier options appears to be paying off with increased sales. Other opportunities for growth in prepared food can be found through connecting with the right shoppers, optimizing promotions to drive trips, and reaching consumers in flexible ways.\n\nOf the total foodservice category, \"prepared food is the shining star\" at convenience stores, Longo said.\n\nSheetz concluded the presentation with a retrospective on the beginnings of Sheetz Inc. as a business and its evolution into an extremely foodservice-focused chain that considers itself a \"convenience restaurant\" chain. \"Everything we do is through restaurant glasses,\" he commented.\n\nThe family-owned, Altoona, Pa.-based retailer has found success through its Made To Order (MTO) program, which offers customized menu items through touchscreen ordering, as well as its subsequent Made To Go premade food program. Its loyalty program has also done well.\n\nThe company keeps a close eye on the future, reinventing itself and always striving to become the Sheetz that will put the Sheetz of today out of business.\n\nThe notion of c-stores being competition in the foodservice market was expanded upon during a panel entitled, \"The Convenience Store Competition: What You Can Learn From C-store Foodservice?”, presented by Nancy Caldarola, education director for NACS, the Association for Convenience &amp; Fuel Retailing; Bill Reilly, senior vice president of marketing, GPM Investments LLC, owner of Fasmart/Shore Stop Convenience Stores; and Joseph Bona, president, branded environments, CBX.\n\nWhile convenience stores are facing a number of new challenges as the foodservice category grows, such as handling space and new equipment requirements, rising food costs and needing additional skilled labor beyond their comfort zone, c-stores are also seeing some exciting positive changes, including expanded menus and product offerings, technology to enhance the order process and expanded fresh and healthy offerings, according to the panelists.\n\nTo create a positive impression and combat the fact that gas pumps often turn customers off of c-stores as a foodservice destination, they said operators must use the retail environment to set the stage for the promise of freshness and use the layout to create a strong first impression. Bundled offerings and establishing a sense of place through localized products can also be effective. Most importantly, c-store operators must remember to refine, refresh and revitalize — and don\'t stop.\n\nHeld annually, the National Restaurant Association Restaurant, Hotel-Motel Show is the largest single gathering of restaurant, foodservice and lodging professionals and is held in conjunction with the International Wine, Spirits &amp; Beer Event (IWSB). Together, they attract more than 61,000 attendees from over 100 countries.\n\n<a href=\"http://www.csnews.com/top-story-foodservice-the_future_of_convenience_stores__food_destination-63687.html\" target=\"_blank\">http://www.csnews.com/top-story-foodservice-the_future_of_convenience_stores__food_destination-63687.html</a>', 'Future of Convenience Stores', '', 'publish', 'open', 'open', '', 'the-future-of-convenience-stores-food-destination', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/the-future-of-convenience-stores-food-destination', 0, 'thinking', '', 0),
(1820, 4, '2013-05-22 17:08:54', '2013-05-22 17:08:54', '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', '', 'publish', 'open', 'open', '', 'what-convenience-stores-can-teach-restaurants-and-vice-versa', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/what-convenience-stores-can-teach-restaurants-and-vice-versa', 0, 'thinking', '', 0),
(1821, 4, '2013-03-07 14:32:31', '2013-03-07 14:32:31', 'Four-floor Wilshire Boulevard location is being called The Fifth Man.\r\nSaks Fifth Avenue (New York) has completed renovation of its men’s store on Wilshire Boulevard in Beverly Hills, Calif. It’s calling the 54,000-square-foot, four-level store The Fifth Man.\r\nRead more: <a href=\"http://vmsd.com/content/saks-renovates-its-beverly-hills-men-s-store\" target=\"_blank\">http://vmsd.com/content/saks-renovates-its-beverly-hills-men-s-store</a>', 'Saks Renovates its Beverly Hills Men’s Store', '', 'publish', 'open', 'open', '', 'saks-renovates-its-beverly-hills-mens-store', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-renovates-its-beverly-hills-mens-store', 0, 'thinking', '', 0),
(1822, 4, '2013-05-30 19:38:47', '2013-05-30 19:38:47', 'By Crosby Renwick,\nThe pundits say retail, as we’ve known it since the ancient Egyptians, is coming to an end. Ouch. That’s big. You have to admit the logic is not bad: When retail is literally everywhere, when we can buy virtually anything off our phones and have it delivered, why go to a store?\n\nThis recalls when Pablo Picasso was asked if painting human figures was still possible after the technologies of photography and cinema were depicting them much more truly. His response was, “Now at least we know everything that painting isn\'t.” Technology had killed painting’s previous purpose: depiction. But, on the other hand, technology freed painting to become something else.\n\nRetail has always been about bringing mostly other people’s goods together at a location convenient for your customers. Throughout history, retailers added value by giving consumers easy access to a variety of goods. Whether it was a town marketplace, a store, or a mall, consumers had to go to the purveyors of physical goods. Now, retailers come to us through our digital devices.\n\nSo, is retail really dead? No, but its role is changing. Many stores will close in the decades to come. But like painting in the time of Picasso, retail real estate has greater freedom to become something new. Sure, demand will persist for restaurants, haircutters, masseurs and healthcare providers — all of which provide things that cannot be obtained in the digital world — but the likes of pharmacies, banks, apparel stores and electronics outlets will close by the thousands because they can’t boost their margins to pay for the space and staff. Once their leases are up, retailers will downsize physical stores to upsize their digital presences. Why pay rent and salaries when consumers are ordering from their phones?\n\nWhat to do with the empty storefronts? The success of social media provides the clue because it highlights the deep desire for human connection. People get lonely. They’ll pay for the chance to enjoy real-world social experiences with others who have similar interests.\n\nWhat do I mean by social experiences?\n\nThink of sporting events. You can see most New York Giants games on high-definition TV at no additional cost — and you’re so close to the action you can see the bead of sweat on the quarterback’s forehead. Actually going to a Giants game will run you at least $100 with parking, and you’re unlikely to even be able to make out the numbers on the jerseys. But even with hi-def TV, most of the tickets to the actual experience are sold months in advance. Why? Because of the energy, excitement, vibe and buzz of the like-minded people around you. Memories are made at experiences like these, not in front of the TV. The ceremony of putting your hand on your heart and singing “The Star Spangled Banner” along with the players is a time of reflection, connection and patriotism. And for many of us, the bragging rights of being able to talk about the game in the office the next day is worth the money alone.\n\nAnd think of some of your fondest college memories — the parties, the autumn leaves in the quad, spring break, football games, not to mention lifelong friends. Today, online education allows millions of people to go to college at a fraction of the cost, and in the comfort of their own homes. However, getting an online degree forces the student to miss out on all of the social and sensory elements of actually going to school. Much like online retail, you can get the “product” in the comfort of your living room, but you miss out on the actual experience of getting a four-year degree on an actual college campus.\n\nIf you’re religious you could get all the sermons you want online or on TV. And yet we still like to go. Again, it feels good to be around people who affirm what you believe, and a religious service offers some of the best people-watching in town, along with soaring architecture, stained-glass windows and a pitch-perfect choir — pretty emotional stuff. And let’s not forget the post-service coffee gathering, where there’s always good gossip, new business contacts and donuts.\n\nFinally, a few years ago I paid $75 to go to a Bruce Springsteen concert where I was so far from the stage I couldn’t make out the Boss’s face even with binoculars. I loved it. Hanging out with 70,000 others who think the same thing visibly and powerfully is completely validating to your belief system and your allegiances. You can’t buy that on your phone for all the money in the world.\n\nThese are the kinds of social experiences people pay money for. Am I suggesting a chain of stores that hosts rock concerts? No. But lessons drawn from these social experiences can and should be applied to retail. Lululemon has already done so with its in-store yoga classes. Likewise, I’d love a store where I could buy clothes that speak to the sensibilities of the classic rock fan. Where the staff would “get” me. Where I could hook up with other classic rock fans to take a road trip to some cool concert. Where I could make friends with people who appreciate what I appreciate. I’ll pay much more for jeans from there than from anywhere else.\n\nAt the very least, shopping in a physical store has to be as much about social experiences, unique environments and customer validation as it is about the merchandise. After all, today’s shoppers can have nearly any merchandise brought right to their doors with little more than the swipe of a finger. But if we can bring them the kinds of experiences that forge memories, friendships and lifelong brand loyalties, they will keep getting in their cars and coming to us — just as they have since the days of the pharaohs.\n\n<a href=\"http://chainstoreage.com/article/%E2%80%98social-retail%E2%80%99-rescue\" target=\"_blank\">http://chainstoreage.com/article/%E2%80%98social-retail%E2%80%99-rescue</a>', '‘Social Retail’ to the Rescue', '', 'publish', 'open', 'open', '', 'social-retail-to-the-rescue', '', '', '2018-09-27 17:42:10', '2018-09-27 17:42:10', '', 0, 'http://cbx.cappendev.com/thinking/16/social-retail-to-the-rescue', 0, 'thinking', '', 0),
(1823, 4, '2013-06-04 19:43:30', '2013-06-04 19:43:30', '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\'', '', 'publish', 'open', 'open', '', 'when-it-comes-to-package-design-keep-it-simple-stupid', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/when-it-comes-to-package-design-keep-it-simple-stupid', 0, 'thinking', '', 0);
