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(1920, 1, '2014-05-20 19:08:25', '2014-05-20 19:08:25', 'By Todd Maute\r\nPrivate label emerged when retailing was still relatively straightforward. Today, the proliferation is such that we are no can longer rationalize creating a new brand for countless categories. “I have 21 brands and I don’t know what half of them are,” an executive recently said to me. “If I don’t know what these brands mean, how are our shoppers going to?” Every private brand in a retailer’s portfolio needs to tell a compelling story. They also need to have a strategy that addresses consumer mindsets, as well as items that give shoppers a reason to return.\r\n\r\nAs consumer trends have diversified, product categories have expanded to the nth degree. Historically, with each new trend (organic, natural, gluten free, low fat, high protein, etc.) came a new private brand. And with time, this strategy resulted in extreme brand proliferation. Now that companies have upwards of 10 to 20 unique brands in their private brand portfolios, they should start to consider a new paradigm. Move away from product-led strategies and instead focus on brand-led strategies that deliver against business goals. Instead of creating a new brand for every product, consider developing a brand centered around a role, purpose or consumer target brand, and use design as a marketing tool to communicate differences not just communicate functional attributes. Will consumers be able to discern between organic and low sodium, even if they come from the same brand? If you do it right… you bet. So what’s the challenge? Determining how to measure success.\r\n\r\nIf you don’t have a brand for every trend, are you more or less successful than if you do? I’m arguing that you can be more successful, if you look at the measurement criteria with a new lens. Most companies focus on quantitative data – share and penetration. But is penetration enough? Is share of market enough? What about qualitative metrics – equity and loyalty? Private brands can have high penetration, but zero loyalty. Hardly a secure position. But think of the difference a brand-led strategy can make: If that gluten-free customer simply can’t find your private brand elsewhere –that “gets her” like yours does – you win. Penetration and share of market are important, of course, but “mind share” means consumers are coming back to you specifically to get the products that speak directly to them. Go for mind share first and market share will follow and give you the credibility to grow and expand the brand if you thought it out properly.\r\n\r\nLittle wonder more retailers are going through brand-led, brand-consolidation processes that make more practical and emotional sense. So next time you have a conversation around private label metrics for success, think about these questions: How are you going to market? What are the roles of the brands? Have you considered the power of equity and loyalty? Who are we creating this brand for and why? Once you do…chances are your bottom line will thank you.\r\n\r\nRead more: www.mypbrand.com/2014/05/19/how-do-you-measure-success', 'How Do You Measure Success?', '', 'publish', 'open', 'open', '', 'how-do-you-measure-success', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-do-you-measure-success', 0, 'thinking', '', 0),
(1921, 0, '2018-09-27 16:52:32', '2018-09-27 16:52:32', '', 'DUANEREADE11_delishonwhite', '', 'inherit', 'open', 'closed', '', 'duanereade11_delishonwhite', '', '', '2018-09-27 16:52:32', '2018-09-27 16:52:32', '', 1608, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE11_delishonwhite.jpg', 0, 'attachment', 'image/jpeg', 0),
(1922, 1, '2014-05-15 21:48:37', '2014-05-15 21:48:37', '<strong>About</strong>(Previously Del Monte Foods’ Pet Products) “Big Heart Pet Brands is the largest standalone producer, distributor and marketer of premium quality, branded pet food and pet snacks for the U.S. retail market. The company’s brands include Meow Mix®, Kibbles ‘n Bits®, Milk-Bone®, 9Lives®, Natural Balance®, Pup-Peroni®, Gravy Train®, Nature’s Recipe®, Canine Carry Outs®, Milo’s Kitchen® and other brand names. Big Heart Pet Brands’ portfolio enjoys strong U.S. market share, and is #1 in the dog snacks category, #2 in Dry/Wet Cat and #3 in Dry Dog.”\r\n\r\n<strong>Design by</strong>\r\nCBX\r\n\r\n<strong>Related link: CBX Press release</strong>\r\nAt the core of the visual system is a dynamic new \"heartpaw\" logo that reinforces the company\'s love for pets and desire to continually create better solutions for them. The logo represents both a pawprint—to root the company in the pet category—and a heart to convey the bond between pet and pet parents. The highlight \"shine\" marks used within the broader visual identity symbolize positivity, energy and innovative thinking. \"Simple yet impactful, the identity signals a strong position in the pet space and a bright future for the company and the pets it supports,\" said Rick Barrack, Founding Partner and Chief Creative Officer at CBX.\r\nRead the full press release:<a href=\"http://http://www.cbx.com/press/cbx-collaborates-on-new-company-name-and-identity-for-big-heart-pet-brands/\" target=\"_blank\"> CBX Collaborates on New Company Name and Identity for Big Heart Pet Brands</a>\r\n\r\n<strong>Logo detail:</strong>\r\n<img class=\"size-full wp-image-8018 alignleft\" style=\"margin-bottom: 50px;\" title=\"big_heart_pet_brands2_logo_detail\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/big_heart_pet_brands2_logo_detail2.jpg\" width=\"650\" height=\"379\" />\r\n\r\n<strong>Business cards:</strong>\r\n<img class=\"wp-image-8011 alignleft\" title=\"big_heart_pet_brands3_BusinessCards\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/big_heart_pet_brands3_BusinessCards.jpg\" width=\"650\" height=\"379\" />\r\n\r\n<strong>Brochure:</strong>\r\n<img class=\"size-full wp-image-8017 alignleft\" title=\"big_heart_pet_brands4_brochure\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/big_heart_pet_brands4_brochure1.jpg\" width=\"650\" height=\"379\" />\r\n\r\n<strong>Reception:</strong>\r\n<img class=\"wp-image-8013 alignleft\" title=\"big_heart_pet_brands5_reception\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/big_heart_pet_brands5_reception.jpg\" width=\"650\" height=\"379\" />\r\n\r\n<strong>Cafeteria:</strong>\r\n<img class=\"wp-image-8014 alignleft\" title=\"big_heart_pet_brands6_cafeteria\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/big_heart_pet_brands6_cafeteria.jpg\" width=\"650\" height=\"379\" />\r\n\r\n<strong>Opinion/notes</strong>\r\nThe \"heartpaw\" icon is kind of cute, except that it\'s not really a paw and it barely registers as a heart. Look at how paw prints are usually represented and here the toes are far too thin and the forced heart is the inverted paw pad — before reading the release I thought it was a dog snout, shiny from the wetness of dog snouts and the sunburst-y rays were the dog smelling. The typography is fairly serious and heavy-handed for the fun-loving attitude they were aiming for. At least it\'s not called the prescriptive \"Del Monte Foods\' Pet Products\" anymore.\r\n\r\nRead more: <a href=\"http://www.underconsideration.com/brandnew/archives/new_name_logo_and_identity_for_big_heart_pet_brands_by_cbx.php#.U3TVMy8meSD\" target=\"_blank\">www.underconsideration.com/brandnew/archives/new_name_logo_and_identity_for_big_heart_pet_brands_by_cbx.php#.U3TVMy8meSD</a>', 'New Name, Logo, and Identity for Big Heart Pet Brands by CBX', '', 'publish', 'open', 'open', '', 'new-name-logo-and-identity-for-big-heart-pet-brands-by-cbx', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/new-name-logo-and-identity-for-big-heart-pet-brands-by-cbx', 0, 'thinking', '', 0),
(1923, 0, '2018-09-27 16:52:32', '2018-09-27 16:52:32', '', 'Brooks-External-1', '', 'inherit', 'open', 'closed', '', 'brooks-external-1', '', '', '2018-09-27 16:52:32', '2018-09-27 16:52:32', '', 1607, 'http://cbx.cappendev.com/app/uploads/2018/09/Brooks-External-1.jpg', 0, 'attachment', 'image/jpeg', 0),
(1924, 1, '2014-05-14 21:52:53', '2014-05-14 21:52:53', 'Coca-Cola, Tiffany &amp; Co., and John Deere have all leveraged color to a point where it has become synonymous with their brand identities. But just how does a brand go about identifying color and trends that generate relevance in order to connect with consumers in a meaningful way? Start by using color resources and listening to what consumers have to say about their favorite brands.\r\nOne such resource is the Color Marketing Group (CMG), a non-profit association that provides color direction and forecasting for a broad range of industries, products and services—including branding and packaging. The group’s forecasts, which are released under the NEXT moniker, detail colors that have made their way into the marketplace or are about to be introduced.\r\n\r\n“CMG forecasts are considered color directions and are not directives,” John West, vice president of color forecasting explains. “They show the course that colors are likely to take and are open for interpretation across industries, products and packaging.”\r\n\r\nWest goes on to explain that CMG members collaborate at regional color workshops called ChromaZones which take place throughout the year to determine the NEXT colors. These outputs are then collectively shared at an end-of-year international summit conference. Members interpret the direction of color based on many types of global influences. These are consolidated into a final color forecast of about 60 to 70 total colors that will influence Asia Pacific, Europe, North America and Latin America regions.\r\n\r\n<strong>Differentiation and disruption</strong>\r\n“Memory structures in the brain are what cause us to recall a product, package or an advertisement,” Donna Sturgess, executive in residence at Carnegie Mellon University, and president and co-founder of Buyology, says. “Color is an aid to creating and refreshing the memory structures that are an important component of decision-making and buying. Our non-conscious mind processes color at a subliminal level and reinforces a brand framework and cues that leads to long-term distinctiveness. Brands need to look towards distinction and to find a place to be. This can be achieved through the use of form and color choice.” She goes on to add, “Brands must stand out with distinctiveness, and without confusion for customers to recognize and recall the brand in buying situations. Color is a meaningful element to deliver upon this distinction.”\r\n\r\n<strong>Back in black</strong>\r\nOne color making a bold statement across several categories is black. In combination with bright, vibrant colors, or with spot varnishes, patterns and textures, black is showing up in unusual verticals—such as personal hygiene, produce and nuts, and dairy— to convey a sense of luxury, youthfulness, beauty, fashion, power, and in some cases, masculinity.\r\n\r\nDanone Yogurt for Men is a perfect example. When Danone wanted to release a yogurt specifically marketed to young men, it found that men not only had specific preferences when it comes to product—a distinctive taste, higher fat content and thicker consistency—but also wanted clearer, simpler and bolder packaging.\r\n\r\nWorking with development partner Greiner Packaging, Danone created a stylish, sleeved yogurt cup with a deep black color scheme. The minimalistic graphics and text combinations applied to the cups communicated a sense of strength.\r\n\r\nThe black packaging used by Wonderful brands to market its pistachios and almonds makes the brand stand out in the food aisle. The solid black packs combined with neon green and orange copy offers a minimalistic, impactful brand blocking presentation at shelf. This youthful, bold-and-upscale looking approach is something that has gained noticeable traction with the millennial audience.\r\n\r\n<strong>Cutting through a sea of sameness</strong>\r\nWhen Kimberly Clark enlisted CBX as the branding firm to design its U by Kotex line of women’s personal care products, it became evident to them that to compete with brands such as Always and Carefree, the packaging was going to have to find a way to connect and relate to 18- to 24-year-old females. Consumer research found that the target market had an innate sense of collectivism and characteristic of sharing everything. It became imperative that the brand become something worthy of being shared.\r\n\r\nIn an effort to break through traditional conventions and the preconceptions of women’s personal care products being branded in pink and pastel color palettes, CBX developed a black pack design that felt more like a beauty cosmetic, trendy and fashion forward that challenged the category norm and created disruption. “Research results suggested that consumers were giving us permission to go with the black packaging,” Allison Koller, creative director at CBX, says.\r\n\r\nCombined with distinctive patterns, vivid accent colors and consistent brand messaging, the packaging and colored product wrappers offer up an unexpected surprise and delight. Taking this contrarian approach has paid off.\r\n\r\nKoller reports that consumer feedback showed that women would be comfortable displaying U by Kotex products in their bathrooms or taking the women’s personal care products out of their purses in public, which was really something the category had not experienced before.\r\n\r\nIn today’s marketplace, it is becoming more and more difficult for brands to be distinctive and standout on shelf. As the retail space becomes more and more saturated with competing brands and private label offerings, product packaging needs to be disruptive in order to capture the attention of consumers. When done in the right manner, this can be achieved through the use of form and color. While color can often be a subjective topic of debate, especially when developing packaging and branding, it is hard to argue the fact that it holds the power to persuade, stimulate and connect with consumers, on both physical and emotional levels.\r\n\r\nRead more: <a href=\"http://www.packagedesignmag.com/content/the-hue-for-you\" target=\"_blank\">www.packagedesignmag.com/content/the-hue-for-you</a>', 'The Hue for You', '', 'publish', 'open', 'open', '', 'the-hue-for-you', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-hue-for-you', 0, 'thinking', '', 0),
(1925, 0, '2018-09-27 16:52:33', '2018-09-27 16:52:33', '', 'nov2010_12', '', 'inherit', 'open', 'closed', '', 'nov2010_12', '', '', '2018-09-27 16:52:33', '2018-09-27 16:52:33', '', 1609, 'http://cbx.cappendev.com/app/uploads/2018/09/nov2010_12.jpg', 0, 'attachment', 'image/jpeg', 0),
(1926, 1, '2014-05-08 13:29:34', '2014-05-08 13:29:34', '&lt;strong&gt;Dan Munford, Insight managing director, &lt;a href=\"http:// http://bit.ly/SAXSzL. \" target=\"_blank\"&gt;introduces Retail Vision viewers to Wawa’s Florida store&lt;/a&gt;.&lt;/strong&gt;\r\nThe millennial generation just don’t eat at home much any more, he says.\r\n\r\n“Eating out is the new eating in and that presents a huge opportunity for convenience retail. Let’s take a look at one of the best in the US - Wawa.”\r\n\r\nWawa opened its first, new large store in Florida about one and a half years ago.\r\n\r\nCustomers clearly rate the store, praising its reasonable prices and very friendly staff.\r\n\r\nCustomers frequent Wawa regularly, visiting daily for breakfast and lunches, for example.\r\n\r\nShoppers Munford speaks to say they love the freshness of the offer versus pre-packed products at rivals. The coffee offer is a favourite too; while the store’s lay out is another bonus.\r\n\r\n“You can find everything you need and it’s a place with everything in it, all in one shop,” customers tell Munford.\r\n\r\nMunford notes that customers love the service but suggests that’s no accident and Wawa has done that by design because it puts so much effort into looking after its employees.\r\n\r\n&lt;strong&gt;Investment in staff&lt;/strong&gt;\r\n\r\nMunford interviews a colleague, with a career in foodservice, who says he’s never worked in a better place and that Wawa is now paying and supporting him through college.\r\n\r\nTodd Souders, director of operations at Wawa in Florida, provides insight into Wawa’s history. He has worked for the company for 14 years.\r\n\r\nWawa was founded in 1964 in Pennsylvania and is celebrating its 50th birthday this year.\r\n\r\nWhen Souders joined the business in 2000, Wawa was just getting the fuel side of the business up and running.\r\n\r\nNow Wawa has well over 300 fuel stores, up from 20 locations at the turn of the century.\r\n\r\nWawa has also been busy advancing its foodservice offer with fresh foods and more variety to cater for all the day parts.\r\n\r\n&lt;strong&gt;The leap to Florida&lt;/strong&gt;\r\n\r\nSouders reveals why Wawa took the leap from Pennsylvania to Florida.\r\n\r\nThe company had put together a team and researched the market in a hunt for the best food and fuel potential. It decided Florida was the state to enter, Souders says.\r\n\r\nThe move introduced a step change in store design, which showcases the fresh food offer, with a more upscale, relaxing look and a calming exterior.\r\n\r\nSouders tells Munford Wawa worked hard to develop a 5,600sq ft store format, which was able to accommodate the full offer but could be flexed, according to property lots.\r\n\r\nInside the store features a super sized customer service counter plus touch screens for ordering, delivering a highly efficient service.\r\n\r\nCustomers refer to the store as a restaurant with gas pumps rather than forecourt with food, Munford says.\r\n\r\nAccording to Souders, that has been a clear aim - to get customers beyond the fuel pumps and to think about fresh food.\r\n\r\n“The focus has been on fresh foods and convincing customers about the quality of the offer,” he says.\r\n\r\nAccording to Munford, the industry is at a crossroads as gas stations strive (and succeed) in being famous for fresh food and reckons the future will see more stores emerging like Wawa.\r\n\r\n&lt;strong&gt;Local store design&lt;/strong&gt;\r\n\r\nJoe Bona, president of branded environments at CBX, worked with Wawa on the Florida store format.\r\n\r\nBona thinks Wawa’s new store represents the state of the industry and that in future stores will have a more developed food offer. As a result, stores such as Wawa will be competing with retailers like Subway as well as traditional convenience chains.\r\n\r\nElevating the food experience within a convenient environment will be key going forward, Bona says.\r\n\r\nBona says Wawa’s entry into Florida was eased by making it look like a local retailer. The store design features a clapboard siding, pastel colours and an open porch, reflective of the local architecture. The aim was to “communicate from the street” that Wawa was a local retailer, he says.\r\n\r\nCBX was able to be a collaborative partner with Wawa on the store project. According to Bona, Wawa doesn’t do anything casually. Attention to detail is paramount and the resulting store is a true test of Wawa’s expertise and knowledge to really make things work.\r\n\r\n&lt;strong&gt;Future expansion plans&lt;/strong&gt;\r\n\r\nMunford questions Souders on Wawa’s expansion plans. Souders reveals the company built 27 stores last year, representing an investment of over $100m.\r\n\r\nHe praises the effort on the the ground in Florida and the teams back at Wawa’s HQ for the success of the opening.\r\n\r\n“We are extremely happy about how it’s working out today,” he says.\r\n\r\nExpansion beyond Florida is not ruled out but is not likely for five to 10 years, Souders says.\r\n\r\n&lt;strong&gt;The immediate focus is firmly on Florida.&lt;/strong&gt;\r\n\r\n“Florida is a big state. We feel we could get hundreds of sites in Florida, which could be very profitable and accepting to the customers,” Souders says. “The focus is on making Florida successful and spreading as many Wawas as possible.”\r\n\r\nSource: Global Convenience Store Focus, May 2014 issue', 'Retail Vision: Inside Wawa’s New Florida Store Format', '', 'publish', 'open', 'open', '', 'retail-vision-inside-wawas-new-florida-store-format', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/retail-vision-inside-wawas-new-florida-store-format', 0, 'thinking', '', 0),
(1927, 0, '2018-09-27 16:52:33', '2018-09-27 16:52:33', '', '0011', '', 'inherit', 'open', 'closed', '', '0011', '', '', '2018-09-27 16:52:33', '2018-09-27 16:52:33', '', 1610, 'http://cbx.cappendev.com/app/uploads/2018/09/0011.jpg', 0, 'attachment', 'image/jpeg', 0),
(1928, 1, '2014-05-07 13:29:38', '2014-05-07 13:29:38', 'Wawa is one of the US market\'s leading convenience store retailers. This exclusive Retailvision film introduces viewers to its highly successful new large store format in Florida, featuring interviews with customers and Wawa\'s Director of Operations in Florida.\r\nWatch the full video: <a href=\"http://www.youtube.com/watch?v=IPE_xyABACk\" target=\"_blank\">www.youtube.com/watch?v=IPE_xyABACk</a>', 'Wawa', '', 'publish', 'open', 'open', '', 'wawa', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/wawa', 0, 'thinking', '', 0),
(1929, 1, '2014-05-06 17:50:00', '2014-05-06 17:50:00', '<strong>The beleaguered electronics retailer wants to get back to its roots: being MacGyver to MacGyvers.</strong>\r\nDuring the Super Bowl, RadioShack aired an ad that kicked off the retailer\'s new \"Do It Together\" marketing campaign. Two zoned-out red shirts stand in an old outlet-mall RadioShack store. The doors bust open. Enter Hulk Hogan, Cliff from Cheers, Mary Lou Retton, Alf, Sargeant Slaughter, and others. They scour the premises for their favorite stuff and carry everything out the door, leaving the red shirts standing alone in the dust. The tagline? \"The \'80s called. They want their store back.\"\r\n\r\n<iframe src=\"//www.youtube.com/embed/n5i91rOlFMY\" height=\"425\" width=\"640\" frameborder=\"0\"></iframe>\r\n\r\nCool ad, but it missed the point. It\'s the Radio Shack of the 2000s, and even the 2010s, that people hate. Some crappy smartphone outlet store replaced the RadioShack many of us knew and loved. Many of us are still nostalgic for the original do-it-yourself store of the \'80s--a place of weird computers, cool robot kits, strange circuit breakers, and random electronic circuitry that taught many of us to love tech. That\'s the store--in spirit, at least--that we want back. And thanks to a team-up with CBX, the same branding firm that reimagined Duane Reade, RadioShack is trying to get back to the roots of what made the company great.\r\n\r\nIn recent years, RadioShack has found itself in serious trouble. In fact, compared to what its stock was worth in July 2007, RadioShack\'s stock has lost more than 95% of its value in just the past seven years. In 2013, RadioShack lost $3.04 per share; the losses causes the once ubiquitous electronics outlet in March to announce the closure of 1,100 stores. And in 2012, the board fired the company\'s CEO as well as replaced most of the senior executive team. The message was clear: RadioShack either needs to find its way in a post-Apple age, or die out for good.\r\n\r\nAs part of an aggressive redesign across its 8,000 retail locations, the electronics retailer is trying to marry the RadioShack of the \'80s--a neighborhood meeting hall for tinkerers, makers, and electronics enthusiasts--with the sophisticated experiential design today\'s consumers have come to expect.\r\n\r\n\"When we started talking to customers to see how to remake RadioShack, what we discovered was whether they loved us or hated us, they still had a lot of passion for the brand,\" says RadioShack chief marketing officer Jennifer Warren. \"For the people who hated it when RadioShack started focusing on smartphones, they still had positive memories of RadioShack from the \'80s as this place where inventors and makers got their start.\"\r\n\r\n<img class=\"alignleft size-full wp-image-7947\" title=\"3029533-inline-new-york-custom-concept-store-interactive-toy-display\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/3029533-inline-new-york-custom-concept-store-interactive-toy-display.jpg\" width=\"640\" height=\"427\" />\r\n\r\nFor its rebranding, RadioShack is trying to get this mojo back. The company is embracing the maker spirit, turning space back over to such gear as 3-D printers and robot sets. In RadioShack\'s new Boston custom concept store, there is meeting space in the back to encourage DIY types to come in and collaborate on projects. And although much of RadioShack\'s floor space still goes to smartphones, the company is trying to do a better job of integrating the phones into the company\'s maker heritage.\r\n\r\n\"It\'s important to realize that mobility has been a part of RadioShack\'s heritage ever since the days of pocket FM radios,\" says Merianne Roth, RadioShack\'s vice president of communications. \"We might not have gotten the balance right in the past, but if you look at how people use smartphones these days, it\'s the thing that connects all these other things in your life. It\'s how makers control all of the cool things that they make. And that\'s something we really want to highlight.\"\r\n\r\nAnother central tenet of the RadioShack redesign is interactivity. In an age of ubiquitous online shopping, people go into physical stores to experience the products they want to buy before actually buying them. The new RadioShack lets customers try out headphones or speakers for themselves and lends a hand with sleek touchscreen displays that let shoppers compare and contrast different models with just a tap.\r\n\r\n<iframe src=\"//www.youtube.com/embed/gNSzTEtBS8I\" height=\"427\" width=\"640\" allowfullscreen=\"\" frameborder=\"0\"></iframe>\r\n\r\nAs part of its rebrand, RadioShack is also trying to more clearly establish the store\'s position as a part of local heritage. In three custom concept stores, the nearly 100-year-old chain incorporates distinctive visual elements of each location--Fort Worth, Manhattan, and Boston--into the in-store aesthetic. Not every store will get this personalized treatment, but in the case of the recently opened Boston custom concept store, the store\'s sleek interactive interior is set in relief by reclaimed wood and hemp rope evocative of the tall clipper ships of Boston Harbor\'s famous waterfront.\r\n\r\nBut, ultimately, the rebrand is about is getting back to a place where makers once more feel comfortable walking into a RadioShack and making their inventions a reality. RadioShack intends to rigorously pursue this initiative as it continues to rebrand its retail stores in 2014.\r\n\r\n\"Historically, RadioShack has been the MacGyver for MacGyvers, the place where makers who know how to do 80 percent of what they want to accomplish go to get the next 20 percent,\" Roth says. \"So that\'s what we\'re trying to get back to. The only difference is that everyone is a MacGyver now, which means we\'ve got to step up our game.\"\r\n\r\nRead more: <a href=\"http://www.fastcodesign.com/3029533/with-rebranded-stores-radioshack-tries-to-find-its-way-in-a-post-apple-age#8\" target=\"_blank\">www.fastcodesign.com/3029533/with-rebranded-stores-radioshack-tries-to-find-its-way-in-a-post-apple-age#8</a>', 'How RadioShack Got Its Groove Back', '', 'publish', 'open', 'open', '', 'how-radioshack-got-its-groove-back', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-radioshack-got-its-groove-back', 0, 'thinking', '', 0),
(1930, 1, '2014-04-28 20:01:04', '2014-04-28 20:01:04', 'By Joseph Bona\r\nWhen Norman Rockwell’s portrait of a pharmacist appeared on the cover of The Saturday Evening Post back in 1939, it rang true to readers. The painting showed a moustached pharmacist mixing up a concoction for a child with a doozy of a toothache. It reminded people of their own local druggists, who played central roles in the town and donned many hats in a given day—weatherman, advisor, storyteller, comedian and debate moderator, among them. At the typical small-town drug store, the pharmacist stood behind the counter all day filling prescriptions and chatting with regulars. Old-timers told fish stories and lounged on benches out front. Children filed in after school to buy penny candy from glass jars.\r\n\r\nBut if this sounds like an era long past, think again. While the setting has certainly changed remarkably since Rockwell’s time, community pharmacies still boast many of the same characteristics that made drug stores such iconic hubs of American life during the 20th century.\r\n\r\nFor starters, Americans continue to report feeling extraordinarily connected to their local pharmacists. Some consumers will even change stores to follow a transferred pharmacist to another location. And just as they always have, Americans still shop drug stores for sodas, snacks and any number of daily needs items, candy included.\r\n\r\nNonetheless, today’s chains aim to strengthen this sense of community even more. In our Twittering, Facebooking, smartphone-obsessed age, they are wisely focusing on strategic initiatives geared toward humanizing the in-store experience.\r\n\r\nRite Aid’s “Wellness Ambassadors” are but one example. The basic idea is to use these friendly, knowledgeable associates as a kind of bridge between the front of the store and the pharmacy. Wearing light-blue coats and armed with iPads, the ambassadors help people find products and are there to answer questions about over the counter medications, vitamins and supplements. They act as liaisons between consumers and the stores’ licensed pharmacists, and they even go out to visit senior communities and fitness centers to discuss wellness, set up flu clinics and organize health fairs.\r\n\r\nRite Aid recognizes how frustrating it can be for time-pressed shoppers to stand in the middle of the store feeling ignored. “What it comes down to is being able to talk to the customer,” says Amanda Morrison, an ambassador profiled on Rite Aid’s website. “You really do have to care about people.” Rite Aid is on the right track here.\r\n\r\nSo, too, is Walgreen Co., which has redesigned its stores to lower the wall between pharmacists and customers. This physical barrier might not seem so important at first glance, but the imposing wall formerly created emotional distance between druggists and their regulars. Bringing down the wall and lowering the counters sent a new message: “We can see and hear each other. Let’s talk.” You cannot have a strong sense of community without accessibility.\r\n\r\nAnd as they seek to build community even further, chains might consider reinforcing that Main Street vibe by exploring such initiatives as:\r\n\r\n• Taking a Starbucks-like approach to employee training. Your local barista has been carefully trained to learn the first names of regulars and to show “emotional intelligence.” Good baristas know that folks who walk into Starbucks at 7:30 a.m. are more likely to be grumpy and impatient without that first jolt of java; the same is true of a harried mom stuck in the drug store drive-through line after a hard day at the office.<br>\r\nBest-in-class customer service involves much more than repeating pat greetings and behaving in prescribed ways. It is as deep, rich and complex as the gamut of our daily social interactions. From a hiring and training perspective, your employees’ felicity with social interactions is critically important; give it the weight and attention it deserves.<br>\r\n• Strengthening all things local both inside the store and out. When Duane Reade rebranded its New York City stores, the chain took a savvy, locally oriented approach to the marketing, packaging and merchandising of private label brands such as Delish. The goal was to convey a New York attitude and feel. In addition, Duane Reade\'s newsletter/circular, The Duane Reader, was full of city-specific information like the skate times at Rockefeller Center. The logic here is catching on across retail.<br>\r\nSan Francisco International Airport, for one, has ramped up the selection of local vendors in its retail areas. When you shop or dine inside the airport, the thinking goes, you should know you’re in San Francisco. For drug store chains with hundreds of locations across the country, this is admittedly a more challenging undertaking. But when managers are encouraged to find ways to make the in-store experience reflect the local community, good ideas will bubble to the surface. Could a digital bulletin board be installed to allow locals to post their “lost dog” signs or notices about bike club outings or upcoming volunteer opportunities? Could the pharmacist be more visible out in the community? Individual markets have unique needs. Empower store managers to find ways to recognize those needs and respond to them.\r\n\r\n• Consider the role of design in your community-building strategy. In the c-store sector, the Pennsylvania-based chain Wawa has scored a hit with shoppers through its stronger emphasis on community and customer.<br>\r\nFor its rollout in the Florida market, Wawa used natural materials, floor-to-ceiling glass windows, warm colors, an outdoor seating area and a redesigned, highly visible kitchen/sandwich-making area to turn its stores into comfortable hangouts. Demand at many of these locations was so great Wawa had to beef up the staff and expand the kitchen and stockroom areas.<br>\r\nThe chain has been innovative with social media as well. To date, Wawa’s Facebook page has racked up more than 1.1 million “likes.” Visit a Wawa store on a Saturday morning, and you’ll likely find the place packed with contractors contractors, outdoors men, families and other locals gearing up for their busy day.<br>\r\nIn some markets, chain drug stores could strengthen their community feel by installing benches and tables, serving hot coffee and making other hangout-friendly design changes. These stores are already loaded with convenience items. In select markets, there is an opportunity to further engage.<br>\r\nVisually, the community pharmacy will never be able to return to the Norman Rockwell era, of course, but the industry is smart to recognize that despite all the talk about technology, people still crave human connection. By some estimates, in fact, Internet sales still account for only 6% of total retail sales. Yes, online sales are rising at an eye-popping rate, but the vast majority of retail transactions still happen inside brick and- mortar stores, just as they did in the 1940s.\r\n\r\nBy bolstering community, today’s drug store chains stand to give their customers even more reason to shut down the laptop and head to the store.<br>\r\n<br>\r\nSource: Chain Drug Review - April 28, 2014', 'Community Sense Key to Today’s Pharmacy', '', 'publish', 'open', 'open', '', 'community-sense-key-to-todays-pharmacy', '', '', '2018-09-27 17:56:36', '2018-09-27 17:56:36', '', 0, 'http://cbx.cappendev.com/thinking/16/community-sense-key-to-todays-pharmacy', 0, 'thinking', '', 0),
(1931, 0, '2018-09-27 16:52:35', '2018-09-27 16:52:35', '', 'DUANEREADE14_skyline', '', 'inherit', 'open', 'closed', '', 'duanereade14_skyline', '', '', '2018-09-27 16:52:35', '2018-09-27 16:52:35', '', 1611, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE14_skyline.jpg', 0, 'attachment', 'image/jpeg', 0),
(1932, 1, '2014-04-24 17:22:19', '2014-04-24 17:22:19', 'By Gregg S. Lipman\r\nI asked a contractor doing some work on our house for an estimate. The first pass was a lump sum, and he was reticent to line item it. I explained that I too am in the service business, and that I had no issue with him making a fair profit. I just needed to know what the base cost was, and what premium my wife was adding to the party. I\'m sure my clients sometimes wonder the same. So here are three things to keep in mind when dealing with your agency.\r\n\r\n<strong>1. Talk About Value... Even if It\'s Awkward</strong>\r\n\r\nValue is generally understood as the ratio between price and quality. We get it -- in the service business, the value equation is hard to peg. In work for hire, agency models are most often based on time -- the goal is to get the best work in the shortest amount of time. Clients use leverage to minimize cost (and therefore time). But, fact of life, creativity needs time to \"bake\" -- it is an iterative science where mistakes are made (see Creative Inc., Ed Catmull\'s [head of Pixar and Disney\'s] new book about creative management], since the creative idea is not a tangible thing, it is not as efficient as, say, making widgets).\r\n\r\nEven though we all know that value often boils down to dollars, it\'s a known fact: Whether in friendship, marriage or business, money makes things a little more awkward. But while money is necessary to keep companies afloat, at the end of the day, the opportunity to do great work simply jazzes us creative types up. So please, let\'s have a candid conversation. We recently went through an RFP process where the client was moving to an agency relationship (from working with individual freelance vendors), for stability and consistency of high-quality work and service. The budget, however, did not change to address the new strategic partnering objective. Champagne taste: beer pocket, as they say. To be clear, you needn\'t kill a fly with a bazooka either. Define your own expectations, and recognize the market parameters.\r\n\r\n<strong>2. Good Partnerships Are Mutually Beneficial</strong>\r\n\r\nIn most healthy relationships, there\'s a fair amount of give and take. Each partner needs to feel like they\'re getting something in return for what they\'re giving. In the service business, however, the requirement is to give before receiving. The truth is, most agency people -- I\'ll speak for CBX -- are like puppy dogs; we want you to love us and give us treats because we want to please you more than anything (it is an emotional business, and trust me, you want it that way). It is amazing what the little things mean, like saying \"thanks for the effort,\" or saying you\'re sorry that the team worked the weekend. Don\'t worry -- you don\'t need to remember birthdays or buy flowers (that\'s our job). Just be aware and respectful and we\'ll bend over backwards for you. Hell, like a well-treated waiter who offers dessert on the house, we\'ll even give you more than you were looking for. After all, there\'s nothing like working for someone who appreciates what you\'re doing. We\'re currently working with a client who was formerly on the agency side. He\'s good enough to verbalize that he is empathetic because he\'s been on our side. He then unapologetically asks for deliverables in unreasonable amounts of time. The thing is, we are more than pleased to deliver as best we can because our client, while demanding, is straight with us. He\'s part of the process, quick to praise and as a result, our relationship is strong.\r\n\r\n<strong>3. Trust</strong>\r\n\r\nRespect is something earned everyday. Respect earned over time equals trust. And trust is everything. As an agency guy, I\'m most proud of our long-standing relationships with clients. Nice guys who do mediocre work don\'t last too long. Great work done by jerks is not sustainable either. Truly great firms have a secret sauce -- a magical combination of business-oriented thinking driven through a highly creative environment with delightful white glove service. We strive to be intimate with our clients -- because our relationships are where the value truly lies. Signs of a trusting relationship show that we can anticipate on your behalf, communicate without speaking, motivate teams on all sides, and innovate to further the business without formalities. Added bonus -- trust is wonderful in good times, but its value is clearly felt in the toughest situations.\r\n\r\nThe results of our work together will be judged by the success or failure of your brand and its products. At CBX, we believe that connectivity to the lives of people is what matters most -- it is our mandate. But make no mistake, the metric that underscores these connections is money, and that\'s the truth.\r\n\r\nRead more: <a href=\"http://www.huffingtonpost.com/gregg-s-lipman/the-business-of-creativity-partnership_b_5198129.html\" target=\"_blank\">www.huffingtonpost.com/gregg-s-lipman/the-business-of-creativity-partnership_b_5198129.html</a>', 'The Business of Creativity: 3 Ways for the Client/Agency Relationship to Work', '', 'publish', 'open', 'open', '', 'the-business-of-creativity-3-ways-for-the-clientagency-relationship-to-work', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-business-of-creativity-3-ways-for-the-clientagency-relationship-to-work', 0, 'thinking', '', 0),
(1933, 1, '2014-04-17 14:22:22', '2014-04-17 14:22:22', 'Wal-Mart’s bold entry into the booming organic food market sets a lofty goal for the company: offering a wide range of products bearing the coveted USDA certified organic seal at stores across the United States.\r\nBut experts say that the target may be impossible to live up to in a country where less than two percent of farms grow organic crops.\r\n\r\n“There\'s no way in hell that Wal-Mart is going to be able to carry a line of organic products that all bear the certified-organic USDA seal,” Darrin Duber-Smith, president of the natural and organic products strategic planning firm Green Marketing and marketing professor at Metropolitan State University of Denver, told IBTimes. “There’s a huge supply problem in organics. Demand outstrips supply by 25 percent in the industry.”\r\n\r\n\"Organic\" is a loaded term with specific meanings outlined and regulated by the USDA. While most USDA-approved products made with at least 70 percent certified organic ingredients can print the words “made with organic” on their labels, in order for a product to carry the USDA’s green “Organic” seal, it must contain at least 95 percent certified-organic ingredients.\r\n\r\nWal-Mart contends that it will be able to meet its goal of selling a line of nearly 100 products -- of which nearly 90 percent are certified organic -- at all of its stores as well as on its popular website. The company hopes to achieve this goal through an exclusive supply partnership with Wild Oats, a brand owned by the Los Angeles-based investment firm Yucaipa Companies.\r\n\r\n“They are USDA certified-organic products. Ninety percent are USDA-certified organic,” Wal-Mart spokeswoman Danit Marquardt told IBTimes via phone, adding later that “it will initially roll out to 2,000 stores. The intention is to roll out across the chain. It will also be available on Walmart.com later this summer.”\r\n\r\nThat imminent launch appears on its face to be untenable given the shortfall in organic farms’ productivity. But Duber-Smith offered a caveat to his assertion that the chain will not be able to pull off such an ambitious organic roll-out, saying that Wal-Mart may have quietly laid the groundwork necessary to do just that. And the evidence suggests that he might be right.\r\n\r\nThe process for converting a traditional farm to an organic-certified one lasts a minimum of three years, which means that the plans any new organic farms Wal-Mart may be relying on for the ingredients in its organic foods would need to have been underway since 2011 at the latest. According to Bill McCue, a spokesman for Wild Oats, that is the year “Wild Oats Marketing LLC was formed by the Yucaipa Companies … to bring back the much-loved and trusted Wild Oats brand.”\r\n\r\nThe company has not explicitly stated whether or not it or Wild Oats has set up a network of new organic producers to supply the ingredients needed to make the certified-organic goods it plans to sell, and Marquardt would not say what the company has done to ensure a supply of organic ingredients. But she did state that Wild Oats is “a company that we’ve been working with for the past couple years on this project.”\r\n\r\nThe Bentonville, Ark.-based retail chain has also indicated that it will be offering Wild Oats products at rock-bottom prices, in keeping with its corporate mantra. For instance, the company wrote on its website that Wal-Mart’s six-ounce cans of Wild Oats tomato paste will sell for 58 cents, which is 41 percent cheaper than that of other national organic brands sold at competing groceries. Likewise, 32-ounce cans of organic chicken broth will cost 88 cents -- 43 percent less than equivalent products elsewhere.\r\n\r\nThat Wal-Mart -- the second-largest company on Fortune’s Global 500 list, with more than $469 billion in revenues and $17 billion in profits -- hopes to sell large quantities of the nation’s limited supply of organic goods at prices far below what the market currently bears is a courageous gamble on its own.\r\n\r\nThe company reported that 91 percent of Wal-Mart customers it polled said they would be interested in purchasing reasonably priced organic goods. But in order to turn that interest into sales, Wal-Mart also needs to convert a swath of shoppers who are not used to purchasing organic goods into doing so at its stores, which may be a tough sell given that organic goods are typically more expensive than their nonorganic counterparts.\r\n\r\n“How will that translate to actual sales? Of the 91 percent that say they’d like organic products at a reasonable price, what’s reasonable?” asked Nancy Brown, a founding partner at the global brand agency CBX. “How low will Wal-Mart need to go to convince their customers to try organics? Because you know there’s still going to be a price differential.”\r\n\r\nBut if it does work, the surge in sales and possible expansion of consumer base will increase demand and drive prices for organic ingredients even higher, potentially adding further strain to its commitment to offer inexpensive organic products. Certainly, a network of its own organic farms would go a long way toward addressing that issue.\r\n\r\n“I think in the short run prices will go up because supply has been so squeezed. It’s going to mean much higher prices in the whole industry,” Duber-Smith predicted, adding that the company’s massive size does give the company a unique ability to keep its prices low.\r\n\r\n“They must control their supply chains. When you have control over them you control pricing. As the head of the channel they can dictate price points … Wal-Mart has all the power, which means they can squeeze every penny out of organic suppliers the way they have with conventional suppliers for years.”\r\n\r\nThat could be the key to success for its Wild Oats plan. Marquardt emphasized that the way the company is able to leverage its position as the nation’s largest retailer, and the demand assurances that come with such prominence, to sell products at lower price points than smaller groceries can offer.\r\n\r\n“The benefit that we have is that we’re able to use our scale to deliver quality organic products to our customers for less. And when we do this it’s a win-win-win situation for our customers, our suppliers and our company,” she explained.\r\n\r\n“Our customers can trust that they’ll save money at Wal-Mart, our suppliers can count on us for the demand and we’re able to offer innovative new products. At Wal-Mart, we’re able to make agreements with our suppliers to provide scalable savings to our customers.”\r\n\r\nRead more: <a href=\"http://www.ibtimes.com/wal-mart-quietly-building-organic-empire-fuel-its-wild-oats-rollout-1570870\" target=\"_blank\">www.ibtimes.com/wal-mart-quietly-building-organic-empire-fuel-its-wild-oats-rollout-1570870</a>', 'Is Wal-Mart Quietly Building An Organic Empire To Fuel Its Wild Oats Rollout?', '', 'publish', 'open', 'open', '', 'is-wal-mart-quietly-building-an-organic-empire-to-fuel-its-wild-oats-rollout', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/is-wal-mart-quietly-building-an-organic-empire-to-fuel-its-wild-oats-rollout', 0, 'thinking', '', 0),
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(1935, 1, '2014-04-14 14:32:01', '2014-04-14 14:32:01', '<p style=\"text-align: justify;\">Brand agency, CBX, received awards from Graphic Design USA for 8 recent projects. The annual competition celebrates well-designed graphics, in addition to the power of using design to advance a brand\'s promise and to forge an emotional link with consumers.</p>The awarded projects include:\r\n\r\n&nbsp;\r\n\r\n<strong>Gold Bond Men’s Essentials</strong>\r\n<img class=\" wp-image-7916 alignleft\" title=\"AGDA2013_GoldBond\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_GoldBond1.jpg\" alt=\"\" width=\"650\" height=\"450\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Green Giant Veggie Chips</strong>\r\n<img class=\"size-full wp-image-7917 alignleft\" title=\"AGDA2013_GreenGiant Chips\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_GreenGiant-Chips.jpg\" alt=\"\" width=\"650\" height=\"370\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Pillsbury Baguette Chips</strong>\r\n<img class=\"size-full wp-image-7918 alignleft\" title=\"AGDA2013_Pillsbury\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_Pillsbury.jpg\" alt=\"\" width=\"650\" height=\"370\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Bertolli Frozen Dinners</strong>\r\n<img class=\" wp-image-7919 alignleft\" title=\"AGDA2013_Bertolli\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_Bertolli.jpg\" alt=\"\" width=\"650\" height=\"379\" />\r\n\r\n&nbsp;\r\n\r\n<strong>American Heritage Chocolate</strong>\r\n<img class=\"wp-image-7920 alignleft\" title=\"APDA2014_MarsHeritage\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/APDA2014_MarsHeritage.jpg\" alt=\"\" width=\"650\" height=\"370\" />\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n<strong>Pyrex</strong>\r\n\r\n<img class=\"size-full wp-image-7922 alignleft\" title=\"AGDA2013_Pyrex\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_Pyrex.jpg\" alt=\"\" width=\"650\" height=\"379\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Nature’s Recipe Cat &amp; Dog Food</strong>\r\n\r\n<img class=\"size-full wp-image-7923 alignnone\" title=\"AGDA2013_NatureRecipy\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_NatureRecipy.jpg\" alt=\"\" width=\"650\" height=\"450\" />', 'Graphic Design USA awards American Package Design Awards to CBX work', '', 'publish', 'open', 'open', '', 'graphic-design-usa-awards-american-package-design-awards-to-cbx-work', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/graphic-design-usa-awards-american-package-design-awards-to-cbx-work', 0, 'thinking', '', 0),
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(1937, 1, '2014-04-04 21:01:38', '2014-04-04 21:01:38', '<strong>You\'ll never have breakthrough ideas if you\'re living life entirely through a screen. Which is why Rick Barrack, chief creative officer at branding firm CBX, recently dumped 10 pounds of sand on a conference room floor.</strong>\r\nBy Rick Barrack\r\n\r\nRick Barrack, the chief creative officer at the branding firm CBX and the man responsible for Duane Reade\'s successful redesign, believes that a life lived entirely through a screen is one that\'s probably short on genuine creative output. Which is why at CBX, it\'s all about the tactile. The objects around his team, Barrack says, help them dream up new directions and identities for their clients\' products. CBX\'s office, he says, is \"built around the spirit of theatrics\" that has gone as far as filling a room full of sand to re-create the feel of a beach. Here, he shares his creative case for stuff.\r\n\r\n<em>This conversation has been condensed and edited for clarity.</em>\r\n\r\n<strong>Stuff Is The Stuff Of Inspiration</strong>\r\n\r\n\"One of the areas that we find really important, particularly in this day and age of the computer and social media and such, we find it necessary and critical to get back to our roots. What I mean by that is, as a branding agency, our consumers and the audience that we speak to are picking up product and living with brands that are tangible and are not necessarily always viewed through a monitor. We find it really important when being briefed and initiated into a given project to immerse ourselves in what we call \"stuff\"--stuff that inspires us, stuff that motivates us, stuff that provokes thought and interest, and helps us live the brands that we\'re so lucky to initiate with.\"\r\n\r\n<strong>Really Live The Brand</strong>\r\n\r\n\"I think living the brand is really important and you can live the brand in many ways. What we really ask people here to do is to immerse themselves in analysis and thought through physical and tangible tools. We\'ve even set the culture up in a manner that manifests that, such as having areas within the company that are more communal, that allow for the collection of material products, analogs, and other things that you would find out in the marketplace off the shelf.\r\n\r\n\"It doesn\'t stop there. It goes as far as having examples and representative materials that would speak to what a given consumer would be experiencing in their lives that would be associated with or adjacent to the product or brand initiative that we\'re engaged in. If we\'re being asked to create a new brand for a liquor product, for example, we would immerse ourselves in products that would be associated with those liquor products, or products that people would experience adjacent to those liquor products. So that\'s things such as glasswear or tobacco products, or things that would be found at a typical bar.\r\n\r\n\"We are pushing out on this idea much further than we ever have before. We are creating not only war rooms but conference rooms that are experiential in everything not just from the work, but the products that are adjacent.\"\r\n\r\n<strong>An Experiential Office Space Is a Creative Office Space</strong>\r\n\r\n\"Our office is built around the spirit of theatrics. Much of the work that we do needs to create or provoke an experience. In our office, we want people to feel from the moment they walk in that they are stepping into an experience. And that experience is one that is comfortable to them, is familiar to them. We have living room space throughout the office--little living rooms that are set up not only for communal ideation but also to provoke free thought. Our furniture themes are very warm and living-room like. Our space is very communal.\r\n\r\n\"We do not have necessarily specific breakout rooms, where ideation needs to happen. Ideation can happen anywhere. I have my own office; I work around a circular dining room table versus a traditional desk. It helps foster the same spirit that the rest of the office provokes: communal conversation, ease and approachability, and the ability to have free thought.\r\n\r\n\"It\'s really important for people, in order to inspire creativity, to have comfort and familiarity. If people are familiar and comfortable in their environment it actually allows for free thought and it allows for people to take a breath and relax and think through things. My office is my comfort zone.\"\r\n\r\n<strong>Get Creative Tools</strong>\r\n\r\n\"I encourage my teams to live the brands that they are working with every day, to use the products that we\'re actually working on, and to shop at the stores where the products are sold that we\'re working on. While I don\'t have a specific recommendation on how to get inspired, I do know what has worked for us: Think freely about how one immerses in problem solving and think about the tools differently.\r\n\r\n\"The analogs can provide greater insight than the actual product. Another good example, for a beverage project that we did here at the office: as opposed to building a conference room and pinning up designs on the wall, we actually created an entire experience within that conference room. We brought in paraphernalia and accessories and tools. We even changed the color of the conference room, painted the conference room, laid sand in the conference room. The product was having fun in the sun, so we brought in things that were about what people have fun with in the sun and what people’s perceptions were. Instead of having an area rug in the conference room, we brought in 10 pounds of sand. It was a nightmare to clean up at the end, but during the process it got people into the mindset immediately.\r\n\r\n\"Find the tools that allow you to get into the mindset of what that brand is about. That’s what my idea of living the brand is: transforming experience.\"\r\n\r\n<img class=\"alignleft  wp-image-7891\" title=\"CBX-105\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/CBX-1051-1024x682.jpg\" width=\"279\" height=\"185\" />\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2014/04/1212-MP-InsideTheStudio_7.jpg\"><img class=\"alignleft  wp-image-7889\" title=\"1212 MP InsideTheStudio_7\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/1212-MP-InsideTheStudio_7.jpg\" width=\"279\" height=\"185\" /></a>\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n<img class=\"alignleft  wp-image-7893\" title=\"3028545-slide-s-2\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/3028545-slide-s-21.jpg\" width=\"279\" height=\"187\" />\r\n\r\n<img class=\"alignleft  wp-image-7888\" title=\"1212 MP InsideTheStudio_2\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/1212-MP-InsideTheStudio_2.jpg\" width=\"279\" height=\"186\" />\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\nRead more: <a href=\"http://www.fastcompany.com/3028545/agendas/the-creative-case-for-stuff\" target=\"_blank\">www.fastcompany.com/3028545/agendas/the-creative-case-for-stuff</a>', 'The Creative Case For Stuff', '', 'publish', 'open', 'open', '', 'the-creative-case-for-stuff', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-creative-case-for-stuff', 0, 'thinking', '', 0),
(1938, 1, '2014-04-04 20:26:55', '2014-04-04 20:26:55', 'By Brian M.\r\nBrand agency author suggests putting the patient at the center of pharmaceutical product/package design rather than the condition.\r\n\r\nThe drugs and therapies developed by pharmaceutical [companies] often fail to meet expectations, and not just because of their formulations, dosing regimens, or side effects. They fail because the industry at large operates in a way that still believes that once the drug is approved by the FDA, makes it to a pharmacist\'s dispensary, and is accompanied by a rockstar ad campaign, the job is done.\r\n\r\nAnd to be fair it is a long haul from discovery to approval—anywhere from 12 to 20 years and up to $1BB. But that\'s precisely when the critical job of connecting with people—motivating, inspiring, educating, and cajoling them into following their treatment regimen—begins.\r\n\r\nAfter all, what good to anybody is an untaken drug? Not to the pharmaceutical [industry], which loses an estimated $188 BB in revenue in the U.S. alone,[1] and not to patients and their payers who spend $290 BB[2] on otherwise unnecessary medical care as a result of untaken drugs. More unfortunate is the added irony that the very skills and processes of laboratory science that are foundational to developing these new drugs for patients are antithetical to the making of empathetic connections with people.\r\n\r\nIt used to be called compliance, and today, professional caregivers still speak of a patient\'s “non-compliance\" with a recommended therapy. In another era, doctors alone had the last word on what was best for the patient. But new philosophies for approaching holistic patient care, patient bills of rights, and the growth of technologies that ping, call, and nag us to take our medicine have converged to make compliance not just paternalistic, but dated.\r\n\r\nToday, the term of choice for those in the know is adherence. It\'s a more accurate term in its nuanced understanding of the balance of power between prescriber and prescribee. We are no longer compliant to another\'s orders, we are adherent—we literally stick—to the agreed to plan. If there were a scale that measured warm and fuzzies, adherence would barely register much higher than compliance. It almost sounds like it was produced on the same machine that spits out the pills we have been prescribed. Adherence XQ, the pill that helps you take your other pills.\r\n\r\nUltimately, what word we use to describe it is less important than how we define it. Commonly we shorthand it by thinking of it as simply “remembering to take our meds,” but there\'s more to it than that.\r\n\r\nTake, for example, The Adherence Estimator®,[3] a three-item scale that is useful in predicting any given patient\'s propensity for intentional non-adherence: How convinced am I that this med is important? How concerned am I that it is harming me in some way? Is it going to be too painful to my wallet? Its cousin, unintentional non-adherence, also a clinically cold mouthful, covers plain old forgetfulness, accidentally taking a med the wrong way, or at the wrong time, or storing it incorrectly, all of which lead to reduced overall adherence.[4]\r\n\r\nShouldn’t we also include all of the gradations of our messy, real lives? The moments that may not be completely thought out but are more semi-conscious? Call it spontaneous non-adherence, like when you get an unexpected, unpleasant reaction, which albeit is within normal range but freaks the beans out of you causing you to chuck the rest in trash?\r\n\r\nIntentional, yes, but not really intended. Or it tastes bad or depresses you or there’s a social stigma attached to your diagnosis or its packaging is just a pain in the glutes.\r\n\r\nHow about we continue the work of evolving adherence by drawing on the tools of brand development? For starters, we can begin to think of patients as consumers and approach adherence much like consumer brands would approach retention or loyalty.\r\n\r\nJust as Starbucks defines coffee as everything that goes on around the actual cup of joe, let’s define adherence holistically.\r\n\r\nLet\'s define adherence from a consumer-first point ov view as: any barrier that will get in the way of a consumer’s well-being and best interests. Cost and education, for sure. Imperfect memories, you bet. But let’s also add to that the realities of our hectic lives, cultural dynamics, and throw in a general mistrust of “Big Pharma” for good measure. Let’s make it about them and their real lives, not just a hypothesis on what’s preventing them from achieving their best selves.\r\n\r\nJust as Help Remedies thinks of the person first when designing its products, let’s put the person at the center of the process, not the disease.\r\n\r\nLet’s reframe how we address the entire arc of drug development: from targeting a disease to marketing a brand-name pharmaceutical. Keep in mind that a drug is not just the unpronounceable chemical compound in small print. It’s also the What (form), the When (frequency) and the How Much (dose), all the stuff that we need to be able to incorporate into our lives. Let’s aim to develop solutions that are based on the person and not solely the condition.\r\n\r\nJust as Method Home designs décor you want to display first and household cleaners you need to use second, let’s aim to fit into our patients’ lives.\r\n\r\nLet’s really understand their lives not as patients but as people whose identities are only partially defined by whatever ails them. What motivates them? What do they think and feel about their lives? What hopes and dreams do they have? How do they live their day to day? What makes them feel whole? Let’s aim to fit into their lives instead of asking them to adhere to a new, incremental behavior.\r\n\r\nJust as Blueprint Cleanse connects to our desire to socialize dieting, let’s find a way to connect with our consumers’ deeper motivations.\r\n\r\nLet\'s look beyond the rational, cognitive drivers of adherence, what we consciously agree to, what we say we understand, what we promise to do but then somehow don\'t for no reason at all. Let’s consider how emotional, non-verbal arguments can be made with design and the language of form so that we only design brands that connect with people emotionally and get invited into their lives, brands that say, “You’re doing great, Good Job, Keep Going!”\r\n\r\nLet’s build brands, not just drugs. Let’s help people help themselves. Let’s solve holistically.\r\n\r\n<strong>References:</strong>\r\n<em>[1] Capgemini Consulting: Estimated Annual Pharmaceutical Revenue Loss Due to Medication Non-Adherence, 2012\r\n[2] New England Healthcare Institute: Thinking Outside the Pillbox: A System-wide Approach to Improving Patient Medication Adherence for Chronic Disease, 2009.\r\n[3] Merck Sharp &amp; Dohme Corp, 2008\r\n[4] Gadkari and McHorney: Unintentional non-adherence to chronic prescription medications: How unintentional is it really? BMC Health Services Research 2012 12:98</em>\r\n\r\nRead more: <a href=\"http://www.healthcarepackaging.com/package-feature/safety/approaching-patient-adherence-challenges-through-consumer-lens\" target=\"_blank\">www.healthcarepackaging.com/package-feature/safety/approaching-patient-adherence-challenges-through-consumer-lens</a>', 'Approaching Patient Adherence Challenges Through a Consumer Lens', '', 'publish', 'open', 'open', '', 'approaching-patient-adherence-challenges-through-a-consumer-lens', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/approaching-patient-adherence-challenges-through-a-consumer-lens', 0, 'thinking', '', 0),
(1939, 1, '2014-03-31 19:07:59', '2014-03-31 19:07:59', '<strong>TERRA® CHIPS INTRODUCES NEW LOOK FOR ITS ICONIC BLACK BAGNew Packaging Design to Spotlight Unique Root Vegetables in Every Bag</strong>\r\n\r\nLake Success, NY, March 4, 2014—The Hain Celestial Group, Inc. (NASDAQ: HAIN), a leading organic and natural products company providing consumers with A Healthier Way of Life™, today announced a packaging refresh for its TERRA® brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand’s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\n\r\nFor more than two decades, TERRA® snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables – including taro, kabocha squash, parsnip and beets – in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n“The root vegetables that go into TERRA® set it apart from ordinary chips,” said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\n\r\nIn January 2014, TERRA® introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA® Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA® Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\nRead more: <a href=\"http://www.thedieline.com/blog/2014/3/24/before-after-terra-chips\" target=\"_blank\">www.thedieline.com/blog/2014/3/24/before-after-terra-chips</a>', 'Before & After: Terra Chips', '', 'publish', 'open', 'open', '', 'before-after-terra-chips', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/before-after-terra-chips', 0, 'thinking', '', 0),
(1940, 0, '2018-09-27 16:52:38', '2018-09-27 16:52:38', '', 'DUANEREADE14_skyline-1', '', 'inherit', 'open', 'closed', '', 'duanereade14_skyline-1', '', '', '2018-09-27 16:52:38', '2018-09-27 16:52:38', '', 1614, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE14_skyline-1.jpg', 0, 'attachment', 'image/jpeg', 0),
(1941, 1, '2014-03-24 14:03:34', '2014-03-24 14:03:34', 'By Peter Burgoyne\r\nU.S. Vice President Joe Biden raised some hackles in early February by likening New York’s LaGuardia Airport (LGA) to that of “some third-world country.” But few could dispute Biden’s overall point – namely, that too many U.S. airports are in desperate need of modernization. And yet this is not just a stateside phenomenon: Aging airports around the globe are begging to be brought into the 21st Century.\r\n\r\nRead more: <a href=\"www.vmsd.com/content/truth-hurts\" target=\"_blank\">www.vmsd.com/content/truth-hurts</a>', 'The Truth Hurts', '', 'publish', 'open', 'open', '', 'the-truth-hurts', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/the-truth-hurts', 0, 'thinking', '', 0),
(1942, 1, '2018-09-27 17:58:42', '0000-00-00 00:00:00', 'Friendly Express has enlisted global brand agency CBX to help update the design and branding of its convenience stores. Friendly Express operates a 42-store network in southeast Georgia. CBX will update the chain’s logo and redesign the interiors and exteriors of its convenience stores, which range in size from 2,000 sq. ft. to 3,500 sq. ft. Friendly Express stores, which also offer gasoline, are located in several different southeast Georgia communities, including Waycross, Jesup, Folkston, Brunswick and St. Simons Island.\r\nRead more: <a href=\"http://www.designretailonline.com/displayanddesignideas/industry-news/Friendly-Express-to--11596.shtml\" target=\"_blank\">www.designretailonline.com/displayanddesignideas/industry-news/Friendly-Express-to--11596.shtml</a>', 'Friendly Express to Refresh Stores', '', 'draft', 'open', 'open', '', 'friendly-express-to-refresh-stores', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=1942', 0, 'thinking', '', 0),
(1943, 0, '2018-09-27 16:52:39', '2018-09-27 16:52:39', '', 'landing-fs', '', 'inherit', 'open', 'closed', '', 'landing-fs', '', '', '2018-09-27 16:52:39', '2018-09-27 16:52:39', '', 1615, 'http://cbx.cappendev.com/app/uploads/2018/09/landing-fs.jpg', 0, 'attachment', 'image/jpeg', 0),
(1944, 1, '2014-03-18 16:51:30', '2014-03-18 16:51:30', 'Philabundance recently opened the nation\'s first non-profit grocery store, Fare &amp; Square.Located in Chester, Pa., a metro-Philadelphia area food desert, the 16,000-sq.-ft. store offers nutritious food at low prices, marking the city\'s first grocery store in more than a decade.\r\n\r\nPhilabudance enlisted New York-based brand agency and retail design consultancy CBX to create an environment that would \"reflect the hopeful and respectful nature ofPhilabundance\'s goal to serve Chester residents through a store that could look at home in any community,\" says Joseph Bona, president of branded environments for CBX.\r\n\r\nThe colorful Fare &amp; Square logo was the design team\'s inspiration for the overall color palette of bright green, purple, yellow and orange, which is complemented by light wood and stainless steel elements. \"The palette is designed to make Fare &amp; Square an energizing and inspiring, but comfortable, place to shop and congregate,\" Bona says.\r\n\r\nThe store\'s design elements are consistent with for-profit stores, including hanging aisle-marker signage, end-cap displays, vinyl flooring, large displays of produce on tilt -style tables and pendant lighting. Additionally, dairy, deli, fresh meat and seafood fill the perimeter of the store. There also are local touches, such as a one-of-kind mural demonstrating the spirit of Chester. \"We designed a neighborhood store that\'s clean, well-lit, functional, convenient and friendly, but it\'s also a place that the community can call their own, instilling a sense of optimism, pride and connection,\" Bona says.\r\n\r\nPhilabundance hopes to roll out this model in other communities in the Delaware Valley region.\r\n\r\nSources: design:retail, March 2014', 'Hunger-Relief Organization', '', 'publish', 'open', 'open', '', 'hunger-relief-organization', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/hunger-relief-organization', 0, 'thinking', '', 0),
(1945, 0, '2018-09-27 16:52:39', '2018-09-27 16:52:39', '', 'ea32f_saks-fifth-avenue-590072810', '', 'inherit', 'open', 'closed', '', 'ea32f_saks-fifth-avenue-590072810', '', '', '2018-09-27 16:52:39', '2018-09-27 16:52:39', '', 1616, 'http://cbx.cappendev.com/app/uploads/2018/09/ea32f_saks-fifth-avenue-590072810.jpeg', 0, 'attachment', 'image/jpeg', 0),
(1946, 1, '2014-03-17 16:45:42', '2014-03-17 16:45:42', 'Brand agency CBX has given TERRA® root vegetable chips a brand refresh. The new look puts a modern spin on the traditional black bag with dramatic food photography and a clean architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag. The vegetable chips are made from a diverse set of root vegetables #8210; including taro, kabocha squash, parsnip and beets #8210; in a variety of colors and blends. “The root vegetables that go into TERRA® set it apart from ordinary chips,” says Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\nRead more: <a href=\"http://www.gdusa.com/egdusa/2014/0313e/design-gets-to-root-of-matter.php\" target=\"_blank\">www.gdusa.com/egdusa/2014/0313e/design-gets-to-root-of-matter.php</a>', 'Design Gets to Root of Matter', '', 'publish', 'open', 'open', '', 'design-gets-to-root-of-matter', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/design-gets-to-root-of-matter', 0, 'thinking', '', 0),
(1947, 0, '2018-09-27 16:52:40', '2018-09-27 16:52:40', '', 'u-by-kotex-1', '', 'inherit', 'open', 'closed', '', 'u-by-kotex-1', '', '', '2018-09-27 16:52:40', '2018-09-27 16:52:40', '', 1617, 'http://cbx.cappendev.com/app/uploads/2018/09/u-by-kotex-1.jpg', 0, 'attachment', 'image/jpeg', 0),
(1948, 1, '2014-03-17 16:36:37', '2014-03-17 16:36:37', 'By Rick Barrack\r\nBrangelina, George Clooney, Justin Timberlake and other stars who lend their names to liquor brands are designing the packaging to be consistent with the personalities we see on the red carpet.\r\n\r\nA few months ago, megastars Brad Pitt and Angelina Jolie added another accolade to their long list of joint accomplishments. No, they didn’t become parents for the umpteenth time—they won “Best Rose in the World” in Wine Spectator’s Top 100 Wines of the Year issue.\r\n\r\nYou heard me right; Brangelina is now a premiere winemaker, which is further proof that alcohol is the new perfume, with more celebrities opting to lend their personas to spirits than scents. Stars such as George Clooney, Justin Timberlake and Sofia Coppola also are lending their names (and possibly, expertise) to wine and liquor brands, making the local wine store shelf resemble an issue of US Weekly. So how do these stars—who have an army of publicists and Tweeters shaping their public personas—protect their images when it comes to the packaging and marketing of their liquor brands?\r\n\r\nGeorge Clooney is a lover of women, Italian villas and—as nightclub impresario Rande Gerber knows—tequila. It seems that while the two were just hanging out being dudes in Cabo San Lucas, they hatched an idea to launch a tequila brand; in fact, the name of their brand, “Casamigos,” means “House of Friends.”\r\n\r\nPartying celebrities starting a liquor brand may not be surprising—but what will surprise you about George’s brand is the way it looks. The design is very simple, even bordering on—I’ll say it—feminine. A typewriter font gives the brand a handmade feel, informs buyers of the ingredients and where/when the tequila was bottled, and features an edition number. Consistent with the intimate feel is the fact that every bottle label is signed by the two founders. As for the aqua blue logo, one can only assume that it reflects the Blue Weber Agave from which the product is made.\r\n\r\nWhile this bottle may not reflect George’s masculine persona, it is definitely charming and refined, adjectives often used to describe the actor/director (at least by the media).\r\n\r\nAnother celebrity, Justin Timberlake, is trying to give George a run for his money with his tequila brand, Sauza 901. With a name that’s a nod to the area code of JT’s hometown of Memphis, TN, Sauza 901 is definitely catering to a younger, hipper, clubbier audience.\r\n\r\nJustin may claim to be a spirits aficionado (his song “Drink You Away” has a line about trying “Jack, Jim..all of their friends”), but he’s also the consummate performer. With this tequila, he’s trying to get people to party and drink along with him. The bottle’s long hexagonal shape and an oversized “901” graphic is edgy, sexy and slightly mysterious. Justin is likely modeling his public persona (if not his film career) after George’s, but his tequila brand feels a lot more mass—and the fact that it is being marketed by Sauza suggests just that. This is not the homemade, small batch tequila touted by George, but a mainstream tequila for those who love a good time (and in all likelihood, Justin’s music).\r\n\r\nDirector Sofia Coppola was blessed with talent, good looks and a father who is not only an incredible director but who also owns a vineyard. As a gift to his daughter, Francis Ford bestowed her with her own champagne, named—what else?—Sofia.\r\n\r\nGiven that Sofia is something of a fashion brand herself—she has designed handbags for Louis Vuitton, been a guest editor at French Vogue and starred in a Marc Jacobs ad campaign—one would assume that she had a definite hand in the creation of the Sofia champagne brand.\r\n\r\nMy favorite aspect of the champagne is the fact that it is packaged in a metal can, the perfect mix of “mass” and “class.” The white logo, in a sanserif font, contrasts against a metallic raspberry color, as does a romanticized illustration of a grapevine. The can is undoubtedly feminine, but it’s sleek enough to be held by a guy. And it comes with a matching plastic straw, in a cardboard box that is so attractive, it could be a gift under a Christmas tree. Yes, Sofia gives a winning performance on this one—too bad they don’t give out Oscars for alcohol brands.\r\n\r\nSince we’ve tackled tequila and champagne, let’s look at Sean Combs’ vodka brand, Ciroc. This brand is a little bit different from the others, because the product was created by Diageo before the former P. Diddy came on as brand ambassador in 2007.\r\n\r\nThe bottle is hip enough to suit his persona, with a slender, towering shape that is as imposing on shelf as the entrepreneur himself. And the blue circle on the bottle makes an eye-catching bulls eye behind the bar.\r\n\r\nWhere Combs really gets to shine is in the marketing for the vodka. Ad campaigns feature him as a modern day Sinatra, sitting around a table with his very own Rat Pack. Few celebrities today know more about branding than Diddy, who not only created his own hip-hop “brand” but also created the successful Sean John fashion line, a movie production company, a men’s perfume and two nightclubs, among other ventures. By partnering with Ciroc, Combs has used his prowess to turn a 50,000 case per year vodka brand into a 2 million case per year spirits superstar.\r\n\r\nThe list could go on and on. Dan Ackroyd launched Crystal Head Vodka in 2008, and his vodka, is filtered through 500-million-year-old quartz crystals that have supposed spiritual qualities. (Inspired by “Ghostbusters,” Dan?)\r\n\r\nFinding the spirits category no laughing matter, Ackroyd’s buddy and co-star Billy Murray founded Slovenia Vodka with dancer Mikhail Baryshnikov in the most bizarre celebrity partnership ever.\r\n\r\nDrew Barrymore went from wild child to wife/mother to vintner, with her brand Barrymore Wines.\r\n\r\nAnd who can forget that “Real Housewife” of New York, Bethenny Frankel, launched her Skinny Girl Margaritas while starring on the show? Hey, when reality TV gives you lemons, why not make lemonade-flavored cocktails?\r\n\r\nSo, what does Brad and Angie’s brand look like, you may ask? An actor who fancies himself a design aficionado and art collector, Brad likely had a hand in the design—as he did with houses in New Orleans for his Make It Right initiative, his Pitt-Pollaro furniture collection and even Angie’s engagement ring.\r\n\r\nThe Miraval Rosé bottle, named for their estate in Provence (excuse me…), is sophisticated and streamlined, with a bodacious shape that brings a particular actress to mind—and I’m not talking about Jennifer Aniston. Although don’t be surprised if Smartwater millionairess Jen launches her own alcohol brand in the near future—it seems to be a trend that’s caught a lot of (TMZ) buzz.\r\n\r\nRead more: <a href=\"http://www.packagingdigest.com/beverage-packaging/dressing-celebrity-alcohol-packaging-style\" target=\"_blank\">www.packagingdigest.com/beverage-packaging/dressing-celebrity-alcohol-packaging-style</a>', 'Dressing Up Celebrity Alcohol Packaging in Style', '', 'publish', 'open', 'open', '', 'dressing-up-celebrity-alcohol-packaging-in-style', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 0, 'http://cbx.cappendev.com/thinking/16/dressing-up-celebrity-alcohol-packaging-in-style', 0, 'thinking', '', 0),
(1949, 1, '2014-03-14 15:23:10', '2014-03-14 15:23:10', 'By Joseph Bona\r\nChalk it up to the law of unintended consequences. Forward-thinking limited-service chains have spent the past few years searching for ways to ramp up the customer experience — up to and including encouraging people from all walks of life to use their stores as hangouts and even Wi-Fi-enabled \"third place\"-style offices. But now the likes of Starbucks and McDonald\'s face a chorus of criticism from camps with opposite agendas.\r\n\r\nOn one side are those who are outraged by the decision these chains have made to oust certain loiterers. A Jan. 27 article in The New York Times (\"The Food May Be Fast, but These Customers Won\'t Be Rushed\") called attention to the trend. It cited PR nightmares such as the Starbucks store that kicked out a group of deaf people who were not ordering enough coffee, and the McDonald\'s restaurant that ushered out a group of older Koreans, sparking a worldwide boycott in the bargain.\r\n\r\nDon Mitchell, a professor at Syracuse University, was among those none too pleased. He told the newspaper: \"Taking up space is a way to claim a right to be, a right to be visible, to say, \'We\'re part of the city too.\' \"\r\n\r\nBut the online comments triggered by the article were full of exactly the opposite sentiment.\r\n\r\n\"Too often I\'ve had to walk out of a Starbucks without buying a coffee and pastry because all tables and chairs are taken by people just reading books or laptops,\" noted one reader. Another said his local McDonald\'s was inhabited by scary-looking drug addicts: \"Nothing makes a customer like me take his food and leave like a scary, skinny, dirty guy staring angrily at me while I am eating because I am in \'their\' side of the restaurant.\"\r\n\r\nKick loiterers out, and you get slammed. Ditto if you let them stay. So how can restaurants create an inviting customer experience without playing socio-economic favorites and incurring the wrath of the politically correct on one side, and their better customers on the other?\r\n\r\nThere are no easy answers here. Today\'s chains face a massive threat from Amazon and other ecommerce retailers, which is why brick-and-mortar retail CEOs constantly talk about \"place-making\" and \"destination retail.\" Walk into the Nordstrom store at Bellevue Square in Seattle and you\'ll find a full-fledged cocktail bar. Even some c-store chains now strive to create café-style atmospheres.\r\n\r\nBut chains cannot have their cafés and tell people to \"beat it,\" too. Once you start offering free Wi-Fi and putting in soft-seating lounges, you have to stand by your commitment to customers. Setting blanket time limits on how long people can stay is a formula for driving your customers to your rivals.\r\n\r\nBut limited-service chains do have every reason to protect their customers from behaviors that cross the lines of societal acceptability. If someone is drunk, loud, malodorous or abusive, that person can and should be shown the door. The trick is to train employees and managers, not only in how to recognize this behavior, but also in how to deal with it safely, sensitively, fairly and legally. The handbook should be explicit: People can stay here as long as they want, so long as their behaviors are consistent with societal norms and the law.\r\n\r\nThis is not about how much time or money people spend. It\'s about making people feel valued and welcome — a legitimate basis for long-term customer loyalty if ever there was one.\r\n\r\nRead more: <a href=\"http://www.fastcasual.com/article/229399/Loitering-Critics-on-both-sides-of-the-fence-slam-limited-service-chains\" target=\"_blank\">www.fastcasual.com/article/229399/Loitering-Critics-on-both-sides-of-the-fence-slam-limited-service-chain</a>s', 'Loitering: Critics on both sides of the fence slam limited-service chains', '', 'publish', 'open', 'open', '', 'loitering-critics-on-both-sides-of-the-fence-slam-limited-service-chains', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/loitering-critics-on-both-sides-of-the-fence-slam-limited-service-chains', 0, 'thinking', '', 0),
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(1951, 1, '2014-03-14 14:44:57', '2014-03-14 14:44:57', 'Veteran store designer’s EuroShop presentation highlights the need for stores to emotionally connect with shoppers by creating unforgettable experiences.\r\nReinvention has been part of retail at least since the days of ancient Rome. But as technology transforms multi-channel retail into hyper-channel, “always-on” retailing, chains must emotionally connect with consumers as never before, advised veteran store designer Joseph Bona during a Feb. 19 speech at EuroShop, the global trade fair.\r\n\r\n“Emotion plus theatrics equals experience,” said Bona, President, Branded Environments for CBX, the New York City-based brand agency and retail design consultancy. “Storytelling ability, in particular, helps you create engaging experiences, and the memory of those experiences can inspire consumers by adding excitement and drama to routine transactions. Ultimately, this is what energizes brand culture and drives long-term customer loyalty, even in a world perpetually driven to digital distraction.”\r\n\r\nBona’s presentation—“Format Reinvention: the Changing Face of Retail”—highlighted the need for retailers to further rethink the function of their brick-and-mortar stores. Today’s “always on” environment doesn’t only mean that people can buy whatever they want using their phones and tablets—it also means they can use GPS- and cloud-enabled tools to find the very best retail and dining experiences available to them, wherever they happen to be in the world, Bona said.\r\n\r\n“Physical stores can longer be what they used to be—namely, distributors of other people’s goods at reasonable prices in convenient locations,” Bona explained. “They must offer sights, sounds, tastes, touch, emotion—3D experiences that 2D can’t achieve. When your customers look at Yelp! or Google Reviews, you want them to read about how your in-store experience was entertaining and inspiring. You want them to read about how going to your store is always a special treat.”\r\n\r\nTo illustrate this point, Bona showed the audience examples of redesign work CBX has completed for clients such as Duane Reade, RadioShack and Terpel.\r\n\r\nIn its newly designed flagship stores, RadioShack now has hands-on stations organized around themes such as “Build It,” “Play It,” “Rock It,” Power It” and “Connect It.” These new layouts are open, inviting and experiential, he noted. “It’s all about higher engagement points and making RadioShack stores much more interactive,” Bona said. “Shoppers can touch and play with the products and interact with store associates in new and richer ways. The point is to bring the experience to life and make it fun, as opposed to the old approach of having a bunch of static stuff, locked down and inaccessible.”\r\n\r\nLikewise, CBX helped major Columbian gas station operator Terpel reinvent the experience of fueling up your car and grabbing convenience items on the go. The chain’s new c-store designs include futuristic, wing-like canopies flying over the pumps, with service bars, modern furniture and other unexpected flourishes inside its stores. In helping Terpel contemplate “the fuel station of the future,” CBX even produced designs with green roofs, solar panels, recycled asphalt pavement and sky- and LED-lit canopies.\r\n\r\n“Overall, retailers need to push the envelope and keep asking one basic question: ‘How do you maintain a pillar of affection and human touch while there’s a simultaneous shift to increasing human interaction with technology?’ ” Bona said. “On a strategic level, we think the answer is fairly simple: Make your customer experience second-to-none in authenticity and relevance. Execution is all about thoroughly understanding who your customer is, and what your customer wants and needs from a retail experience.”\r\n\r\nBilled as “the world’s leading retail trade fair,” EuroShop ran Feb. 16-20 in Düsseldorf. The massive event drew some 2,000 exhibitors from more than 50 countries and more than 100,000 trade visitors from across the globe.\r\n\r\nRead More: <a href=\"www.furninfo.com/Furniture%20Industry%20News/2922\" target=\"_blank\">www.furninfo.com/Furniture%20Industry%20News/2922</a>', 'Retail Must Reinvent Itself Amid ‘Always-On’ Trend, Bona Says', '', 'publish', 'open', 'open', '', 'retail-must-reinvent-itself-amid-always-on-trend-bona-says', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/retail-must-reinvent-itself-amid-always-on-trend-bona-says', 0, 'thinking', '', 0),
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(1953, 1, '2014-03-11 20:30:13', '2014-03-11 20:30:13', 'By Nancy Brown\r\nThere are brands that have lived in our hearts for decades, which we have stocked in our pantries and come to depend on year after year. Marketers call these heritage, or classic, brands. They’re the ones loyalists will continue to buy no matter what. Or, will they?\r\n\r\nWith more competition in virtually every category in the store and the elevation of private label to private brand status, some of these classic brands need to re-examine their recipes for success. By doing so, they will stay relevant with their loyal consumers while demonstrating a reason to be considered by newcomers.\r\n\r\nSome truly iconic companies — such as Hamburger Helper and Ritz — have kept their brands fresh and remained favorites with consumers. How? By applying one or more of the following four fundamental strategies: maintaining relevance, leveraging their equities, differentiating themselves from their competitors, and innovating.\r\n\r\n<strong>MAINTAIN RELEVANCE</strong>\r\n\r\nIn today’s ever-changing world, there are many different ways of learning about and purchasing products. Additionally, today’s consumer behavior is increasingly influenced by time-management pressures, changing taste preferences and nutritional concerns such as organic, gluten-free, local grown, etc., etc., etc. To stay relevant under these conditions, even trusted and familiar brands must adapt. They can do so via product reformulations, line extensions, new usage occasions, repositioning or simply updating their brand presentations.\r\n\r\nHamburger Helper provides a good example. The brand was launched when “convenience” was a new concept, and Hamburger Helper became shorthand for quick and easy meals consumers had a hand in preparing. In recent years, however, the brand has faced significant competition from a wide range of new meal solution products. To keep its core consumers and attract new ones, Hamburger Helper went on the offensive. With all of this new competition, it needed to reclaim its territory. For starters, the packaging was dramatically redesigned, including a significant rebranding. “Helper” was enlarged to reinforce the convenience aspect, and the helping hand character — an iconic representation of the brand proposition — was given significantly more prominence. New product introductions like single-serve microwave cups, Helper Complete Meals (which include the protein) and whole grain varieties address consumers’ evolving tastes while still “helping” get dinner on the table.\r\n\r\nOrganic Valley, founded in 1988 (a “classic” as far as organic products go), has become a leader in the production of organic milk products. But in the age of organic everything (so much so that the claim has become a bit untrustworthy and vague), Organic Valley needed to do something to define itself in terms that really meant something to consumers. For the 2013 redesign of the brand’s milk cartons, the entire back panel is devoted to a statement — in an oversized font — about the product’s origin: “We Give Our Animals the Greenest Pastures and They Give You Delicious and Nutritious Milk.” A paragraph speaks to the way the cows are raised, sent out into “lush, organic pastures for fresh air, exercise and grazing,” and another panel describes what the cows eat (and don’t eat) and the vitamins found in the milk. To be a leader in this category, Organic Valley knows it has to give customers the proof they need to believe the brand proposition.\r\n\r\n<strong>EMBRACE YOUR EQUITIES</strong>\r\n\r\nThe idea of capitalizing on one’s equities — the design elements consumers associate with your brand — seems rather obvious. But, in fact, it’s not always so easy to determine which elements should be retained, which need enhancement, and which ones are actually detrimental and should be abandoned — even if they’ve been around for a long time.\r\n\r\nKraft Macaroni &amp; Cheese was always known as “the blue box.” This is great in terms of having strong associations but is limited in terms of being distinctive; any private label maker of macaroni and cheese could make its box blue and thereby ride on Kraft’s coattails. So, Kraft did something about it. First, the brand updated the specific treatment of blue it was using. Then, it created an iconic expression of its brand proposition by instituting a new brand equity element — the elbow macaroni smile — and incorporating it into its brandmark. The move was brilliant, and consumers responded enthusiastically.\r\n\r\nM&amp;M’S is another iconic brand that re-examined what had made it so successful. The brand had been playing up its colorful candy characters for years, but to its surprise, a strong consumer finding in equity research was that people experience a warm sense of nostalgia when they hear M&amp;M’S being poured into a bowl. A-ha! Why not combine the bowl and the candy? The redesigned packaging did just that, by showcasing the characters having fun in various bowl scenarios that highlighted the candy variety and seasonal occasions.\r\n\r\n<strong>DIFFERENTIATE FROM COMPETITION</strong>\r\n\r\nConsumers today have more choices than ever before, and most brands’ competitive sets have changed dramatically over the years. As a result, it is more important than ever to stand out on shelf and provide a compelling reason for consumers to consider your brand as a viable choice. It is crucial to understand how you can stand apart from your competitors while still being appropriate in the category.\r\n\r\nKotex was a brand that had basically disappeared in the feminine hygiene aisle. With a quiet design that was consistent with the category norms of pastel colors and floral designs, there was nothing that made a customer stop in her tracks and choose Kotex over the competition. That was, until the day when a sassy black box showed up on shelf and made everyone take notice. By introducing all-black packaging, bold type and a new name that spoke to the current generation of millennial girls, we helped U by Kotex* revolutionize the category and usher in a whole new era for feminine care products.\r\n\r\nAnother brand that shook up its category in a big way was Splenda. For many years, users of artificial sweeteners knew to “look for the pink packet,” which was how Sweet’N Low was known. When Equal — a different type of artificial sweetener — was introduced, it easily differentiated itself by using a blue package. Then came Splenda, a sweetener that was closer to real sugar in format and whose taste consumers overwhelmingly preferred. In order to stand out on shelves among the well-established pink and blue offerings, Splenda needed its own strong visual presence and chose the color yellow to make its stand. It was a prophetic choice. The brand not only stood out on shelf, but its distinctive yellow packets were easily recognized on restaurant tables and quickly found in the bottoms of large purses. And the yellow brand soon shot past pink and blue to overtake the category.\r\n\r\n<strong>REMEMBER TO INNOVATE</strong>\r\n\r\nInnovation can mean adding a new flavor, changing form, delivering new functionality — or it can simply mean thinking of something that nobody has thought of before.\r\n\r\nRitz, America’s favorite cracker, has successfully innovated through form and function. Faced with a plethora of competition in the snack food aisle, the product has changed form through Ritz Bits, Crackerfuls (sandwiches with cheese, peanut butter or chocolate in their centers) and Toasted Chips in flavors like Sweet Home Sour Cream &amp; Onion and Western Ridge Peppercorn Ranch. But the brand hasn’t stopped there. Ritz looked at the way consumers used and consumed its products and introduced Fresh Stacks, smaller rolls of the crackers that can be easily packed in lunchboxes or thrown into mom’s bag for car trips.\r\n\r\nGerber, the longtime leader in baby food, has innovated to meet consumer demands for organic foods with a line of organic products, as well as new product forms. Its growing organic line includes everything from cereals to snacks to meal options.\r\n\r\nResponding to consumers’ desire for portability, the company now provides baby food offerings in a pouch format that is demonstrably distinctive from the mainstay glass jars.\r\n\r\nAnd going beyond food for infants, Gerber provides products for all phases of a child’s life: Birth, Supported Sitter, Sitter, Crawler, Toddler and Toddler 2+. By looking at changes in the category and thinking about busy parents’ lives, Gerber is now trusted by a whole new generation of parents who want to feed their babies and children the very best food possible.\r\n\r\nA deep-seated brand in the laundry detergent aisle, Tide has innovated by combining Downy fabric softeners and Febreze odor remover into its mainstay detergent product. Additionally, the brand has created convenient new forms such as pods (no measuring required) and Tide to Go stain sticks, where the Tide product is in a handy pen form that can be used for quick touchups anywhere, anytime.\r\n\r\nThe brands cited here have all learned that being a “classic” doesn’t have to mean you are stodgy, boring or outdated. By staying in step with current trends, remembering what made you so special in the first place, keeping an eye on the competition, and investing in innovation, you can ensure that your brand ages not only gracefully but also profitably as well.\r\n\r\nRead More:<a href=\"http://www.brandpackaging.com/articles/84704-how-to-contemporize-a-classic-brandhttp://\" target=\"_blank\">www.brandpackaging.com/articles/84704-how-to-contemporize-a-classic-brand</a>', 'How to: Contemporize a Classic Brand', '', 'publish', 'open', 'open', '', 'how-to-contemporize-a-classic-brand', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 0, 'http://cbx.cappendev.com/thinking/16/how-to-contemporize-a-classic-brand', 0, 'thinking', '', 0),
(1954, 1, '2014-03-07 16:55:32', '2014-03-07 16:55:32', 'The Hain Celestial Group, Inc., a leading organic and natural products company providing consumers with A Healthier Way of Life, today announced a packaging refresh for its TERRA brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand\'s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\nFor more than two decades, TERRA snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables -- including taro, kabocha squash, parsnip and beets -- in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n\"The root vegetables that go into TERRA set it apart from ordinary chips,\" said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. \"Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.\"\r\n\r\nIn January 2014, TERRA introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\nRead more: <a href=\"http://online.wsj.com/article/PR-CO-20140304-908603.html\" target=\"_blank\">http://online.wsj.com/article/PR-CO-20140304-908603.html</a>', 'TERRA Chips Introduces New Look', '', 'publish', 'open', 'open', '', 'terra-chips-introduces-new-look', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/terra-chips-introduces-new-look', 0, 'thinking', '', 0),
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(1956, 1, '2014-03-07 16:36:08', '2014-03-07 16:36:08', '<strong>Veteran store designer highlights the need to emotionally connect with shoppers</strong>\r\nAs technology transforms multi-channel retail into hyper-channel, “always-on” retailing, chains must emotionally connect with consumers as never before, advised veteran store designer Joseph Bona during a Feb. 19 speech at EuroShop, the global trade fair.\r\n\r\n“Emotion plus theatrics equals experience,” said Bona, president, branded environments for CBX, the New York City-based brand agency and retail design consultancy that has had a hand in numerous convenience store designs.\r\n\r\n“Storytelling ability, in particular, helps you create engaging experiences, and the memory of those experiences can inspire consumers by adding excitement and drama to routine transactions,” Bona said. “Ultimately, this is what energizes brand culture and drives long-term customer loyalty, even in a world perpetually driven to digital distraction.”\r\n\r\nBona’s presentation—“Format Reinvention: the Changing Face of Retail”—highlighted the need for retailers to further rethink the function of their brick-and-mortar stores. Today’s “always on” environment doesn’t only mean that people can buy whatever they want using their phones and tablets, it also means they can use GPS- and cloud-enabled tools to find the very best retail and dining experiences available to them, wherever they happen to be in the world, Bona said.\r\n\r\n“Physical stores can no longer be what they used to be—namely, distributors of other people’s goods at reasonable prices in convenient locations,” Bona said. “They must offer sights, sounds, tastes, touch, emotion—3D experiences that 2D can’t achieve. When your customers look at Yelp! or Google Reviews, you want them to read about how your in-store experience was entertaining and inspiring. You want them to read about how going to your store is always a special treat.”\r\n\r\nTo illustrate this point, Bona showed the audience examples of redesign work CBX has completed for clients such as Duane Reade, RadioShack and South American c-store retailer Terpel.\r\n\r\nIn its newly designed flagship stores, RadioShack now has hands-on stations organized around themes such as “Build It,” “Play It,” “Rock It,” Power It” and “Connect It.” These new layouts are open, inviting and experiential, he said. “It’s all about higher engagement points and making RadioShack stores much more interactive,” Bona said. “Shoppers can touch and play with the products and interact with store associates in new and richer ways. The point is to bring the experience to life and make it fun, as opposed to the old approach of having a bunch of static stuff, locked down and inaccessible.”\r\n\r\nLikewise, CBX helped major Columbian gas station operator Terpel reinvent the experience of fueling up your car and grabbing convenience items on the go. The chain’s new c-store designs include futuristic, wing-like canopies flying over the pumps, with service bars, modern furniture and other unexpected flourishes inside its stores. In helping Terpel contemplate “the fuel station of the future,” CBX produced designs with green roofs, solar panels, recycled asphalt pavement and sky- and LED-lit canopies.\r\n\r\n“Overall, retailers need to push the envelope and keep asking one basic question: ‘How do you maintain a pillar of affection and human touch while there’s a simultaneous shift to increasing human interaction with technology?’ ” Bona said. “On a strategic level, we think the answer is fairly simple: Make your customer experience second-to-none in authenticity and relevance. Execution is all about thoroughly understanding who your customer is, and what your customer wants and needs from a retail experience.”\r\n\r\nCBX, New York, is a brand agency specializing in corporate identity, consumer branding and retail.\r\n\r\nRead more: <a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/retailer-challenge-reinvent-yourself\" target=\"_blank\">www.cspnet.com/industry-news-analysis/marketing-strategies/articles/retailer-challenge-reinvent-yourself</a>', 'Retailer Challenge: Reinvent Yourself', '', 'publish', 'open', 'open', '', 'retailer-challenge-reinvent-yourself', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/retailer-challenge-reinvent-yourself', 0, 'thinking', '', 0),
(1957, 1, '2014-03-07 16:07:01', '2014-03-07 16:07:01', 'CBX, a leading brand agency based in New York, announced today their collaboration in the creation of a new name and identity for Big Heart Pet Brands, previously Del Monte Foods’ (DMF) Pet Products business. Big Heart Pet Brands is home to a number of iconic and beloved brands, including Milk-Bone®, Meow Mix®, Natural Balance®, Kibbles \'n Bits®, 9Lives®, Milo’s Kitchen®, and Nature’s Recipe®, among others. The development of the new name and identity, unveiled late last month, follows the company’s sale of its Consumer Products division to Del Monte Pacific Limited (DMPL).\r\nCBX used their rigorous naming methodology to help Big Heart Pet Brands arrive at a name that would be unique within the pet category, yet remain relatable and relevant for all audiences. The firm built the creative foundation for naming based on the company’s purpose and broad, accessible portfolio of pet food and treats brands. The name Big Heart Pet Brands showcases the company’s desire to nurture the bond between pets and the people who love them. “Big Heart Pet Brands doesn’t believe in owning pets. They believe in loving them. We strongly believed the name should live up to this core belief,” said Rachel Bernard, Strategy Director at CBX New York, “The objective to show an unparalleled passion for pets truly inspired us—the result is a unique name that we believe advances the strategic vision of this category leader.”\r\n\r\nCBX also developed a new visual system for the company. At the core of the visual system is a dynamic new “heartpaw” logo that reinforces the company’s love for pets and desire to continually create better solutions for them. The logo represents both a pawprint—to root the company in the pet category—and a heart to convey the bond between pet and pet parents. The highlight “shine” marks used within the broader visual identity symbolize positivity, energy and innovative thinking. “Simple yet impactful, the identity signals a strong position in the pet space and a bright future for the company and the pets it supports,” said Rick Barrack, Founding Partner and Chief Creative Officer at CBX.\r\n\r\nThe CBX design and environments team collaborated with Big Heart Pet Brands to redesign the San Francisco headquarters over President’s Day weekend in the new visual identity system, so employees started day-one at Big Heart Pet Brands fully immersed in the new company.\r\n\r\n“The launch of Big Heart Pet Brands is a landmark event. Our partners at CBX worked closely with our creative services and consumer insights groups and with our executive team to create a name and visual identity that truly captures the spirit of our organization and our vision for the future,” said Carl Johnson, EVP, Marketing &amp; Chief Growth Officer at Big Heart Pet Brands.\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.bloomberg.com/article/2014-03-11/aOP5q_jCG28s.html\" target=\"_blank\"><em>Bloomberg</em></a>\r\n<a href=\"http://gdusa.com/egdusa/2014/0506e/cbx-shows-big-heart/\" target=\"_blank\"><em>GDUSA</em></a>\r\n<a href=\"http://www.cpgmatters.com/MarketWatch031714.html\" target=\"_blank\"><em>CPG Matters</em></a>\r\n\r\n&nbsp;', 'CBX Collaborates on New Company Name and Identity for Big Heart Pet Brands', '', 'publish', 'open', 'open', '', 'cbx-collaborates-on-new-company-name-and-identity-for-big-heart-pet-brands', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-collaborates-on-new-company-name-and-identity-for-big-heart-pet-brands', 0, 'thinking', '', 0),
(1958, 1, '2014-03-07 15:49:15', '2014-03-07 15:49:15', '<strong>New Packaging Design to Spotlight Unique Root Vegetables in Every Bag </strong>\r\nThe Hain Celestial Group, Inc., a leading organic and natural products company providing consumers with A Healthier Way of Life™, today announced a packaging refresh for its TERRA® brand root vegetable chips. The new look, designed by brand agency CBX, puts a modern spin on the brand’s classic black bag with dramatic food photography and a crisp architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag.\r\n\r\nFor more than two decades, TERRA® snacks have provided consumers with delicious vegetable chips made from a diverse set of root vegetables – including taro, kabocha\r\n\r\nsquash, parsnip and beets – in a variety of vibrant colors and sophisticated blends. The new packaging gives consumers a more distinctive view of the vegetable experience that awaits them inside.\r\n\r\n“The root vegetables that go into TERRA® set it apart from ordinary chips,” said Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\n\r\nIn January 2014, TERRA® introduced two new flavors to its roster of global taste combinations: Tropical Blend and Exotic Potato Blend. TERRA® Tropical Blend adds sweet coconut and plantain to a mix of taro, sweet potato and batata for a touch of Caribbean flavor in every bag. TERRA® Exotic Potato Blend includes an eclectic blend of sweet potato, yukon gold and blue potato chips for a combination unlike any other.\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://finance.yahoo.com/news/terra-chips-introduces-look-iconic-145500320.html\" target=\"_blank\"><em>Yahoo Finance</em></a>\r\n<a href=\"http://fandbnews.com/terra-chips-introduces-new-look-for-its-iconic-black-bag/\" target=\"_blank\"><em>Food and Beverage News</em></a>\r\n\r\n&nbsp;', 'TERRA Chips Introduces New Look For Its Iconic Black Bag', '', 'publish', 'open', 'open', '', 'terra-chips-introduces-new-look-for-its-iconic-black-bag', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/terra-chips-introduces-new-look-for-its-iconic-black-bag', 0, 'thinking', '', 0),
(1959, 1, '2014-03-05 21:40:51', '2014-03-05 21:40:51', 'SPECS 2014\r\n<em>The Gaylord Texan Convention Center, Grapevine, TX\r\nMarch 11, 2014 - 1:40 PM to 2:30 PM</em>\r\n\r\n<strong>Offline and Online Retail: Bridging the Gap</strong>\r\n\r\nThe digital explosion has led to smaller physical footprints, an influx of in-store technologies, and reduced staffing - while at the same time an emerging group of pure-play concepts is entering the brick-and-mortar space. Hear insights on how to fuse brick-and-mortar with online, and present a seamless customer experience.\r\n\r\nLearn more about SPECS: <a href=\"http://www.specsshow.com/\" target=\"_blank\">www.specsshow.com</a>', 'Joseph Bona speaking at SPECS', '', 'publish', 'open', 'open', '', 'joseph-bona-speaking-at-specs', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/joseph-bona-speaking-at-specs', 0, 'thinking', '', 0),
(1960, 1, '2014-02-25 20:59:54', '2014-02-25 20:59:54', '<strong>How Independent Toy Stores Can Outwit, Outplay, and Outlast Their Big-Box Rivals</strong>\r\nBy Joe Bona\r\n\r\nMore than 600 independent toy stores threw a party on November 9 to celebrate Neighborhood Toy Store Day. This publicity event triggered some heartwarming media coverage and was surely lots of fun for all involved. However, when you survey the retail landscape with which today’s independent toy retailers are forced to contend, you might wonder whether or not celebration is in order.\r\n\r\nEven mass retailers such as Target, Walmart, and Toys “R” Us are nervous about the dawning of an era in which Mom and Dad can get all their Christmas shopping done in an hour or two simply by visiting amazon.com. In this $22 billion industry, how could an independent toy store hope to compete? The answer might just lie in the massive proportions of the toy business itself.\r\n\r\nAmerican consumers are rapidly becoming overwhelmed by the confusing array of choices in the marketplace. They live hectic, over scheduled lives, which makes the gridlocked drive to a cavernous big box store an unsavory option for many parents. The glut of homogenized, commoditized retail products has triggered a bit of backlash among some consumers. More people are now demanding authenticity and uniqueness from the shopping environments they visit and the products they buy. This is the potential sweet spot for independent toy stores—the market position in which small, local operators can enjoy a distinct advantage.\r\n\r\nThe trick is to actually narrow your focus rather than broaden it— to become the source in your community for a particular category of merchandise, and to build a brand for your store based on top-notch customer service, sincere community involvement, and impressive knowledge of the category itself. Selling the same products as Walmart and Target is not an option anymore; instead, you should specialize in one or two specific product categories.\r\n\r\nImagine a store focused exclusively on nifty, harder-to-find toys related to science, mathematics, DIY construction, and IQ-building puzzles and games. With a demeanor akin to that of Bill Nye the Science Guy, the owner holds special events in the store and at local schools. If Target has three telescopes, the Science Guy has 12. Need a space poster for you nephew but can’t find one at Walmart? You know where to go.\r\n\r\nThe store is loaded with cool and unique stuff, so much so that kids enjoy hanging out there. Pleased by the uplifting atmosphere, parents also like that the store is local. This might sound antiquated, but it is right in line with retail trends.\r\n\r\nNot so long ago, you could walk into a cellphone store and all the products were tightly sealed in the kind of packaging that requires a sharp knife to get open. These days, more retailers are talking about “high touch,” the notion that people should be able to play with the products. Our science store could have all kinds of toys and games out for the kids. Would Target and Walmart do the same? Not likely. The typical employee at a big-box store also lacks the motivation to build personal relationships with regulars, and they know little about individual product categories, such as science toys.\r\n\r\nWhen you are passionate about your products and your community, it is obvious to customers who walk in the door. With Amazon chatting up the media about delivery via intense-looking drones, such human qualities might be far more valuable than any of us know.\r\n\r\n<em>The Toy Book, February 2014</em>', 'Narrow Your Focus, Expand Your Reach', '', 'publish', 'open', 'open', '', 'narrow-your-focus-expand-your-reach', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/narrow-your-focus-expand-your-reach', 0, 'thinking', '', 0),
(1961, 0, '2018-09-27 16:52:44', '2018-09-27 16:52:44', '', 'Brooks-External-2', '', 'inherit', 'open', 'closed', '', 'brooks-external-2', '', '', '2018-09-27 16:52:44', '2018-09-27 16:52:44', '', 1622, 'http://cbx.cappendev.com/app/uploads/2018/09/Brooks-External-2.jpg', 0, 'attachment', 'image/jpeg', 0),
(1962, 1, '2014-02-13 17:47:45', '2014-02-13 17:47:45', 'By Julie D.\r\nPeople tend to think naming is magic, that the “right name” is a secret sauce that will make a product succeed. But the truth is, you can have all the clever word play in the world, and it won’t save your product if it fails to deliver on the promises your name implies. Words have power — the power to paint a picture in the mind. That picture needs to be something your brand or product can live up to. You need to choose a name strategically, and make a strategic plan to support it, launch it, and stick by it.\r\n\r\nI was reminded of this during the State of the Union address when President Obama introduced the name “myRA” for a new category of retirement savings accounts. The name has a lot going for it. It is short and easy to remember, repurposing a woman’s name in a way that feels instantly familiar. The lowercase letters give it a modern feel. It rhymes with “IRA,” placing the new offer in the IRA family. And it draws on our understanding of MySpace, My Verizon, myCigna and all the other “my” names, with their messages of personal customization and accessibility.\r\n\r\nKnowing nothing other than the name, we can conclude that myRA is a friendly, personal type of IRA. This gives it a head start over programs first introduced bearing the number for part of the tax code (401K).\r\n\r\nIt does have a few downsides, though. The pharmaceutical industry is already using “RA” as catchier way to talk about Rheumatoid Arthritis. And there are pronunciation issues—in fact, the president stumbled on his first mention of name, starting to call it “My IRA” before correcting to “my-R-A.” These tripping points are easy to predict — we often test for such issues. Once you identify potential sticking points, the next step is to do a realistic analysis. Is the flaw necessarily fatal? Can it be planned for and mitigated? In myRA’s case, minor pronunciation issues seem unlikely to be a problem long-term.\r\n\r\nNike, Google, Ikea, Etsy have taught us how to pronounce their names correctly over time. When the iPad was launched, there was a backlash — to some, the name sounded like a feminine hygiene product. Today, we can’t imagine the word “iPad” meaning anything other than a sleek interactive device. These companies were able to stick to their message, keep repeating their name, and bring us along for the ride. It was a good first step that President Obama repeated the name multiple times, correctly, after his initial mistake.\r\n\r\nWhat might be more of a problem is if myRA doesn’t live up to the promises implied by its name. If it isn’t personal and easy. If it doesn’t act like an IRA. Names that fail to fulfill their promises often invite ridicule, and this is particularly true in the political area, where Washington tends to jump on awkward monikers (The Patient Protection and Affordable Care Act) and spin them into short, pejorative nicknames with sticking power (Obamacare).\r\n\r\nThe right name can help you take control of the conversation about a new offer. If you choose a name that delivers the tone and message you’re looking for, you get a jumpstart on building meaning in your audience’s mind. But introducing that new name is also an act of leadership. You have to pick the right promises to make. You have to have to look beyond initial reactions. And you need a strategic plan to introduce your name in a way that can survive a few bumps in the road.\r\n\r\nRead more: <a href=\"http://www.mediapost.com/publications/article/219449/whats-in-a-name.html\" target=\"_blank\">http://www.mediapost.com/publications/article/219449/whats-in-a-name.html</a>', 'What\'s In A Name?', '', 'publish', 'open', 'open', '', 'whats-in-a-name-2', '', '', '2018-09-27 17:58:51', '2018-09-27 17:58:51', '', 0, 'http://cbx.cappendev.com/thinking/16/whats-in-a-name', 0, 'thinking', '', 0),
(1963, 1, '2014-02-11 16:00:45', '2014-02-11 16:00:45', 'By David W.\r\nLooking ahead at a year that will most certainly see a continued evolution of what retail is and what it does, I am excited at the prospects of participating in, toying with and influencing that evolution. For this forecast, I am concentrating on physical retail since I believe this is where the innovation will — and indeed, must — occur. E-tailers and hybrid-tailers will continue to make transactions easier and safer while adding algorithms that suggest products and services tailored to the individual. Online purchasing will become more intuitive and smarter, connecting you with various electronic devices, apps and, soon, even your refrigerator and closet.\r\n\r\nBecause of this, retail designers will focus on humanizing the in-store experience. The goal is to give consumers a reason to get out of their pajamas and walk into a store. Here are five trends likely to influence the evolution of retail in 2014.\r\n\r\n<strong>1. ‘Pop Up’ turns to ‘Drop Off’</strong>\r\nPop-up stores have traditionally taken advantage of empty storefronts for short periods of time and have been used to promote products and generate buzz. This year we’ll see a dramatic increase, not of pop-ups, but of “drop-offs”: storage container-sized retail spaces dropped off in the middle of public spaces. If successful, these concepts will stay for months or even years.\r\n\r\nIn the shadows of the Flatiron building in Manhattan are two examples of this trend: Flatiron Green Cafe, which offers a wide variety of natural, local and organic foods, and Ilili Box, which bills itself as “inspired Mediterranean takeaway.” Both are small and placed in the tourist oasis where Broadway crosses Fifth Avenue. Keep an eye on highly trafficked parks, urban gathering spots and similar locales in the coming year you’ll likely see more concepts dropped off in 2014.\r\n\r\n<strong>2. Enhanced person-to-person interaction</strong>\r\nCash wraps are getting smaller or being replaced altogether by roaming sales people armed with iPads. Apple instigated this “death of checkout,” and many other tech-related retailers have followed suit. We also see this in smaller retailers where two or three associates cover the store. The trick with larger stores is having enough associates, otherwise, shoppers are forced to jockey for position and form impromptu queues in the middle of the aisles. Burberry recently opened a technology-enhanced store with no checkouts, and larger retailers such as Nordstrom and The Home Depot have offered mobile POS checkout for a couple of years now. This trend will continue in 2014.\r\n\r\nRemoving the sales counter allows for more human interaction — the feeling that you’re in this together. Thanks to this trend, sales associates are becoming more knowledgeable. The best of them become de facto consultants. Why is this important? The proliferation of underwhelming, online review sites is part of the reason. Consumers are waking up to the reality that the likes of Yelp are only as good as the mass of people participating in them (“Hey, this dish stinks. How can @slickharvey57 have been so wrong?”). Little wonder in-store help will come back into vogue in 2014.\r\n<strong>\r\n3. Use of emotion</strong>\r\nRetro versions of consumer packaged goods — throwback Pepsi, old Doritos and Miller Lite retro cans — have grown increasingly popular over the years. CPG companies have learned this is a way to reconnect with consumers through emotion. I see retailers trying their hands at this game in the coming year. It is much more costly to build a retro store, but the gamble might just pay off by creating nostalgic spaces that consumers want to linger in. RadioShack, for example, recently opened CBX-designed retro stores in Texas and New York. They play up the retailer’s history and all the fun stuff we remember about technology.\r\n\r\n<strong>4. Wasting real estate</strong>\r\n“Stack it high and let it fly” has long been the battle cry of retailers. Walk into your local grocer and chances are this applies (unless it is Mrs. Greens or Fresh Market). In 2014, we\'ll see more retailers devoting space to things that don’t sell: Art-like exhibits, entertainment and lounges will all find their way into retail spaces in order to draw people in and connect. One example of this is Uniqlo. While the international retailer does have massive amounts of product in its stores, it also devotes huge areas to art exhibit-like sculptures.\r\n\r\nWith online saturation of gorgeous product photography from Instagram and Pinterest, consumers also have elevated expectations of presentation. Because of this, more and better propping is being used in stores. One example is Brumby’s Bakeries, one of Australia’s largest franchise groups, whose new stores bank heavily on attractive visuals.\r\n\r\n<strong>5. Unexpected use of materials</strong>\r\nBuilding on your brand strategy is the right place to begin for store design, but I see the physical design of many retailers zigging and zagging in 2014. This will be true, not just of retro stores, but also of unexpected use of materials.\r\n\r\nA new Pep Boys concept store in Tampa made me do a double take when I drove by. The exterior makes heavy use of wood (or, more likely, an aluminum panel that looks like wood). I don’t know about you, but nothing about wood makes me think of automotive design, which focuses on sleekness, technology and the appearance of speed. And yet wood is a material that feels inviting. The Tampa store even includes wood in the interior — no doubt an attempt to make an intimidating selection of merchandise more palatable. This store even has a lounge, which could be an attempt to make this experience easier for other family members and, by extension, Dad.\r\n\r\nIncidentally, Pep Boys also brought Manny, Mo and Jack out of retirement for the new stores. Quite nostalgic.\r\n\r\nAll of these trends relate in one way or another to a basic imperative in retail today — humanizing the shopping experience. Some of these efforts will fail. Others will conquer. But take note of both the winners and losers as they emerge in 2014. After all, this amounts to a glimpse into the fast-changing future of retail.\r\n\r\nRead more: <a href=\"http://chainstoreage.com/article/humanizing-retail-five-design-trends-likely-loom-large-2014#\" target=\"_blank\">http://chainstoreage.com/article/humanizing-retail-five-design-trends-likely-loom-large-2014#</a>', 'Humanizing Retail: Five design trends likely to loom large in 2014', '', 'publish', 'open', 'open', '', 'humanizing-retail-five-design-trends-likely-to-loom-large-in-2014', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/humanizing-retail-five-design-trends-likely-to-loom-large-in-2014', 0, 'thinking', '', 0),
(1964, 1, '2014-02-07 14:09:03', '2014-02-07 14:09:03', 'Rick Barrack, Chief Creative Officer of CBX, was among those recently honored at Fast Company’s Most Creative People in Business 1000 (MCP 1000) event in New York.\r\nHosted by Diane von Furstenberg, the Jan. 31 event in New York and a Feb. 4 event in San Francisco helped launch Fast Company’s MCP 1000, a new resource that defines the influential, diverse group of modern Renaissance men and women driving change across the economy and around the globe. This new editorial initiative, anchored on FastCompany.com, was created in the spirit of Fast Company’s annual 100 Most Creative People in Business franchise, which recognized Barrack in 2012 for “helping to make retail exciting again,” citing his work on the redesign of drug store chain Duane Reade in New York City.\r\n\r\nThe MCP 1000 coverage includes profile pages for all honorees, daily news posts, live chats, videos, polls, events, and more. Fast Company will also bring the members of the world’s most creative community together to facilitate the spread of innovation and the sharing of expertise. MCP 1000 honorees will have access to exclusive Fast Company content, as well as private MCP 1000 events.', 'Rick Barrack Honored at Fast Company’s Event', '', 'publish', 'open', 'open', '', 'rick-barrack-honored-at-fast-companys-event', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/rick-barrack-honored-at-fast-companys-event', 0, 'thinking', '', 0),
(1965, 1, '2014-02-03 23:21:22', '2014-02-03 23:21:22', '<strong>How names can make or break government programs</strong>\r\nFinancial experts are quickly evaluating President Obama’s newly proposed “myRA” savings program , determining whether or not it will be a boon to the millions of Americans who haven’t adequately funded their retirements.\r\nBut marketing and branding professionals are weighing in on an altogether different aspect. Forget what the program can accomplish from a dollars-and-cents perspective, many say; the real problem is that the name itself may not add up.\r\nThe issues are varied. Sure, the name is supposed to be read as “My RA,” but because it’s a play on the popular IRA program, there’s a temptation to read it as “My IRA.” President Obama himself made this slip when he spoke of the program during Wednesday night’s State of the Union address.\r\nAs “a general rule of thumb, if a gifted orator like President Obama struggles to pronounce it, you may want to look into other naming options,” says John Paolini, a partner with Sullivan, a New York-based branding and marketing firm.\r\nPlus, on paper, the name looks like a woman’s name — Myra (a name shared by such figures as the famed British classical pianist Myra Hess and the title character in Gore Vidal’s novel-turned-film Myra Breckinridge). And to make matters more confusing, the abbreviation RA already has competing meanings in the American vernacular: For instance, it denotes both a dormitory’s residential assistant and the painful disease rheumatoid arthritis. Consider: If you go to TrackMyRA.com , you won’t be gathering information about rates of return. Instead, you’ll be learning about a medical smartphone app “developed specifically with RA patients in mind.”\r\nThat website alone makes Marlin Collingwood, president of the Boston-based communications firm CHT Group, question the branding savvy of the president’s team. “I have to wonder how much research and testing — if any — they did on the name,” Collingwood said.\r\nThe White House did not immediately respond for comment about the “myRA” name.\r\nIt’s not as if the names of government programs or bills don’t matter, marketing experts say. True, many names are fairly innocuous or hard to understand on face value — the name 401(k) actually derives from a subsection of the Internal Revenue Service code — but they still somehow become embraced by the public, often simply as a function of being heard again and again. But other names don’t catch on, so they become what amounts to a missed marketing opportunity. (Yes, bills and government programs must be “marketed,” political pros note.)\r\nEven worse, a name that isn’t quite right invites ridicule: That was the case with the Patient Protection and Affordable Care Act (also known as Obamacare), argues Julie Doughty, a director of verbal identity for CBX, a New York-based branding agency. “If you choose a name that is awkward, long or difficult to remember, then you run the risk that someone else will give you a nickname that sticks — and take the conversation in a direction you didn’t intend,” she says.\r\nConversely, a cleverly crafted name can help a bill or program succeed — in spite of the fact that legislators or the public might not be all that supportive of it. The classic case that’s cited? The USA Patriot Act of 2001. To be against it was to seemingly imply that one wasn\'t “patriotic,” a 2010 Northwestern University report noted. The naming was “an act of public relations genius,” government relations expert Peter Peyser wrote in the report.\r\n\r\nRead more: <a href=\"www.marketwatch.com/story/will-unwieldy-name-doom-obamas-myra-plan-2014-01-29?link=MW_latest_news\" target=\"_blank\">www.marketwatch.com/story/will-unwieldy-name-doom-obamas-myra-plan-2014-01-29?link=MW_latest_news</a>', 'Will unwieldy name doom Obama’s myRA plan?', '', 'publish', 'open', 'open', '', 'will-unwieldy-name-doom-obamas-myra-plan', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/will-unwieldy-name-doom-obamas-myra-plan', 0, 'thinking', '', 0),
(1966, 1, '2014-02-03 23:18:22', '2014-02-03 23:18:22', 'LIQS come in sealed and tamper-resistant 50ml recyclable, crystal polystyrene shot glasses.Brand agency CBX recently assisted start-up company LIQS with the design of innovative packaging and the formulation of other branding initiatives for its eponymous line of super-premium, ready-to-drink cocktail shots.\r\n\r\nThe CBX design team worked with LIQS cofounders Michael Glickman and Harley Bauer on a variety of efforts, including strategic alignment and development of the LIQS’ brand mark and package design. “We took our design cues from LIQS’ target customer, a sophisticated millennial who loves spontaneous get-togethers with friends, whether poolside, at the beach or boating,” says Gregg S. Lipman, CBX managing partner.\r\n\r\nSunny and stylish Miami, where LIQS was launched and is based, offered CBX inspiration for the package designs. The firm reinterpreted a sunburst in a series of colorful graphic bursts to correspond with each LIQS flavor — red-orange for Tequila Cinnamon Orange; yellow-green for Vodka Cucumber Lime; aqua-blue for Vodka Kamikaze; and red-pink for Vodka Lychee Grapefruit.\r\n\r\nProduced in the U.S., each LIQS product comes in a 50ml recyclable, crystal polystyrene shot glass that’s sealed and tamper-resistant. The product is sold in a multi-unit package that offers three individually sealed shots of a single flavor. Each shot, as well as the outer packaging, carries the burst graphic.\r\n\r\n“After many years of witnessing the love that consumers have with shots, and the lack of being able enjoy them at home as if made by a bartender, we set out for a solution that would give people access to quality shots they can take anywhere,” explains Glickman. “LIQS is a convenient and attractive alternative to a bartender and bar setup and a far cry from ‘test-tube’ style shooters. With the new packaging, we’re delivering mixology with the mixologist.”\r\n\r\nLIQS is currently available at numerous liquor stores in Florida in advance of a strategic regional rollout.\r\n\r\nRead More: <a href=\"http://www.brandpackaging.com/articles/84694-liqs-shots\" target=\"_blank\">http://www.brandpackaging.com/articles/84694-liqs-shots</a>', 'LIQS Shots', '', 'publish', 'open', 'open', '', 'liqs-shots', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/liqs-shots', 0, 'thinking', '', 0),
(1967, 1, '2014-02-03 23:16:30', '2014-02-03 23:16:30', 'Rick Barrack is the chief creative officer at branding firm CBX, which recently helped Duane Reade do the impossible: execute a redesign to become cool (at least, as much as any drugstore can be cool). Established in 2003, CBX has worked with popular consumer brands ranging from Arby\'s to M&amp;M\'s to Snapple.\r\n<strong>Quote</strong>\r\n\r\n<em>\"The dynamics of e-commerce, as it has evolved, created a new shopping behavior. People demand more information. And now, outside of e-commerce, we have to provide that as well.\" »</em>\r\n\r\n&nbsp;\r\n\r\nRead More: <a href=\"www.fastcompany.com/person/rick-barrack\" target=\"_blank\">www.fastcompany.com/person/rick-barrack</a>\r\n\r\n<a href=\"http://www.fastcompany.com/3018263/most-creative-people-2012/79-rick-barrack\" target=\"_blank\">Rick Barrack on FastCo</a>', 'Rick Barrack', '', 'publish', 'open', 'open', '', 'rick-barrack', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/rick-barrack', 0, 'thinking', '', 0);
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(1968, 1, '2014-01-27 16:48:51', '2014-01-27 16:48:51', 'Recyclable polystyrene shot glass with colorful graphic bursts aims to attract sophisticated millennial consumers.\r\nFounded in 2013 by Michael Glickman and Harley Bauer, two born and raised New Yorkers with a passion for premium spirits, LIQS worked with brand agency CBX on the design of innovative packaging and the formulation of other branding initiatives for its eponymous line of LIQS™ super-premium, ready-to-drink cocktail shots.\r\n\r\nLIQS products are packaged in a 50-mL recyclable, crystal polystyrene shot glass that weighs 21 g. It is sealed and tamper-resistant. Three individually sealed shots of a single flavor are sold in a 24-pt SBS multi-unit pack, printed in four colors with an aqueous coating. Each shot, as well as the outer packaging, carries the burst graphic. Three packs sell for $9.99. LIQS retailers include Crown Wine &amp; Spirits, Big Daddy’s Liquors, I Love Liquor, and other South Florida retailers, which was the market targeted in advance of a strategic regional rollout.\r\n\r\nOn the LIQS website, Bauer says, “The sophisticated drinker is no longer satisfied with low-grade spirits and artificial ingredients. Our blend of premium spirits and natural flavors make enjoying expertly mixed shots convenient in any setting, from boating, pool or beach parties, home entertaining and catered affairs to music festivals and sporting events.”\r\n\r\n“We were inspired by the growth and trends taking place within the premium cocktail and ready-to-drink markets,” adds Glickman. “After witnessing the love consumers have with shots for years, we wanted to disrupt that market by offering a solution that would give people access to delicious shots in any setting and without a bartender.”\r\n\r\nLIQS and CBX partnered on a variety of efforts, including strategic alignment and development of the LIQS’ brand mark and package design. “We took our design cues from LIQS’ target customer, a sophisticated millennial who loves spontaneous get-togethers with friends, whether poolside, at the beach, or boating,” says Gregg S. Lipman, CBX Managing Partner.\r\n\r\nSunny and stylish Miami, where LIQS was launched and is based, offered CBX inspiration for the package designs. The firm reinterpreted a sunburst in a series of colorful graphic bursts to correspond with each LIQS flavor—red-orange for Tequila Cinnamon Orange; yellow-green for Vodka Cucumber Lime; aqua-blue for Vodka Kamikaze; and red-pink for Vodka Lychee Grapefruit. The cocktail shots use 45-proof vodka and 55-proof tequila.\r\n\r\n“After many years of witnessing the love that consumers have with shots, and the lack of being able enjoy them at home as if made by a bartender, we set out for a solution that would give people access to quality shots they can take anywhere,” says Glickman. “LIQS is a convenient and attractive alternative to a bartender and bar setup and a far cry from ‘test-tube’-style shooters. With the new packaging, we’re delivering mixology with the mixologist.”\r\n\r\nRead More: <a href=\"http://www.packworld.com/package-design/graphic/innovative-package-design-dazzles-liqs-rollout\" target=\"_blank\">http://www.packworld.com/package-design/graphic/innovative-package-design-dazzles-liqs-rollout</a>', 'Innovative package design dazzles for LIQS', '', 'publish', 'open', 'open', '', 'innovative-package-design-dazzles-for-liqs', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/innovative-package-design-dazzles-for-liqs', 0, 'thinking', '', 0),
(1969, 1, '2014-01-01 17:11:55', '2014-01-01 17:11:55', '<style> strong{font-weight:bold;} </style>\r\nThe nonprofit Fare &amp; Square is a culinary diamond in a rough-and-tumble neighborhood, enriching residents with affordable fresh food and grocery staples.\r\n\r\nIn most of the country, that commodity is viewed as a produce department stalwart, though a dwindling one, losing sales and shelf space to more fashionable and higher-margin bagged salads. However, for residents of Chester, Pennsylvania, a gritty industrial city of 34,000 just south of Philadelphia, iceberg lettuce used to be an unattainable luxury. That was because Chester was in the midst of a food desert—one of 35 in the Delaware Valley.CBX_FareSquare_1869\r\n\r\nAt one time Chester was home to five supermarkets. Over the years they closed one by one as jobs and population fled and crime increased. The last supermarket in town, West End Food Center, permanently shut its doors in 2001.\r\n\r\nCitizens in this hardscrabble, but proud town—the oldest city in Pennsylvania, settled in 1644, and the birthplace of the Mother’s Day Parade, Scott toilet tissue, jazz great Ethel Waters, rock-and-roll pioneer Bill Haley &amp; His Comets and allegedly the hoagie—were relegated to buying groceries from dirty corner stores or having to trek out of town, even to Delaware, to find a supermarket.\r\n\r\nThat changed in September when Fare &amp; Square opened its doors—in the same building that had housed West End Food Center—allowing Chester residents to once again purchase fresh produce, along with meat, seafood, deli, bakery, frozen and dry grocery items.\r\n\r\n“When we were interviewing prospective employees and talking about the mission of our store, somebody made a statement that really opened my eyes,” says Paul Messina, Fare &amp; Square’s store director. “They said, ‘Do you know you can’t buy a head of lettuce in the City of Chester?’”\r\n\r\nThat is when Messina’s outlook on the importance of the store changed.\r\n\r\n“It hit me that what we were doing became that much more of a mission of love,” he says. “We had to get this done for the people. It was ridiculous that you couldn’t buy a head of lettuce here.”\r\n\r\nPointing to a cooler case filled with heads of crisp, fresh lettuce, collard greens, kale, broccoli crowns, green bell peppers and other produce staples, Messina proudly says, “Now you can’t say that anymore. Now you can buy a head of lettuce in the City of Chester. It is a good feeling.”\r\n\r\nBefore Fare &amp; Square, grocery shopping was a major time consuming chore—especially for those without cars. A good number of people in Chester are living below the poverty level; the average annual household income in Chester is $19,000. “I had a woman come in the other day and say, ‘Do you know how much money I am saving because I don’t have to take two buses to get to Essington and then take a hack back,” Messina says, using the Philadelphia parlance for a freelance, often unlicensed taxi cab.\r\n\r\nGranted, at 16,000 square feet with only four aisles, Fare &amp; Square is noticeably smaller than a Pathmark Supercenter, but it still manages to offer a full selection of produce, seafood, butcher-cut meats, a Dietz &amp; Watson-branded deli, frozen foods, dry grocery, pet foods, cleaning essentials and some other nonfoods.\r\n\r\nFare &amp; Square is notable for two other facts. It is owned and operated by Philabundance, the Philadelphia-based food bank that services the Delaware Valley, and is being billed as the nation’s first not-for-profit grocery store.\r\n\r\nIf the prototype is successful—and early indications are that it is a hit—the template will be rolled out to other food deserts in the Delaware Valley and copied by other food banks across the country.\r\n\r\nBecause of its unique situation and location, Fare &amp; Square operates on a premise that is different than traditional supermarkets.\r\n\r\n“Pretty much in an urban store like this the merchandising basics are price. Price. Price,” says Bill Clark, president and executive director of Philabundance. “People don’t really care about organic and they don’t really care about local or energy footprint or being green. It is basically, ‘I’ve got to feed my family on a limited amount of money and I want to do it well, and I want to be respected when I do it.’”\r\n\r\nThat reason—not crime—is one of the key reasons that traditional supermarkets have not been able to make a go of it in inner cities, Clark says.\r\n\r\n“We believe it is harder for a commercial grocery store to operate in a community like this because the gross operating margin on $100 million in sales in the inner city is different than in the suburbs,” he says. “In the suburbs there are much more prepared foods, value-added foods, premium foods. In here some of our biggest sellers are 5-pound bags of flour and sugar, cooking oil and Jiffy corn muffin mix.”\r\n\r\nClark says the idea for Fare &amp; Square came about because just-in-time delivery, better inventory control and less recovery for dented product are all having a hand in leading to less donations being available for food banks.\r\n\r\n“We were having an increasing problem as a food bank because shelf stable products have been flat to declining across the country,” Clark says, noting that the problem is exacerbated by the growth of food deserts, described by the USDA as a low-income census tract where a substantial number or share of residents have low access to a supermarket or large grocery store. In an urban area like Chester, that is considered a one-mile radius.\r\n\r\n“As a food bank we have been trying to support food cupboards and when a commercial food desert happens the demand on the charitable food distribution system skyrockets,” Clark says. “All of the food banks are having a hard time dealing with the growing demand or need and we had to figure out some way of addressing the problem of access, and providing a safety net of food for people that need it.”\r\n\r\nPrior to Fare &amp; Square’s opening, Philabundance donated about one million pounds of food a year to churches and other charities in town, and Clark expects that figure will remain constant.\r\n\r\n“What Fare &amp; Square does is lower the barrier to get food before people are so desperate that they have to go to a charitable-only distribution center,” he says.\r\n\r\nFare &amp; Square has several advantages that will help it thrive in a food desert that otherwise might not support a traditional for-profit store because it is owned by the nonprofit Philabundance, Clark says. “One is that I do not have to make a profit,” he says.\r\nFunds were raised to purchase the building, which is now tax-exempt, and additional income is derived from tenant Family Dollar, which shares the building. Equipment and fixtures were donated or purchased at a significant charitable discount.\r\n\r\n“All of our grocery carts were donated by Giant [Carlisle],” Clark says. “Even people who would normally be seen as competitors were involved. We got financial support from Wawa, Giant, Acme.”\r\n\r\nIn fact, it is Wawa convenience store milk sold in the dairy case. “We’ve had a very, very close working relationship with Wawa for the longest time,” Clark says. “They are an investor in the store and in Pennsylvania we have minimum milk price laws, so we asked them if they wanted to participate.”\r\n\r\nIn addition to Wawa, strategic manufacturing partners include Goya, Kimberly-Clark and Bimbo Bakeries.\r\n\r\n“Everything in our store is purchased by us through wholesalers and resold,” Clark says. “We do not make a profit and we cannot sell any product that is donated to Philabundace. It is illegal for us to sell donated product.”\r\n\r\nBut some manufacturers will give Fare &amp; Square a discount on product.\r\n\r\n“Spots within the store will get very good pricing offered to us by partner vendors who realize that we are actually a different class of trade,” Clark says. “They can support us with prices that are very attractive.”\r\n\r\nPrices are cheaper, compared to suburban Pathmark and Giant stores surveyed, and Fare &amp; Square even stocks some items that those stores did not. Oxtails, smoked turkey tails, Bosco or Borden Singles were not available at Giant, for example.\r\n\r\nFare &amp; Square stocks a large assortment of premium brands. When asked by an observer why both Jiffy Baking Mix and Bisquick were carried when the Jiffy was clearly the better deal for impoverished shoppers, Clark replies, “When you talk to people in a community that has been without a supermarket for a while, they will voluntarily tell you up front that they don’t want you to be an Aldi or Save-A-Lot. They want the national brands. It is a question of respect. That said, the shelf movement on the national brand isn’t what you’d expect if you were in Villanova,” he says, referencing a ritzy Main Line suburb.\r\n\r\nHowever, like on the Main Line, just about everyone at Fare &amp; Square belongs to a club. “This store is a membership operation,” Clark says. “We don’t charge for membership, but by asking people to sign up and get a membership card, and then using that card to identify their household, we have access to consumer purchasing data.”\r\n\r\nFare &amp; Square has 7,688 members as of last count. Not bad, considering there are 10,000 households in the entire city. “We are pulling from a larger area than just Chester, including Trainer, Marcus Hook, Upper Chichester and surrounding areas,” Clark says, adding that product selection coupled with low prices is drawing the shoppers in.\r\n“With our relatively small footprint, the key is to be staples with a little bit of drama so that people enjoy the shopping experience,” Clark says. “You don’t want the food section to look as if it was chosen by a food bank and be all bunker food with the largest selection of varietal beans and rice.”\r\n\r\nC-store on steroids\r\nBased on the initial success and customer feedback about Fare &amp; Square, Philabundance is looking to open more stores.\r\n\r\n“There are plenty of areas within our zone, like Camden, Moorestown and Philadelphia’s got multiple opportunities,” Clark says. “But there are also areas within striking distance, whether that is Wilmington, Atlantic City or Trenton.”\r\n\r\nClark concedes that Philabundance will not be opening any “150,000-square-foot Wegmans-type” stores, but likely more outlets in the 20,000-square-foot or smaller range. “If we can achieve some kind of scale in our supply chain, we may be able to augment the distribution of smaller, somewhat C-store on steroids formats,” Clark says. “Like a 6,000-square-foot footprint specializing in perishables.”\r\n\r\nSimilar stores may be cropping up around the nation.\r\n\r\n“We’ve had a lot of inquiries from other cities,” Clark says. “People who live in these [impoverished] communities have much higher incidence of dietary-based disease, obesity, hypertension, diabetes, fatty liver. Diet is creating much higher medical costs. We think it is better to reestablish normal nutritional access than it is to throw pills at the problem.”\r\n\r\nBefore expansion takes placein other areas Fare &amp; Square first needs to work out the kinks in its initial location.\r\n\r\n“The merchandise mix is one of the things that has to be tuned,” Clark says. “Because we’re a nonprofit a lot of people thought we were going to have gluten-free this and organic-that, but that is dead. We have crates in the back room filled with stuff we are pulling from the shelves because it did not sell. Whoever thought we’d be selling Robinson’s Lemon Curd? Are you crazy?”\r\n\r\nPenn-ing a renovation\r\nBefore it was Fare &amp; Square it was West End Food Center. Before that Shop ‘n Bag, and before that it was an outlet of Penn Fruit Co., once one of Philadelphia’s most prominent supermarket chains, known for low prices, flashy promotions and innovative architecture.\r\n\r\nAfter West End closed in 2001, the store sat vacant for a dozen years. “In a space left vacant for so long, you never know what surprises you may uncover,” says Joseph Bona, president, branded environments, at CBX, the New York-based firm that designed the store. Because the project was being undertaken by a nonprofit organization, a tight budget came into play.\r\n\r\n“When the old suspended ceiling system was removed, a fantastic original vaulted ceiling was discovered,” Bona says. “However, age, disrepair and neglect had left the task of renovating it too costly, so up went a new, more affordable suspended ceiling system. The replacement ceiling provided exactly what we wanted to achieve for Fare &amp; Square—the sense of a new, bright and updated market.”\r\n\r\nFactory fresh\r\nWhat does the one-unit Fare &amp; Square have in common with multi-thousand store Kroger and Safeway chains? Like its two larger compatriots, Fare &amp; Square may one day operate its own factory.\r\n\r\nCurrently using the IGA label from its supplier Bozzuto’s, Fare &amp; Square is looking to create its own line of products in certain categories. “We are going to be looking at doing small scale manufacturing ourselves,” says Bill Clark, president and executive director of Philabundance, the Philadelphia-based food bank that operates the store. “We have already trademarked a number of brands, like Community Farms and Community Kitchens.”\r\n\r\nClark says it is getting increasingly difficult for food banks to source staples, like rice and dry beans. “We are starting to do is buy rice and beans in large 2,000-pound bins and use our staff and volunteers to pack them off into one-pound bags as a way to drive down costs,” he says.\r\n\r\nIn addition to repackaging staples like rice, Clark sees Philabundance one day getting into more detailed manufacturing. “Frozen pizza is a big item in any inner city market,” he says. “Why would I want to go and buy frozen pizza from another state when I could make it and put another 20 people to work? And because we are a food bank, we can make the frozen pizza nutritious and still keep our costs low,” he says.\r\n\r\nRead more: http://www.groceryheadquarters.com/2014/01/chesters-little-gem/', 'Chester\'s little gem', '', 'publish', 'open', 'open', '', 'chesters-little-gem', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/chesters-little-gem', 0, 'thinking', '', 0),
(1970, 4, '2014-06-17 15:16:31', '2014-06-17 15:16:31', '<em>Morocco’s pioneering duty free store operator will continue renovation of its Mohammed V International Airport stores through later this year</em>\r\nCBX, the New York-based brand agency and retail design consultancy, has completed the initial phases of design work on duty free stores operated by IDFS at Casablanca’s Mohammed V International Airport (CMN). IDFS, Morocco’s first duty free store company, maintains 926 square meters (9,967 square feet) of selling space divided among a trio of stores at the country’s busiest international airport.\r\n\r\nWhile IDFS remains the dominant duty free operator in Morocco with a total of 10 shops at all major airports, competitors have entered the market with new locations. To best serve its loyal and growing clientele of discriminating international travelers, the 25-year-old company turned to CBX to strategically reposition its stores and to establish new identity standards, including a new logo that, while heavy in Moroccan influence, has been modernized and thus sets a differentiated tone for the new shops.\r\n\r\n“IDFS has embarked on a considerable strategic new store and remodeling program aimed at creating memorable environments,” noted store designer Joseph Bona, president of branded environments at CBX. “They wanted to redefine the brand to be more in tune with the high-end specialty stores that its well-traveled customers shop across the globe.”\r\n\r\nThe fast-track project, begun last July, required a world-class design to increase store shopability as well as a smart and flexible fixturing system to handle a variety of merchandise from tobacco products, wines and spirits, to watches, handbags, cosmetics and fragrances. The first phase was completed earlier this year with the unveiling of a new, 162-square-meter (1,743-square-foot) wall shop featuring fragrances (Tom Ford, Bulgari, Hermes, Lacoste &amp; Marc Jacobs) as well as confectionery and gifts.\r\n\r\nInspired by Moroccan architecture most recognized by its royal arches, CBX created a series of “Riads”—a traditional Moroccan residential design featuring an interior garden or courtyard – rendered in a modern way. The firm’s design scheme references the layout of a classic Riad and further delineates merchandise categories and assists wayfinding with stylized silhouettes, pylons and forms within the shop’s open plan. The plan further employs vertical breaks to create segmented shops to best highlight each merchandise category. Customer journeys through the space are facilitated by overhead departmental signage and internally lit tower fixtures clearly marked with designer brand logos. Abundant LED ambient light punctuated with softly luminous ceiling-hung pendants enhances the welcoming effect. Underfoot, the ever-changing Moroccan desert inspired a circulation path which features flooring transitions from dark tile to lighter colored ones. To further reflect the country’s rich culture and natural beauty, an indigenous color palette featuring shades of rich ivory with sea- and sky-inspired blues is combined with classic Moroccan graphical design motifs.\r\n“We wanted travelers to have a lasting impression of Morocco as they were leaving the country,” Bona explained. “By recalling the country’s traditional architecture along with its luxurious natural palette in a modern way within IDFS stores, we believe we’ve accomplished that objective while also reinforcing IDFS’ position as Morocco’s leading travel retailer.”\r\n\r\nThe second phase of the project was completed in May with a remodeled and expanded wall shop, which is being tied to a celebration of the company’s 25th anniversary. This 330-square-meter (3,552-square-foot) shop is devoted to an expanded selection of prestige fragrances and cosmetics (Chanel, Clarins, Dior, Givenchy, Guerlain, YSL and more) as well as confectionery (Ferrero Rocher, Lindt, Toblerone, Cadbury, and Kinder), cigarettes (Marlboro, Winston, Camel, Vogue, and others), cigars, liquors, wines and gifts.\r\n\r\nMeanwhile, design work is underway for the renovation of IDFS’ 434-square-meter (4,672-square-foot) inline shop featuring handbags, sunglasses, watches, apparel and giftware from such brands as Bulgari, Dolce &amp; Gabbana, Lacoste, Longchamp and Swarovski—a number of which are exclusive to IDFS in Morocco’s airport retail market. This third location at CMN is expected to be completed later this year.\r\n\r\nIDFS’ latest strategic design initiatives is led by Executive Vice President Christopher Tantoco, who grew up in the business under the mentorship of his grandparents and IDFS founders Bienvenido Tantoco, Sr. and his late wife, Gliceria Tantoco.\r\n\r\n“We have made significant investments in the improvement of our stores.  To strengthen our position in Morocco’s competitive duty free industry, we commissioned specialists CBX and New Store Europe to execute the major transformation of our brand through our flagship store in Casablanca,” said Christopher Tantoco. “We wanted to differentiate ourselves from our competitor by adding local flavor to our shops and create an environment that will maximize dwell time, customer flow, and properly present each brands’ products creating a memorable shopping experience. I am very excited as this is only the first step to the robust future of IDFS.   Through this project, we have further strengthened our claim of being the ‘Last good buy before you fly!’”\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.moodiereport.com/document.php?c_id=39&amp;doc_id=39783\" target=\"_blank\"><em>The Moodie Report</em></a>\r\n<a href=\"http://finance.yahoo.com/news/cbx-completes-initial-phases-multi-133000759.html\" target=\"_blank\"><em>Yahoo Finance UK</em></a>\r\n<a href=\"http://www.airport-world.com/home/general-news/item/4073-duty-free-stores-at-casablanca-gateway-to-be-revamped\" target=\"_blank\"><em>Airport World</em></a>\r\n<a href=\"http://vmsd.com/content/cbx-completes-initial-stages-multi-store-projects-idfs\" target=\"_blank\"><em>VMSD</em></a>\r\n<a href=\"www.retailcustomerexperience.com/photos/moroccos-first-duty-free-stores-get-a-new-look/\" target=\"_blank\"><em>Retail Customer Experience</em></a>\r\n<a href=\"http://www.dutyfreemagazine.ca/gulf-africa/industry-news/operator-news/2014/06/12/moroccos-idfs-finishes-its-phase-of-design-work-with-new-york-based-cbx/#.U6H_uI1dVz8\" target=\"_blank\"><em>Duty Free Magazine</em></a>', 'CBX Completes Initial Phases of Multi Store Projects for IDFS', '', 'publish', 'open', 'open', '', 'cbx-completes-initial-phases-of-multi-store-projects-for-idfs', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-completes-initial-phases-of-multi-store-projects-for-idfs', 0, 'thinking', '', 0),
(1971, 0, '2018-09-27 16:52:48', '2018-09-27 16:52:48', '', 'SHINSEGAE2_womens1', '', 'inherit', 'open', 'closed', '', 'shinsegae2_womens1', '', '', '2018-09-27 16:52:48', '2018-09-27 16:52:48', '', 1623, 'http://cbx.cappendev.com/app/uploads/2018/09/SHINSEGAE2_womens1.jpg', 0, 'attachment', 'image/jpeg', 0),
(1972, 4, '2014-06-18 15:25:52', '2014-06-18 15:25:52', '<strong>Mom is no longer the only consumer shopping the retail aisle. Changing consumer demographics mean brand owners must rethink their packaging to hit a new bull’s-eye.</strong>\r\nNot long ago, it seemed that supermarkets were designed to speak to one audience, and one audience alone: Mothers. Nearly every product in every aisle was designed for Mom and her family. But today, it’s not all about Mom. Consumers are changing and so are brands. There are new generations, new behaviors, new attitudes, and ultimately new target audiences to consider\r\n\r\nSuccessful brands are finding unique ways to reach and attract new consumers to their brand. That often means shifting a brand’s focus away from the traditional bread-and-butter audience, toward another audience that could generate a new revenue stream. This is more than thinking out-of-the-box; this is creating a new box altogether, and it is the way that industry leaders have managed to stay on top of the competition in an age when competition is fierce.\r\n\r\n<strong>Rethinking gender stereotypes</strong>\r\nOne exciting example of this kind of retargeting is the proliferation of playthings and weaponry targeting young girls. Toy companies such as Hasbro, and Zing have retargeted their typically male audiences after the popularity in recent years of fighting-centric female heroines in movies such as The Hunger Games, Divergent, and Brave, and are now creating weaponry and action figures specifically for young girls.\r\n\r\nWhile it is extremely welcome to see such a shifting of gender stereotypes, especially in a category known for gender socialization, these products—which include bows and arrows, shooters, and action figures—are still luring their audience with “girlie” colors like pink and purple, and patterns including hearts, stars, and animal prints. Nerf’s Rebelle line of weapons skillfully incorporates “belle” into its name; another company’s “action shooter” shoots marshmallows. While this may make feminist mothers cringe, the truth is, these toy companies are aware of a new female archetype that is emerging for today’s young girl, one who can be both tough and aggressive yet also feminine and demure. The Hunger Games’ Katniss Everdeen perfectly embodies this dichotomy, and so do thousands of young women who worship her across the country.\r\n\r\nWhile a rise in female pop culture heroines has brought about new types of toy products, the feminine hygiene category had a different challenge: How do you attract younger consumers to your brand who perceive it to be dated and old-fashioned? Brands like U by Kotex* revolutionized the category by moving away from the demure messaging and understated, pastel packaging that was typical of the category in previous decades, and instead targeting a new generation—Millennials—with bold graphics, black packaging, and down-to-earth, honest messaging. These were not your mother’s tampons; in fact, U by Kotex* offers special, limited-edition tin cases that you actually want to show off inside your bag, rather than hiding them in embarrassment\r\n\r\nRemember the day when metrosexual was a new idea? Today, the beauty industry has recognized that men who care about the way they look are just…men who care about the way they look, which accounts for the majority of men today. Brands like Dove and Nivea have identified a new target in men, and acknowledge that yes, they are just as interested in hair care, skin care, and shaving as women are. This is more than Dove going after men with gray packaging and adding the word “Men” to the brand name; this is about a shifting point of view in sexuality and gender stereotypes, just as it is with girls and weaponry. The fact that nearly every skin-care and hair-care company is going after this audience leads you to wonder: When is Cover Girl going to come out with Cover Boy?\r\n\r\n<strong>Seize the moment</strong>\r\nThese brands are examples of how to successfully expand your audience and reach new consumers. Every single demographic—Millennials, Gen Xers, Baby Boomers, toddlers, at-home dads, and so on—has considerable purchasing power. So how can your brand seize this moment and continue to grow with these consumers?\r\n1. Rethink your audience.\r\n2. Think outside the box.\r\n3. Be daring.\r\n4. Have fun.\r\n\r\nIf you do, you may just hit the bull’s-eye like Katniss Everdeen—and possibly start a (brand) revolution of your very own.\r\n\r\nRead more: <a href=\"http://www.packworld.com/package-design/strategy/ready-reaim-fire-targeting-new-audiences-through-package-design\" target=\"_blank\">www.packworld.com/package-design/strategy/ready-reaim-fire-targeting-new-audiences-through-package-design</a>\r\n\r\n&nbsp;', 'Ready, (Re)aim, Fire: Targeting New Audiences Through Package Design', '', 'publish', 'open', 'open', '', 'ready-reaim-fire-targeting-new-audiences-through-package-design', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/ready-reaim-fire-targeting-new-audiences-through-package-design', 0, 'thinking', '', 0),
(1973, 4, '2014-06-17 15:48:21', '2014-06-17 15:48:21', 'CBX has appointed Anthony Simon as Group Director of its branded environments team.\r\nThe retail and restaurant design industry veteran brings more than 20 years of experience to CBX, where he will provide creative leadership, oversee process and operations, as well as drive business development efforts. He reports to Joseph Bona, President, CBX Branded Environments\r\n\r\nSimon joined CBX from TPG Architecture, an architecture and design firm in New York City, where, as Design Director, he was a responsible for business development, direction and management of design concepts and staff, and account relationships. His key accounts included Perry Ellis, Original Penguin, Crocs, Adidas, Charming Charlie, HTC, RXR and The Empire State Building.\r\n\r\nPrior to his time at TPG, Simon developed a rich background in project and studio management, creative direction, and relationship building at New York design firms 212 Design Inc. and TSC Design Associates. His key accounts at those firms included Starbucks, Heineken, T Anthony Luggage, Dylans Candy Bar, Quiksilver, Payless, Revel Beach &amp; Nightclub, Sean John, L\'Occitane, and numerous independent restaurants. Earlier in his career, he was a project manager with L\'Oreal USA\'s Lancôme store planning division.\r\n\r\nA resident of Maplewood, N.J., Simon studied at the Pratt Institute School of Architecture, Brooklyn.\r\n\r\n\"Anthony brings a diverse perspective to CBX. He has an impressive background and has worked with a broad spectrum of specialty retail and restaurant clients,\" said Bona. \"We look forward to his leadership and creative contributions to our team.\"\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://vmsd.com/content/cbx-appoints-retail-veteran-branded-environments-team\" target=\"_blank\">VMSD</a>\r\n<a href=\"http://www.chainstoreage.com/article/cbx-names-group-director-branded-environments?ad=news\" target=\"_blank\">Chain Store Age</a>\r\n<a href=\"http://www.rew-online.com/2014/07/10/whos-news-ray-kenny-named-special-projects-manager-at-pb-spector-hires-five-new-architects/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+RealEstateWeekly+%28Real+Estate+Weekly%29\" target=\"_blank\">REW</a>\r\n<a href=\"http://www.designretailonline.com/displayanddesignideas/industry-news/CBX-Appoints-Retail--11856.shtml\" target=\"_blank\">design:retail</a>', 'CBX Appoints Retail Veteran to Branded Environments Team', '', 'publish', 'open', 'open', '', 'cbx-appoints-retail-veteran-to-branded-environments-team', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-appoints-retail-veteran-to-branded-environments-team', 0, 'thinking', '', 0),
(1974, 4, '2014-07-02 16:20:50', '2014-07-02 16:20:50', '<a href=\"http://www.raybernfoods.com/\" target=\"_blank\">Raybern\'s®,</a> the company behind the #1 U.S. selling Philly Cheesesteak sandwich (Source: Nielsen xAOC ending June 7, 2014), stands out in the frozen food cases more than ever thanks to a newly completed packaging graphic redesign by leading global brand agency <a href=\"http://www.cbx.com/\" target=\"_blank\">CBX</a>.\r\n\"Raybern\'s has provided families with delicious, and convenient sandwiches, snacks and appetizers for more than 30 years and is famous for inventing the frozen deli sandwich,\" said Rob Leibowitz, CEO, Raybern Foods. \"Consumers consistently describe our handcrafted sandwiches as hearty and delicious. The goal of our partnership with CBX and this graphic redesign project was to ensure that our exceptional product delivery and consumer experience were significantly more visually apparent and appealing at shelf.\"\r\n\r\n\"Elements of the redesign included a new graphics system and typography, a strong focus on mouth-watering food photography, as well as messaging that emphasizes the handcrafted nature of the company\'s sandwiches,\" noted CBX Chief Creative Officer, Rick Barrack.\r\n\r\nCreated by the company\'s founder more than 30 years ago, Raybern\'s original bread recipe delivers a deli-soft roll after just 90 seconds in the microwave. To this day, the bread is baked daily onsite and is one of the key components of the sandwiches. The meats are artisanally seasoned, cooked and sliced deli thin. To complete the authentic experience, the sandwiches are handcrafted and individually wrapped in butcher paper. \"New customers were often surprised at just how great the sandwiches actually tasted,\" said Barrack. \"Meanwhile, the old packaging design was functional, but lacked true stand-out appetite appeal. The graphics system was also a bit fragmented at shelf.\"\r\n\r\nCBX\'s redesign focused on clarity and consistency as well as the artistic and emotive side of the Hayward, Calif.-based brand. \"We reorganized the packaging information and added more romance and food appeal to convey the satisfying and satiating experience of these artisanal products,\" Barrack explained. \"For example, we used parchment paper for the backdrop, with the sandwich beautifully photographed along with \'perfectly imperfect\' nuances such as crumbing on the surface.\" The branding firm\'s introduction of classic typographical elements also helped increase shelf presence and enhance the overall impression.\r\n\r\nAt a time when more consumers put high value on authenticity, the CBX team felt it made good sense to better articulate Raybern\'s authentic story. \"That\'s why you\'ll see the term \'handcrafted\' more prominently on the new packaging,\" Barrack said. \"We wanted to move toward something that felt more authentic, real and genuine.\"\r\n\r\nToday, Raybern\'s continues to support its best-selling items as well as introducing new sandwiches, snacks and appetizer varieties to best satisfy America\'s ever-evolving tastes and preferences. \"This strategy is sure to appeal to current fans and win new customers,\" said Barrack. \"By offering more \'pop\' at shelf, the comprehensive redesign will no doubt contribute to these efforts by increasing product trial.\" Raybern\'s sandwiches are found in the freezer and deli sections of retailers including Walmart, Costco, Sam\'s Club, Smart &amp; Final, HEB, ShopRite, Ahold, BI-LO, Lucky\'s, Savemart, Raley\'s, Wakefern, Carrs-Safeway, Randalls, Tom Thumb and select Safeway locations.\r\n\r\n<strong>About Raybern Foods:</strong>\r\nRaybern\'s is a 30-year-old family founded company that hand crafts millions of sandwiches every month. Available in deli and freezer sections at retailers nationwide, Raybern\'s sandwiches include the #1 selling Philly Cheesesteak sandwich in the U.S. (Source: Nielsen xAOC ending June 7, 2014). Raybern\'s invented the frozen deli sandwich, using top quality meats, delicious sauces and hearty cheeses and a unique bread recipe that cooks up \'bakery soft\' after just 90 seconds in the microwave. Learn more at <a href=\"http://rayberns.com/\" target=\"_blank\">www.Rayberns.com</a> or <a href=\"https://sg.finance.yahoo.com/news/tasty-look-rayberns-r-thanks-133000177.html\" target=\"_blank\">www.facebook.com/Rayberns.</a>\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://finance.yahoo.com/news/tasty-look-rayberns-r-thanks-133000177.html\" target=\"_blank\">Yahoo Biz</a>\r\n<a href=\"http://finance.boston.com/boston/news/read/27595404/A_Tasty_New_Look_for_Raybern%27s\" target=\"_blank\">Boston.com</a>\r\n<a href=\"http://www.packworld.com/package-design/redesign/graphic-redesign-philly-cheesesteak-focuses-authenticity\" target=\"_blank\">Packaging World</a>\r\n<a href=\"http://www.foodandbeveragepackaging.com/articles/87223-re-branding-improves-shelf-appeal-of-handcrafted-heat-and-serve-sandwiches\" target=\"_blank\">Food &amp; Beverage Packaging</a>\r\n<a href=\"http://www.brandpackaging.com/articles/print/84857-rayberns-sandwiches-get-graphic-redesign\" target=\"_blank\">Brandpackaging</a>', 'A Tasty New Look for Raybern\'s', '', 'publish', 'open', 'open', '', 'a-tasty-new-look-for-raybernsr-thanks-to-packaging-redesign-by-cbx', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/a-tasty-new-look-for-raybernsr-thanks-to-packaging-redesign-by-cbx', 0, 'thinking', '', 0),
(1975, 4, '2014-06-10 16:52:05', '2014-06-10 16:52:05', 'It\'s widely believed that men are faster, more time- efficient shoppers than women and that unlike their female counterparts, they don\'t like to linger in stores but instead prefer to find an item, buy it and get in and out as quickly as possible. But with the arrival of department store Saks Fifth Avenue\'s new men\'s standalone lifestyle concept The Fifth Man at its historic Beverly Hills location, that gender-based retail truism may soon be turned on its ear.\r\nOpened in February 2014 and short for \"The Saks Fifth Avenue Man,\" the renovated and renamed Fifth Man space covers 6,000 sq. feet (557 sq. meters) and features three key highlights: a downstairs premium denim bar that is adjoined by an actual bar in an area called D-Bar, a shoe shop that is among the biggest for men on the West Coast and designer shop-in-shops and a prototype space dedicated to the store\'s in-house Saks Fifth Avenue Men\'s Collection on the main floor.\r\n\r\nThe denim-and-drinks D-Bar concept was designed by the California-based architectural firm Marmot Radziner and feature a lounge area with a custom-made pool table, a street-art mural by artist Karl Clay and walls covered in boardwalk wood. An onsite John Allan\'s Salon offers customers both grooming services and beverages.\r\nThe adjoining denim bar\'s product assortment is a virtual who\'s who of the top premium denim brands and includes AG, Diesel, DL 1961, Joe\'s, Hudson, Nudie, PRPS, Rag &amp; Bone, 7 for All Mankind, A.P.C. and True Religion. Also featured are a revolving selection of up-and coming jeans brands such as Diana Keinejad, Baldwin and BLK Denim. \"Customers are very impressed with the product offered and people really seem to like the underground vibe,\" says Amber Ayala, fashion and public relations coordinator for the Beverly Hills location, about the overall reaction to the new space.\r\n\r\nUpstairs, the new Shoes On the Main Floor area features more than 600 styles divided across three sections. The first is for classic brands such as Salvatore Ferragamo and Rosetti, the second includes designer footwear from the likes of Gucci, Prada and Dior while the third, the contemporary area, has names such as Paul Smith, Viktor &amp; Rolf and Marc Jacobs. Newly added brands to Shoes on the Main Floor include Del Toro, Martin Margiela and Pirelli, among others.\r\n\r\nElsewhere on the floor is the latest prototype shop for the store\'s in-house men\'s collection, an assortment Saks has been putting special emphasis on of late. New York-based design and architecture firm CBX created this area. It features exposed ceilings and white oak flooring. According Ayala, The Fifth Man concept, which reties heavily on art installations and residential-style furniture that welcomes guys to stay awhile, will be carried over to other Saks locations and has already been implemented at its Chicago store. \"Through these innovative renovations, Saks is thrilled to offer our customers exciting new lifestyle shopping experiences,\" adds Tom Ott, senior vice president and GMM for men\'s, home and gifts at Saks Fifth Avenue. \"0-Bar and the men\'s shoe salon in particular are sure to become iconic West Coast shopping destinations.\"\r\n\r\nSource: <a href=\"http://www.sportswearnet.com/epaper/32/flipviewerxpress.html\" target=\"_blank\">Sportswear International, Issue #261, Page 44 - Jul/Aug 2014</a>\r\n\r\n&nbsp;', '﻿For The Boys Saks Fifth Avenue Rolls Out Its New Men\'s Store Concept In Beverly Hills', '', 'publish', 'open', 'open', '', '%ef%bb%bffor-the-boys-saks-fifth-avenue-rolls-out-its-new-mens-store-concept-in-beverly-hills', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/%ef%bb%bffor-the-boys-saks-fifth-avenue-rolls-out-its-new-mens-store-concept-in-beverly-hills', 0, 'thinking', '', 0),
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(1977, 4, '2014-06-01 19:47:45', '2014-06-01 19:47:45', '<strong>Design firm brings California cool to a legacy brand</strong>\r\n\"Orange is orange is orange is orange.\" That was the challenge design firm CBX faced last year when it was tasked with giving the Sunkist soda brand a redesign. \"Unlike the stalwarts of Coke and Pepsi, or even specific flavors like Dr Pepper ... the three orange [soft-drink] players are perceived as similar,\" says Satoru Wakeshima, general manager at New York-based CBX.\r\n\r\nCBX had to take its client Dr Pepper Snapple Group\'s venerable Sunkist brand and elevate it above all other orange sodas. In order to do that, says Wakeshima, \"you need to give people a reason to believe.\"\r\n\r\nThe brand\'s heritage stems from the original Sunkist fruit growers. And a certain segment of the population still has a nostalgic fondness for that brand legacy. But that\'s not whom the company was targeting.\r\n\r\n\"How can we make people fall in love with Sunkist again? How do we make it relevant to a younger audience?\" says Wakeshima. \"How can we get them to really feel like this is a brand that is relevant attitudinally?\"\r\n\r\nTo help get inspired, CBX designers decked out their studio war room in California \"beach chic.\" Real sand was poured on the floors. Beach scenes and sunsets covered the windows. Beach balls, surfboards, beach chairs and towels were thrown across the tables. The result of all that method design is a bright, sunny, mouthwatering representation of the California sunshine. \"There\'s an appeal to that kind of California cool attitude that is laid-back, easygoing, but still has a lot of energy,\" Wakeshima says. \"That\'s very, very relevant to a millennial market. The personality of the brand is radiant, driven and optimistic.\"\r\n<p style=\"text-align: left;\"><img class=\"wp-image-8307 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/07/Sunkist2.jpg\" alt=\"Sunkist2\" width=\"619\" height=\"541\" /></p>\r\n<p style=\"text-align: left;\">Source: CSP, Issue: May June 2014 - Page 104</p>\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;', 'Putting the Sun Back in Sunkist', '', 'publish', 'open', 'open', '', 'putting-the-sun-back-in-sunkist', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/putting-the-sun-back-in-sunkist', 0, 'thinking', '', 0),
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(1979, 4, '2014-07-22 14:33:26', '2014-07-22 14:33:26', 'Vacation rental service Airbnb unveiled a new logo last week that generated a wave of criticism for its design. Some likened it to a triangular paperclip or, even more crudely, to certain female anatomy. But the company still stands by the logo, which it calls Bélo and says represents belonging. “It’s a symbol for people who want to welcome into their home new experiences, new cultures, and new conversations,” Airbnb said on its blog. Well, maybe if you squint.\r\nAs to be expected, branding experts aren’t exactly thrilled by the design. Their verdict: Why futz with something that seemed to work just fine.\r\n<p style=\"text-align: justify;\">“My issue is that the original logo was pretty good to begin with,” said Rick Barrack, chief creative officer at CBX, a brand agency.</p>\r\nAirbnb’s prior logo – the company’s name in light blue lettering – was simple and something that more start-ups should do, he said. It communicated the brand and stuck in the mind of its users. Despite backlash, Barrack said that Airbnb should now stay the course. “The outrage will go away very quickly,” he predicted.\r\n\r\nAgainst the backdrop of Airbnb’s logo Fortune is exploring other examples of corporate branding that – at least according to popular opinion – missed the mark. Here are a few examples.\r\n\r\n&nbsp;\r\n\r\n<strong> </strong>\r\n<p style=\"text-align: justify;\"><img class=\"size-full wp-image-8347\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/07/new-logos-tropicana.jpg\" alt=\"new-logos-tropicana\" width=\"545\" height=\"317\" />\r\n<strong>Tropicana</strong></p>\r\n<p style=\"text-align: justify;\"><em>Date released: 2009</em>\r\n<em> Lifespan: Nearly two months</em></p>\r\nThe Pepsico-owned juices PEP -0.51% , which claims to deliver \"100% pure squeezed Florida sunshine\" to its customers, had somewhat of a cloudy day branding-wise five years ago when it introduced new packaging. The company replaced its iconic logo - an orange-with-a-straw-stuck-in-it - in favor of a glass filled with juice. The backlash was fierce: Sales by Tropicana rivals increased, while its own fell 20%, according to AdvertisingAge. A little over a month later, it switched back to its previous design.\r\n\r\n&nbsp;\r\n<p style=\"text-align: justify;\"><img class=\"size-full wp-image-8348\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/07/new-logos-gap.jpg\" alt=\"new-logos-gap\" width=\"545\" height=\"317\" />\r\n<strong>Gap</strong></p>\r\n<p style=\"text-align: justify;\"><em>Date released: 2010</em>\r\n<em> Lifespan: A week</em></p>\r\nClothing store Gap GPS 0.41% tried to recast its image from \"classic, American design to modern, sexy, cool,\" a company spokesperson said at the time. That ended in failure, however. The retail store has always been known for the elegant and elongated letters of its font. But it switched to lowercase black letters with an awkwardly placed blue box atop the letter.\r\n\r\nIn reaction to the outcry, the company used Facebook to solicit its customers for advice. \"We know this logo created a lot of buzz and we’re thrilled to see passionate debates unfolding!” the company wrote. \"So much so we’re asking you to share your designs. We love our version, but we’d like to see other ideas.\" The call for help didn\'t amount to much and the company later returned to its \"classic\" roots.\r\n<p style=\"text-align: justify;\"><img class=\"size-full wp-image-8349\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/07/new-logos-jc-penney.jpg\" alt=\"new-logos-jc-penney\" width=\"545\" height=\"317\" />\r\n<strong>JCPenney</strong></p>\r\n<p style=\"text-align: justify;\"><em>Date released: 2012</em>\r\n<em> Lifespan: A year</em></p>\r\nFor JCPenney JCP -0.35% , the logo woes were many. In fact, the company switched up its design every year for four years. In 2011, it threw out its classic logo for another featuring lower case letters and a red box. It then held a competition for a new design. The winner? A lowercase \"jcp\" in a blue box, bordered by a bigger red box. The tweak didn\'t make customers happy, however, and they changed the design back a year later (having also changed the logo a year before that in 2011). Of course, all these redesigns came as the company stumbled financially, capped by a $550 million loss in the fourth quarter of 2012.\r\n<p style=\"text-align: justify;\"><img class=\"size-full wp-image-8350\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/07/new-logos-starbucks.jpg\" alt=\"new-logos-starbucks\" width=\"545\" height=\"317\" />\r\n<strong>Starbucks</strong></p>\r\n<p style=\"text-align: justify;\"><em>Date released: 2011</em>\r\n<em> Lifetime: Still alive</em></p>\r\nStarbucks SBUX 1.13% switched its logo to something simpler to celebrate its 40th anniversary. The company added a lot of green to the design and removed the \"Starbucks Coffee\" phrase that had wrapped around the company\'s signature symbol - a siren. CEO Howard Kurtz said that the mascot had \"been through it all\" over the last four decades, and needed a \"small but meaningful update.\" Reactions were initially mixed, although the criticism has since died down.\r\n\r\n&nbsp;\r\n\r\nRead more: <a href=\"http://fortune.com/2014/07/21/branding-gone-wrong-when-bad-logos-strike-back/\" target=\"_blank\">http://fortune.com/2014/07/21/branding-gone-wrong-when-bad-logos-strike-back/</a>', 'Branding gone wrong: When bad logos strike back', '', 'publish', 'open', 'open', '', 'branding-gone-wrong-when-bad-logos-strike-back', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/branding-gone-wrong-when-bad-logos-strike-back', 0, 'thinking', '', 0),
(1980, 4, '2014-07-22 15:25:28', '2014-07-22 15:25:28', '<a href=\"https://www.columbiacrest.com/\" target=\"_blank\">Columbia Crest’</a>s Grand Estate line of wines is a best-seller at <a href=\"http://www.krestonwines.com/\" target=\"_blank\">Kreston Wine &amp; Spirits</a>, but owner Bob Kreston did a double take when a shipment arrived not that long ago. “I thought it was a mis-shipment,” recalls Kreston, who owns two full-service stores in Dover, Delaware. “I was ready to send it back, tell them I hadn’t ordered that. And if I was confused… I had customers coming up to me to ask why we had stopped carrying Columbia Crest.”\r\nThe new Grand Estate label, with its shield shape, clean lines and dominant “C,” was night-to-day from the old one. “Sometimes I wonder,” says Kreston, “why they need to fix something that isn’t broken.”\r\n\r\nThat’s a question that more and more retailers are asking—more and more often. It may be that a brand that has fallen out of favor, or they may be aiming at a different demographic target. Some suppliers make small changes to their labels regularly, as part of an overall marketing plan. While the motivations may be diverse, the packaging adjustments can add up—and it’s retailers who wind up having to deal with it.\r\n\r\nIn fact, say a number of branding and marketing experts, this re-jiggering is likely to continue apace. Producers (and not just the multinationals) are bigger, have deeper pockets, and are better able to revise their brands when they see a need. Also, as the number of wine SKUs, which may be high as 15,000, continues to grow, producers large and small will keep striving to stand out from the pack.\r\n\r\n<strong>Three-Tier Effect</strong>\r\n\r\nLabel tweaks are generally more common than wholesale changes, notes Courtney Holmes of <a href=\"http://www.talkissheepmarketing.com/\" target=\"_blank\">Talk is Sheep Marketing</a> in Sacramento: “The goal is to shake the brands up, and sometimes they achieve the objective, but some don’t. But when they confuse the buyers, they’re not helping themselves.”\r\n\r\nA wine’s label is its identity, and in a category where consumers are often faced with a literal wall of wine, many shoppers are more likely to remember the label rather than the name of the product (or recognize). Says Chris Battista, who owns the 7,500-square-foot <a href=\"http://www.ledgebrookwines.com/\" target=\"_blank\">Ledgebrook Spirit Shop</a> in Winsted, CT, “A decent amount of consumers, they don’t know a lot about wine, but the label will catch them up to what they’ve bought in the past.”\r\n\r\nScott Stern, of the CBX marketing consultancy in New York City, who has worked with drinks companies Allied Domecq, Miller Brands, LVMH and Gallo, points out that wine makeovers are a special case. With typical consumer goods, the consumer is the primary target audience for the new label. In wine, though, thanks to the three-tier distribution system, a new label first has to appeal to the distributor, says Stern, and the retailer almost as much as the distributor.\r\n\r\n“The distributor has to buy in to what’s going on. They have to be excited about what’s happening,” says Stern. “Otherwise, they don’t have any motivation about the new label.”\r\n\r\nCarmen Castaldi, senior vice president of sales and marketing at <a href=\"https://www.rodneystrong.com/#age-verify\" target=\"_blank\">Rodney Strong Wine Estates</a> in Healdsburg, CA, says “distributor fatigue” is an ongoing concern for suppliers. “And it’s a vicious circle,” he adds. “They have so many SKUs that they’re cutting them, so when someone says, ‘Sell our wine,’ they need a good, compelling reason to do so.”\r\n\r\nHence, the pressure to re-jigger a product to earn the attention of the distributor, who then, at least in theory, transfers enthusiasm for the new look to the retailer. Unfortunately, word of Columbia Crest’s new label never made it to Bob Kreston before the first case of “C” wine arrived.\r\n\r\nRetailers, to their credit, say they understand much of what is going on and why it is happening. But they still have concerns—not only for themselves, but for their customers.\r\n\r\n“Some brands may need a boost,” says Megan Shervin, a partner in the 5,400-square-foot <a href=\"http://www.wineliquorbeer.com/\" target=\"_blank\">The Liquor Store</a> in Jackson Hole, Wyoming. “Normally, when someone changes a label, they’re changing the face of their brand. So they wouldn’t go to all that trouble unless they really needed to. But it’s scary when they do it. We changed the store’s logo after 29 years, and I know how much trouble that was.”\r\n\r\nCBX’s Stern cautions that brands who leave retailers out of the makeover process risk having their wine suffer as a result. Understandably, Kreston wonders why brands publicize their changes to the media and distributors, so why not at the retail front line, with straightforward POS material? “I’ve always thought a case card with the two labels—what it was and what it is—would help people recognize the new label,” he says.\r\n\r\nChris Battista, in Connecticut, shares Kreston’s frustration: “I’m seeing new products almost weekly,” says Battista. “The distributors are choked up. Is this a new wine, or the same juice with a new label?”\r\n\r\nIt’s surprising that suppliers don’t consistently make a more concerted effort to pre-publicize a label change. Because the whole idea of a re-jiggered label is to sell more wine. And retailers, distributors and suppliers all like the idea of that.\r\n\r\n&nbsp;\r\n\r\nRead more: <a href=\"http://www.beveragemedia.com/index.php/2014/07/the-revolving-door-of-wine-labels/\" target=\"_blank\">http://www.beveragemedia.com/index.php/2014/07/the-revolving-door-of-wine-labels/</a>', 'The Revolving Door of Wine Labels', '', 'publish', 'open', 'open', '', 'the-revolving-door-of-wine-labels', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/the-revolving-door-of-wine-labels', 0, 'thinking', '', 0),
(1981, 4, '2014-07-23 16:48:01', '2014-07-23 16:48:01', '<strong>With Its New Brand-Consistent Graphics, Logo and Voice, the Twin Cities Nonprofit Is Better Able to Serve Homeless Youth, Executive Director Says</strong>\r\nWith the help of leading brand agency CBX, the Twin Cities nonprofit YouthLink has undergone the type of rebranding project normally reserved for savvy commercial clients such as General Mills, Best Buy or ConAgra.\r\n\r\n\"Already, the changes are helping YouthLink better serve homeless youth in the Twin Cities,\" said Dr. Heather Huseby, YouthLink\'s Executive Director. \"Our brand now stands out and is consistent and unique, which has helped us better communicate with clients, the media, other nonprofits and our donors and volunteers. CBX has helped us learn how to tell our story, and that can actually help us save lives.\"\r\n\r\nWinner of \"Nonprofit of the Year\" in 2013, YouthLink is known for its effort to empower homeless or otherwise disadvantaged youth from the Minneapolis-St. Paul region. Despite having a strong purpose, \"the brand was inconsistent and lacked a common visual and verbal voice across various communication channels prior to the branding exercise,\" said Nancy Brown, Managing Partner of CBX\'s Minneapolis office. The purpose of the redesign was to solve this problem by creating a new logo and unifying YouthLink\'s graphics, voice and messaging.\r\n\r\n\"Either you take a conscious approach to telling your story, or your story gets lost amid a sea of competing messages,\" Brown explained. \"In the commercial marketplace, having an inconsistent brand message is a major hindrance to clear communication with your intended audience. Smart nonprofits know this is true in their space as well.\"\r\n\r\nDuring the research phase of the project, CBX brand experts encouraged the whole organization to engage in a dialog about YouthLink\'s mission and messaging. This in turn helped guide and shape the rebranding effort, Dr. Huseby noted. \"It led to thoughtful conversations throughout our organization, including among the youth themselves,\" she said. \"Every nonprofit should go through this kind of process. It taught us to look inside of ourselves and ask who we really are.\"\r\n\r\n<span style=\"text-decoration: underline;\">About YouthLink</span>\r\nYouthLink builds healthy relationships with youth and the community to address youths\' urgent needs so that doors of opportunity are opened to futures of empowerment, connectedness, and self-reliance. They serve as a critical resource for homeless, precariously housed and marginalized young people ages 16 to 23 by providing a safe, supportive refuge where youth can find help meeting basic needs. You can find more information at <a href=\"www.youthlinkmn.org\" target=\"_blank\">www.youthlinkmn.org</a>.', 'YouthLink Rebrands With Help From Brand Agency CBX', '', 'publish', 'open', 'open', '', 'youthlink-rebrands-with-help-from-brand-agency-cbx', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/youthlink-rebrands-with-help-from-brand-agency-cbx', 0, 'thinking', '', 0),
(1982, 4, '2014-08-01 15:06:33', '2014-08-01 15:06:33', 'By Todd Maute\r\nWhere on “The Spectrum of Love” does your private label brand live? After all, if you think about how people relate to brands, there really is quite a broad array of possibilities, from the cynical (“I couldn’t care less about that brand.”) to the quasi-mystical (“The brand and I are one.”).\r\n\r\nOn one end of this spectrum — call it the left side — you start with brands that are sadly lacking for love stories of any kind. These are brands people know about but rarely or never use. On the other side of the scale are those beloved, even iconic, brands people gladly identify with and use.\r\n\r\nUnfortunately, the ho-hum side of the spectrum happens to be where a great many private label brands reside. This includes everything from below-average product quality to meet a price point to the merely functional. The common thread is the lack of inspiration in packaging and overall product and brand vision. There is simply nothing interesting or enticing about many of these products; they elicit a “So what?” type of response from consumers.\r\n\r\nFor the most part, private label branding continues to be rooted in appeals to the price-conscious buyer, in a relationship that feels more transactional than emotional. When it comes to private label brands, one could ask, “Where’s the love?”\r\n\r\nA prerequisite is persuading retailers of the need for private label to transcend the mundane in the first place. After all, if the retailer sees its brands through the functional lens, its customers are bound to do the same. By contrast, when retailers embrace and love their brands, consumers will as well.\r\n\r\nSome might not see anything wrong with accepting private label as merely functional. However, would they actually go on the record to admit that their highest aspirations are to be followers rather than leaders? In what other competitive arena is this passive mentality considered acceptable? Imagine being a brand manager at Apple, Nike or some other national brand and saying to the c-suite execs: “Sure, people like those other products way better than ours, but our latest sales are still OK.” Cut to the scene where you head out to your car with the contents of your desk in a cardboard box.\r\n\r\nThe question, then, is how to find a way to make private label brands live in consumers’ hearts and minds?\r\n\r\nThe uninspiring part of the spectrum is about low or nonexistent expectations. Happier with a name-brand light bulb because of its aura of greater longevity, a customer nonetheless grabs a private label brand on the way out of the store; it was the first one she saw, and it might be as good as the national brand — it’s only a light bulb after all. Intent on buying some Ben &amp; Jerry’s “Karamel Sutra,” another disappointed shopper grabs a private label brand she has never heard of; they were out of Karamel Sutra, and the retailer’s brand looks kind of similar and is cheaper, to boot.\r\n\r\nMoving to the more emotionally resonant part of the spectrum, you start to find brands that people actually enjoy or even love to use. One example is Trader Joe’s, where lively atmosphere and enthusiastic customer service help make up for the shortcomings of the company’s whimsical but imperfect packaging. Nonetheless, most consumers are happy with the net effect, and the chain’s hardcore fans really do love going to Trader Joe’s and buying their products. Consider that in May, Trader Joe’s once again came out on top after Market Force Information asked 6,200 consumers to name their overall favorite grocery store.\r\n\r\nThe research firm noted in a release: “With its quirky branding, unique private label products such as Speculoos Cookie Butter and Green Tea Mints, and a constantly rotating array of merchandise, Trader Joe’s has amassed a loyal following of shoppers looking for an unconventional grocery shopping experience with a neighborhood feel. The national chain is regularly recognized for delivering a level of service and customer satisfaction that exceeds expectations.”\r\n\r\nLikewise, Amazon’s Kindle is a private label brand beloved by millions of digital bibliophiles. These on-the-go readers will never forget that first experience of, say, getting stuck with a lengthy flight delay but then, within seconds, downloading a juicy book to help them while away the hours at the airport (and it would be much easier to read, if only CNN wasn’t blaring over the TVs). Building on this initial masterstroke of innovation, Amazon has retained these customers’ loyalty by continually upgrading Kindle technology and, much to the chagrin of Amazon’s rivals, doing everything it can to corner the market on digital books.\r\n\r\nAnother example of an emotive private label brand is Duane Reade’s deLish, which scored a hit by speaking to New Yorkers in their own language (“delish” is a legitimate adjective among native New Yorkers of all stripes) and offering convenient, sophisticated food options.\r\n\r\nWith this spectrum in mind, here are few big-picture approaches that can move private label brands toward the emotional end.\r\n\r\n<strong>Embrace your  hometown and bring it to life on pack.</strong>\r\n\r\nHave you ever heard of a hyper-local restaurant? That’s a trendy way of describing a restaurant that has its own garden — onsite. In today’s marketplace, consumers are in love with all things local. If your private label narrative includes a hometown-oriented origin story or founder, consider making it a part of the package as Duane Reade has done with Skyline, which features a UPC code in the shape of the city’s famous horizon. Most retailers are regional. Why shouldn’t they make a bigger regional play with their private label?\r\n\r\n<strong>Have fun.</strong>\r\n\r\nBranding is always serious business. But this doesn’t mean your private label brands have to be prim and proper. Bright colors are no longer sufficient to pop at shelf. The wry wit of a standup comedian? That is something people don’t expect on the product aisle. Done right, humor and lightness can be a differentiator.\r\n\r\n<strong> It’s OK to be bold and beautiful.</strong>\r\n\r\nDesign matters. Consider the simple white packaging at Waitrose. This is elegance in action. When you create a new brand, the results of your approach don’t have to be measured solely in terms of sales or market share; there is also the dimension of aesthetic success and the pursuit of broader goals such as customer loyalty and long-term brand building. (Remember, too, that good design doesn’t have to be expensive. Even chains with small budgets can leverage design and shopper insights to create love affairs with their customers.) How invested are you in making sure the brand is forward-looking and relevant? Are you taking any risks? How do you want the brand to make people feel?\r\n\r\nIndeed, many retailers would do well to think more about the role of emotion and personality. Find out not just how much money your core customers want to spend, but also learn what kind of statements they want to make about themselves. Study what makes them laugh or causes them to roll their eyes. If something about the product is awkward or embarrassing — maybe it’s in the hygiene or cleaning category — would trying to hide this aspect of the product really work? Or, would it be better to “keep it real” by taking the unconventional route in a way that causes your consumers to smile or even laugh?\r\n\r\nCan every private label brand move up the spectrum? No doubt. There is clearly a huge amount of room for private brands to bolster their emotional appeal. If you ignore the emotional side of the spectrum by sticking with a functional approach, how can you take your brand to the next level?\r\n\r\nRead more: <a href=\"http://www.brandpackaging.com/articles/84832-wheres-the-private-label-love\" target=\"_blank\">www.brandpackaging.com/articles/84832-wheres-the-private-label-love</a>', 'Where\'s the (Private Label) Love?', '', 'publish', 'open', 'open', '', 'wheres-the-private-label-love', '', '', '2018-09-27 17:58:52', '2018-09-27 17:58:52', '', 0, 'http://cbx.cappendev.com/thinking/16/wheres-the-private-label-love', 0, 'thinking', '', 0),
(1983, 4, '2014-08-06 13:38:47', '2014-08-06 13:38:47', '<strong>As it seeks to tweak its image, Lyft announced its hire of Jesse McMillin, a former Virgin America employee.</strong>\r\nRide-hailing service Lyft is bringing in top talent with its recent hire of Jesse McMillin, the former creative director at Virgin American who had helped to transform that company’s image.\r\n\r\nLyft announced the hire in a blog post on July 29, giving McMillin a platform to introduce himself and his mission for the company. “It’s not every day that all of the ingredients for an amazing brand perfectly align and create a space where the potential and opportunity is entirely limitless,” he wrote. “To be a part of shaping the path for where such an exciting brand will go is not only a special opportunity, it’s the chance of a lifetime.”\r\n\r\nDuring his tenure at Virgin America, McMillin was responsible for projects including a new <a href=\"https://www.youtube.com/watch?v=DtyfiPIHsI\" target=\"_blank\">in-flight safety video</a> that drew praise for its entertainment value. In fact, the video went viral, and was viewed nearly 10 million times on YouTube.\r\n\r\nAs he attempts to make his mark on Lyft, especially as it tries to grow amid legal problems and a <a href=\"http://fortune.com/2014/07/25/after-a-two-week-delay-lyft-finally-launches-in-new-york/\" target=\"_blank\">rocky start to service in New York City,</a> McMillin has bold plans. In an interview with <a href=\"http://www.wired.com/2014/08/lyft-taps-virgin-americas-design-honcho-to-tranform-its-goofy-image/\" target=\"_blank\">Wired </a>on Tuesday, McMillin called Lyft an “underdog,” and that the company’s signature pink, fluffy mustache attached to the front of its driver’s cars may evolve in the future. “There are different ways you might execute the power of an icon. We’ll be thinking about the next life of the mustache,” he told Wired.\r\n\r\nGregg Lipman, a managing partner at the branding firm CBX, called Lyft’s hire a strong one. “Virgin is a pretty good training ground to choose from,” he told Fortune in an email.\r\n\r\nLipman praised the company’s current image as “quirky, unique and ownable.” He added that the decision to hire McMillin may be a solid choice, especially if Lyft hopes to reach a wider range of customers. “The question will be, as competition with Uber increases, and they both deal with regulation and the inevitable backlash, will this cute, perky persona be adaptable to a broader ubiquitous audience – and will it need to?” he said.\r\n\r\nAnd like with McMillin, the mustache became a focal point for Lipman when discussing Lyft’s look going forward. “I can’t see them losing the mustache in the near future. Maybe a dye job would do, but not a shave,” he added.\r\n\r\nBut, interestingly, the company has seemingly already begun distancing itself from the pink appendage. In its newly minted New York City service, for instance, cars are without the signature mustaches attached to the grilles. Instead, a small, pink one will hang on the windshield, according to <a href=\"http://www.bloomberg.com/news/2014-07-25/lyft-says-it-will-begin-new-york-city-service-tonight.html\" target=\"_blank\">Bloomberg</a>. Maybe it’s a signal of what’s to come.\r\n\r\nRead more: <a href=\"http://fortune.com/2014/08/06/lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone/\" target=\"_blank\">http://fortune.com/2014/08/06/lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone/</a>', 'Lyft\'s new creative director: Trim the pink mustache or leave it alone?', '', 'publish', 'open', 'open', '', 'lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone', 0, 'thinking', '', 0),
(1984, 4, '2014-08-14 16:38:57', '2014-08-14 16:38:57', '<strong>Brands are telling consumers how they will feel if they buy their product—and are doing it front and center on their packages.</strong>\r\nMaybe it’s me, but it seems like everywhere you look these days, there’s bad news: war, domestic shootings, political unrest, Middle East Respiratory Syndrome (okay, so that was a false alarm, but still…). With headlines like these, is it any wonder that people are grasping for positivity wherever they can find it? Not surprisingly, Pharrell Williams’ “Happy” song is the anthem of 2014, the one that got Meryl Streep dancing in the aisles at the Oscars. Pharrell is proud to tell everyone that he’s happy, and you should be too, dammit.\r\n\r\nPop songs have no problem telling you how you should be feeling, and now brands are following suit by staging end benefits front and center on pack. A recent trip down the supermarket aisle proves how brands are leveraging this strategy. Several can be seen using a strong end benefit to make the consumer believe they need to buy these products to feel better about life. To feel refreshed, optimistic, energized and—you guessed it—happy. Instead of human behavior driving brands, as they once did, it now seems that brands are the ones driving human behavior.\r\n\r\nAnd when I say they are “on pack,” I’m not saying that these messages are simply tertiary copy buried beneath a brand, sub-brand or claim. In many instances, the end benefits are promoted prominently, and have even become part of the brand name.\r\n\r\nCrest recently launched a new line, “Be,” that lets consumers define themselves based on the products they are using. Forget about getting clean teeth and fresh breath—now, you can recalibrate your psyche with just one brush! Be INSPIRED, in a Vanilla Mint Spark flavor, is for those who feel their dental routine is a little, well, underwhelming. Be ADVENTUROUS, in a Mint Chocolate Trek flavor, takes your mouth on an exhilarating ride. And Be DYNAMIC, with its unusual Lime Spearmint Zest combination, tingles the senses with bold and unexpected flavors. The thing that gets consumers’ attention is the prominent sub-brand “Be”; and the end benefit that follows reinforces who and what they should be (inspired, adventurous, dynamic). Crest believes that the emphasis on the potential of what one could be will ultimately drive sales.\r\n\r\nDietary supplement brand, Neuro, prominently features its end benefit front and center on its bottles. In fact, this benefit is so much larger than the actual brand name that you might think that SLEEP (with the tagline “Sweet Dreams”) is the brand, rather than a sub-brand. With this approach, Neuro is trying to lure consumers who are looking for an end benefit, not a specific brand. It’s a great strategy because who wouldn’t be attracted to a product that has the ability to change one’s behavior for the better? Hell, any drink that would help me sleep more soundly is one I’d happily give a shot.\r\n\r\nI have to admit, there’s something incredibly appealing about a brand trying to enhance my well-being. But I also can’t help but wonder: Is it realistic to expect a brand to make us feel a certain way about ourselves? Most people would say no, but in a time when books like “The Happiness Project” put a premium on feeling happy, I guess my response is: Why not? After all, Coca-Cola, Apple and Betty Crocker—three of the biggest brand names of our time—have been asking us to feel and behave in certain ways for years, but have limited the use of these messages to their advertising campaigns.\r\n\r\n“Have a Coke and a Smile”—a slogan that embodied Coke’s M.O. to spread happiness around the world—has appeared in Coke ads and on promotional collateral for years but rarely on actual bottles. Ditto for Apple, who used “Think Different” in its groundbreaking ad campaign, and put the letter “i” before its product names. (They claim the “i” stands for “interactive,” but there’s no question it also references the individual who puts his/her own stamp on whatever Apple device they are using.) For years, Betty Crocker inspired consumers to “Bake Someone Happy.” What heartless soul wouldn’t bake a dozen cupcakes to make their kids smile?\r\n\r\nSo, at the end of the day, I wholeheartedly welcome this movement. It’s a lot easier and cheaper than paying a therapist $200 an hour to have you vent about your emotions or complain about why you’re not sleeping at night.\r\n\r\nI can’t wait for the day when I can buy a shampoo that will make me feel more creative or use a deodorant that not only helps with perspiration but also makes me feel like a better parent. Soon, we might not even need to analyze how we’re feeling at all—the brands can just do that for us. And singers like Pharrell, of course.\r\n\r\nRead more: <a href=\"http://www.packagingdigest.com/packaging-design/the-era-of-feel-good-packaging140814\" target=\"_blank\">www.packagingdigest.com/packaging-design/the-era-of-feel-good-packaging140814</a>', 'The era of feel-good packaging', '', 'publish', 'open', 'open', '', 'the-era-of-feel-good-packaging', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-era-of-feel-good-packaging', 0, 'thinking', '', 0),
(1985, 4, '2014-08-20 13:52:27', '2014-08-20 13:52:27', 'By Joe Bona</br><strong>“If you’ve seen one chain drug store, you’ve seen them all.”</strong>\r\n\r\nSuch was the prevailing attitude just a few years ago. And while it is still true that pharmacy sections do tend to be fairly similar from location to location, over the past few years chain drug stores have been tinkering with their front end as never before.\r\n\r\nWalgreens’ smaller-format “food desert” stores, which are designed to bring fresh food to underserved urban neighborhoods, are but one example. And in New York City, Walgreens’ Duane Reade stores customize offerings from one neighborhood to the next.\r\n\r\nAfter data showed significant differences in customer needs in various parts of the city, Duane Reade responded by changing the front end of the store to better reflect the character of the local community. Drive across the bridge to Duane Reade’s Williamsburg, Brooklyn, location and you find a hip store replete with a beer growler section; head to Wall Street and the offerings include sushi amid sumptuous environs befitting the financial industry’s “masters of the universe.”\r\n\r\nBut as the industry looks to the future, how will its newfound flexibility — the basic willingness to abandon cookie cutter store formats and experiment with new and innovative designs — shake out? We can extrapolate from existing trends to make some loose predictions.\r\n\r\nGiven all of the overlap in food today — with dollar stores, drug stores, convenience stores, quick-serve restaurants and other businesses increasingly competing for the same customer — the national drug chains and some of the remaining regional players are almost certainly looking outside of their own sector to find new ideas. The overlap between c-stores and chain drug stores is particularly pronounced, and so it is quite possible that drug stores will make front-of-the-store improvements that echo certain innovations in the c-store sector.\r\n\r\nFor example, the c-store chain Wawa has racked up one award after another for its newly introduced store design, which strategically highlights the idea of fresh food. By making liberal use of natural materials, floor to-ceiling windows and warm colors, and by adding an open, highly visible kitchen/sandwich-making area and outdoor seating areas, Wawa is sending patrons of its newest stores (many of them in new markets, such as Florida) a clear message: “You haven’t seen this before. We are a cut above.”\r\n\r\nIndeed, today’s shoppers can find higher-quality food offerings nearly everywhere they look. They are starting to expect better coffee, bagels, sandwiches — you name it — and even local and organic produce. And health isn’t just important to the 80 million-or-so baby boomers hitting retirement age. Members of the Millennial generation have grown up feeling that food variety and quality is virtually the price of admission. They will continue to feel this way for the rest of their lives. Looking ahead, it seems inevitable that chain drug stores will start to cater to foodie tastes by doing even more to ramp up front of the store food offerings.\r\n\r\nMeeting the needs of increasingly time-pressed shoppers is another imperative that will continue well into the future. When people are pressed for time, they start looking for ways to save it. In a growing number of communities today, it makes little sense to brave nerve-frazzling gridlock and drive from one store to the next to meet daily needs.\r\n\r\nThus, chain drug stores will continue to see good reason to ramp up the convenience and product diversity of the front end. You can almost hear the kitchen table conversations that will ensue as they do so: “Wow, honey. The drug store actually had everything on my list today. It actually saved me a trip to the grocery store.”\r\n\r\nStrategic partnerships are another important consideration for drug stores. For years now, hybrid c-stores have been pairing, say, a Texaco with a Taco Bell, or a Subway with a 7-Eleven. In coming years, drug stores could consider embracing the same idea by teaming with the likes of Starbucks, Dunkin’ Donuts or any number of other complementary businesses. When many c-store chains first jumped into the food business, they did so by exploring these types of partnerships. This enabled them to learn the food business and, eventually, strike out on their own. Conceivably, the drug store of the future could sharpen the front of the store through strategic partnerships followed by an informed approach to a proprietary food program.\r\n\r\nAnd why stop at fueling shoppers’ bodies? Walgreens is already installing electric-vehicle charging stations at some of its stores. It isn’t hard to imagine a person sitting at a café table outside a drug store and watching his e-vehicle charge as he sips on a tall hazelnut latte. Can gasoline pumps be next?\r\n\r\nFinally, one has to assume that the ongoing evolution of technology — and “omnichannel” retailing in particular — will continue to affect the way drug stores do business. Such chains as Office Depot and Staples now do nearly half of their business online. Why drive to the big-box store for a ream of paper and a printer cartridge when you can have those items show up on your doorstep?\r\n\r\nWhether Amazon will one day deliver goods by drone is an open question. But one thing is for sure — the company is scrambling to get merchandise to people as quickly as possible by building distribution centers across the country.\r\n\r\nYet, nobody has a bigger real estate footprint than brick-andmortar retailers, including the national drug chains. Indeed, these “distribution centers in waiting” are already right where customers live. It is theoretically possible, then, that square footage at chain drug stores will increasingly be set aside for tech-based fulfillment programs.\r\n\r\nMaybe it’s a staging area where associates put together orders for people who want to pick up their prescriptions, along with their milk, eggs, shampoo or other necessities.\r\nMaybe it’s an “Amazon locker” area where urbanites, who hate the idea of packages being stolen from their doorsteps while they’re at work, can have stuff dropped off and securely stored. Thus, drug stores will continue to experiment with alternate drive-through windows and other approaches to “buy now, pick up in store” that could augment their front-of-store sales.\r\n\r\nNotice the overlap among all these trends: One-stop shopping not only is a time-saver, but also saves fuel and is better for the environment. Online fulfillment, likewise, feeds directly into concerns over time or gas. Strategically, too, what better way to compete with your direct and indirect rivals than by giving your consumers more of what they want and need?\r\n\r\nAnd while some of this might sound like pie in the sky, remember: In a certain sense, America has been here before. There used to be a place where people went to get just about anything they needed — the general store.\r\n\r\nRead more: Chain Drug Review/August 25, 2014', 'Front end of the store is a focal point for innovation', '', 'publish', 'open', 'open', '', 'front-end-of-the-store-is-a-focal-point-for-innovation', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/front-end-of-the-store-is-a-focal-point-for-innovation', 0, 'thinking', '', 0),
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(1987, 4, '2014-08-20 09:47:37', '2014-08-20 09:47:37', '<strong>Lemonade stand open Aug. 20 at Broadway and 23rd St., Manhattan</strong>\r\nWhen 826 NYC, a nonprofit organization that fosters creative writing skills, asked children ages 9-12 to dream up the ultimate lemonade stand, the responses were huge. The winning project of  The Great Lemonation Imagination Collaboration was turned into a real lemonade stand complete with free lemonade in Manhattan\'s Flatiron District. The organization\'s members were also required to help run the stand that went up at Broadway and 23rd Street on Wednesday. The free lemonade giveaway begins at 10 a.m. and ends at 6 p.m. Donations for 826 NYC will be accepted.\r\n\r\n<a title=\"Good Day New York\" href=\"http://s3.amazonaws.com/TVEyesMediaCenter/UserContent/91432/3880712.5027/WNYW_08-20-2014_08.44.44.wmv\" target=\"_blank\">Click here to see the footage from Good Day New York</a>.\r\n\r\n<a href=\"http://s3.amazonaws.com/TVEyesMediaCenter/UserContent/104362/3881079.9107/WNYW_08-20-2014_17.35.41.wmv\" target=\"_blank\">Click here to see the footage from New York Minute</a>.', 'Ultimate lemonade stand in Flatiron District', '', 'publish', 'open', 'open', '', 'ultimate-lemonade-stand-in-flatiron-district-2', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/thinking/16/ultimate-lemonade-stand-in-flatiron-district-2', 0, 'thinking', '', 0),
(1988, 4, '2014-08-18 20:22:20', '2014-08-18 20:22:20', '<strong>WHO:</strong> 826NYC, an organization founded by celebrated author Dave Eggers to foster creative writing skills in under-resourced students, and CBX, a Manhattan-based branding agency..\r\n<strong>WHAT:</strong> The students and agency joined together for \'The Great Lemonation Imagination Collaboration\' workshop, a two-month project to create a dream lemonade stand. Students, aged 9-12, from 826NYC will operate the stand for a day in Flatiron Plaza, the culmination of a pro-bono effort led by CBX in which the children\'s creative energies were tapped for everything from the naming of the business to the design of the logo, stand, product packaging, and uniforms. Students and 826NYC supporters will be on hand to give away the lemonade and collect donations. Executives from CBX and 826NYC will be available for interviews, along with the students. To view a 1-minute video of the project, visit: www.cbx.com.\r\n.\r\n<strong>WHEN:</strong> Wednesday, August 20, from 10:00 a.m. to 6:00 p.m..\r\n.\r\n<strong>WHERE:</strong> Flatiron Plaza (SW corner of Broadway and 23rd Street in Manhattan).\r\n.\r\n<strong>MORE DETAILS:</strong> 826NYC (<a href=\"http://www.826nyc.org/\" target=\"_blank\">www.826nyc.org</a>) is a nonprofit organization dedicated to helping under-resourced students, ages 6-18, strengthen their writing skills and improve their academics through evening and weekend workshops, afterschool tutoring, in-schools projects, and creative writing field trips. The Brooklyn-based organization specializes in writing-based projects including college essays, student publications, creative-writing assignments, and expository papers. The 826 organization was launched by Dave Eggers, author of best-seller \"A Heartbreaking Work of Staggering Genius\" and founder of publishing house McSweeney\'s..\r\n.\r\nCommenting on the project, Eggers said: \"As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. So, over the years, the students at 826NYC have made incredible short films, written novels, produced radio shows and made hundreds of chapbooks. The lemonade stand project with CBX is right in keeping with this idea -- how do you make writing feel electric and essential and how do you give students an authentic outside audience? This project works on so many levels. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.\"', 'Lemonade!', '', 'publish', 'open', 'open', '', 'lemonade', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/lemonade', 0, 'thinking', '', 0),
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(1990, 4, '2014-09-04 20:21:35', '2014-09-04 20:21:35', '<strong>Summer Project Unites NYC Grade-Schoolers With Leading Brand Agency to Create and Operate \'Dream\' Lemonade Stand in Heart of the City</strong>\r\nWhen one thinks of a lemonade stand, images come to mind of children looking to pass a summer afternoon by selling homemade drinks along sleepy suburban or rural roads. For children from <a href=\"http://www.826nyc.org/\" target=\"_blank\">826NYC</a>, an organization founded by celebrated author Dave Eggers to foster creative writing skills in under-resourced students, this summer rite of passage provided the opportunity to work with leading brand agency CBX on a project to create and operate a colorful tropical oasis-style stand at a busy Manhattan plaza -- exposing their group\'s mission to thousands of people.\r\n\r\nThrough \'The Great Lemonation Imagination Collaboration\' workshop, the students and agency joined together for a two-month project to develop a dream lemonade stand and raise awareness for 826NYC. The students, who range in age from nine to 12, worked side-by-side with the CBX creative team on everything from the naming of the business to the design of the logo, stand, signage, product packaging, and uniforms.\r\n\r\nOn August 20th, 11 students from the organization came to Manhattan\'s Flatiron Plaza (Broadway and 23rd Street) to see the culmination of their efforts, operating the \'Sweet \'n Sour Chillville\' stand and collecting donations to support the organization\'s work. They and 826NYC officials also had a chance to talk with the public about the group\'s after-school programs. All told, between 10 a.m. and 6 p.m., the students handed out their full supply of 3,000 bottles of \'Lemon826 Sweet \'n Sour Lemon Twist\' branded lemonade, raising nearly $3,000 for their Brooklyn-based organization.\r\n\r\nUnder the students\' vision, the 10-ft. by 20-ft. installation was designed to resemble \"a tropical oasis hidden in the heart of New York City\'s steamy concrete jungle,\" complete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and \"Welcome to Paradise\" signage. Information on the project and 826NYC was provided on a TV monitor and additional signage.\r\n\r\n\"The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,\" noted Joshua Mandelbaum, executive director of 826NYC. \"All of the participating students were regulars in our after-school program and it was inspiring to see them out in Flatiron Plaza boldly telling New Yorkers about their experience in our after-school program and workshops. It is no wonder that, with such enthusiastic promoters, we were able to raise close to $3,000 and had countless conversations about volunteering with folks from all over the city.\"\r\n\r\n826 founder Dave Eggers added: \"As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. So, over the years, the students at 826NYC have made incredible short films, written novels, produced radio shows and made hundreds of chapbooks. The lemonade stand project with CBX was right in keeping with this idea -- how do you make writing feel electric and essential and how do you give students an authentic outside audience? This project works on so many levels. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.\"\r\n\r\n\"Our purpose in taking part in this project was to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,\" said Gregg S. Lipman, Managing Partner of the Manhattan-based CBX, which provides a variety of branding services to the organization on a pro-bono basis. \"We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life. I\'m proud that CBX was able to make a difference in these kids\' lives, and we will continue to work with the organization in the future. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place.\"\r\n\r\nAlong with CBX, two New York City firms, <a href=\"http://www.bigapplegroup.com/\" target=\"_blank\">Big Apple Visual Group</a> and <a href=\"http://suitespot.tv/\" target=\"_blank\">Suite Spot </a>lent their services on a pro-bono basis. Big Apple Visual, which specializes in all types of architectural, way finding and retail signage, manufactured all of the components and built the lemonade stand. Suite Spot, a full-service video production company, created a video about the project that was shown at the lemonade stand and provided onsite filming for a video that will be used in the future by 826NYC.', '\'The Great Lemonation Imagination Collaboration\'', '', 'publish', 'open', 'open', '', 'the-great-lemonation-imagination-collaboration', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/the-great-lemonation-imagination-collaboration', 0, 'thinking', '', 0),
(1991, 0, '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 'Freson_Bros_Logo', '', 'inherit', 'open', 'closed', '', 'freson_bros_logo', '', '', '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 1628, 'http://cbx.cappendev.com/app/uploads/2018/09/Freson_Bros_Logo.jpg', 0, 'attachment', 'image/jpeg', 0),
(1992, 4, '2014-09-08 17:46:07', '2014-09-08 17:46:07', 'Created in collaboration with CBX (New York), the upper floors house the Fifth Avenue Man collection and the largest shoe assortment at any Saks to-date. Wound copper and stainless steel mesh material on the walls visually unites rooms. \"We wanted something with a little sparkle that could still feel raw and masculine,\" Harry Cunningham, svp store planning and design, says.\r\nRead more about the robust reinvention of the Beverly Hills Saks <a href=\"http://vmsd.com/content/robust-reinvention\" target=\"_blank\">here</a>.', 'Saks Fifth Avenue\'s Fifth Avenue Man/D-Bar takes VMSD\'s 2014 Retail Renovation of the Year', '', 'publish', 'open', 'open', '', 'saks-fifth-avenues-fifth-avenue-mand-bar-takes-vmsds-2014-retail-renovation-of-the-year', '', '', '2018-09-27 17:58:47', '2018-09-27 17:58:47', '', 0, 'http://cbx.cappendev.com/thinking/16/saks-fifth-avenues-fifth-avenue-mand-bar-takes-vmsds-2014-retail-renovation-of-the-year', 0, 'thinking', '', 0),
(1993, 0, '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 'AandP_Grocery_NY_LOGO', '', 'inherit', 'open', 'closed', '', 'aandp_grocery_ny_logo', '', '', '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 1629, 'http://cbx.cappendev.com/app/uploads/2018/09/AandP_Grocery_NY_LOGO.jpg', 0, 'attachment', 'image/jpeg', 0),
(1994, 4, '2014-09-10 19:56:08', '2014-09-10 19:56:08', 'Brand agency CBX collaborated with 826NYC, an organization that helps under-resourced students in New York, to create design and packaging for a tropical oasis-style lemonade stand in New York City. The project was part of a special collaboration to support 826NYC\'s project-based learning format.\r\n<img class=\"wp-image-8436 alignleft\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_2.jpg\" alt=\"LemonadeStand_2\" width=\"635\" height=\"509\" />\r\n\r\nFor two months, students and agency creatives developed concept and design for the ‘Sweet ‘n Sour Chillville’ lemonade stand. The goal of the project was to spread the word about 826NYC\'s mission while giving children of the program, who range in age from nine to 12, the chance to work side-by-side with the CBX creative team on everything from the naming of the business to the design of the logo, stand, signage, product packaging, and uniforms.\r\n\r\nThe stand was unveiled at Manhattan’s Flatiron Plaza on August 20, and 11 students from the organization interacted with the public, collecting donations and sharing the organization\'s mission with their customers. The effort raised nearly $3,000 for the Brooklyn-based organization.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_3.jpg\"><img class=\"wp-image-8437 alignleft\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_3.jpg\" alt=\"LemonadeStand_3\" width=\"650\" height=\"433\" /></a>\r\n\r\nUnder the students’ vision, the  10-ft. by 20-ft. installation was designed to resemble “a tropical oasis hidden in the heart of New York City’s steamy concrete jungle,” complete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and “Welcome to Paradise” signage. Information on the project and 826NYC was provided on a TV monitor and additional signage.\r\n\r\n“The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,” noted Joshua Mandelbaum, executive director of 826NYC.\r\n\r\n826 founder Dave Eggers added: “As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.”\r\n\r\n“Our purpose in taking part in this project was to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,” said Gregg S. Lipman, Managing Partner of the Manhattan-based CBX. “We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life.  I\'m proud that CBX was able to make a difference in these kids’ lives, and we will continue to work with the organization in the future. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_4.jpg\"><img class=\"alignleft size-thumbnail wp-image-8439\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_4-150x150.jpg\" alt=\"LemonadeStand_4\" width=\"150\" height=\"150\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_5.jpg\"><img class=\"alignleft size-thumbnail wp-image-8440\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_5-150x150.jpg\" alt=\"LemonadeStand_5\" width=\"150\" height=\"150\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_6.jpg\"><img class=\"alignleft size-thumbnail wp-image-8441\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_6-150x150.jpg\" alt=\"LemonadeStand_6\" width=\"150\" height=\"150\" /></a> <a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_7.jpg\"><img class=\"alignleft size-thumbnail wp-image-8442\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_7-150x150.jpg\" alt=\"LemonadeStand_7\" width=\"150\" height=\"150\" /></a>\r\n\r\n<img class=\"alignleft size-thumbnail wp-image-8443\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_8-150x150.jpg\" alt=\"LemonadeStand_8\" width=\"150\" height=\"150\" />\r\n\r\n<img class=\"alignleft size-thumbnail wp-image-8444\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_9-150x150.jpg\" alt=\"LemonadeStand_9\" width=\"150\" height=\"150\" /><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_11.jpg\"><img class=\"alignleft size-thumbnail wp-image-8447\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_11-150x150.jpg\" alt=\"LemonadeStand_11\" width=\"150\" height=\"150\" /></a><img class=\"alignleft size-thumbnail wp-image-8448\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/LemonadeStand_101-150x150.jpg\" alt=\"LemonadeStand_10\" width=\"150\" height=\"150\" />\r\n\r\n<em>826NYC is a nonprofit organization dedicated to helping under-resourced students, ages 6-18, strengthen their writing skills and improve their academics through evening and weekend workshops, afterschool tutoring, in-schools projects, and creative writing field trips.</em>\r\n<em>Along with CBX, two New York City firms, Big Apple Visual Group and Suite Spot lent their services on a pro-bono basis.</em>\r\n\r\nRead more: <a href=\"http://www.thedieline.com/blog/2014/9/9/the-great-lemonation-imagination-collaboration?utm_content=buffer9edc9&amp;utm_medium=social&amp;utm_source=twitter.com&amp;utm_campaign=buffer\" target=\"_blank\">www.thedieline.com/blog/2014/9/9/the-great-lemonation-imagination-collaboration?utm_content=buffer9edc9&amp;utm_medium=social&amp;utm_source=twitter.com&amp;utm_campaign=buffer</a>', 'The Great Lemonation Imagination Collaboration', '', 'publish', 'open', 'open', '', 'the-great-lemonation-imagination-collaboration-2', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-great-lemonation-imagination-collaboration-2', 0, 'thinking', '', 0),
(1995, 0, '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 'streamlight-wins-award', '', 'inherit', 'open', 'closed', '', 'streamlight-wins-award', '', '', '2018-09-27 16:52:56', '2018-09-27 16:52:56', '', 1630, 'http://cbx.cappendev.com/app/uploads/2018/09/streamlight-wins-award.jpg', 0, 'attachment', 'image/jpeg', 0),
(1996, 4, '2014-08-27 14:31:42', '2014-08-27 14:31:42', 'While they’re loyal to their favorite brands, millennials reserve the right to cheat on them, says Nancy Brown, managing partner at New York-based CBX. Early adopters who constantly look for “the next new thing,” millennials want to be the first of their friends to try the latest, greatest product — and are willing to switch brands to do so.\r\nMillennials also are savvy shoppers who love a good value, says Jennifer Gaeto, creative director for Chicago-based Equator Design. And being used to having unlimited choices among brands, they have no problem turning to high-quality and unique store brand products, which already have a large following among this group.\r\n\r\nBut retailers need to do more than develop high-quality, unique products for these shoppers. They also need to focus on designing packaging that speaks to and engages with millennials to help build a solid relationship with this consumer group.\r\n\r\n<strong>Be unique, interactive</strong>\r\n\r\nPreviously, packaging’s only purpose (beyond product protection) was to help a product stand out on the shelf, Brown says. But today, millennials want more than just attractive packaging — they also want packaging that engages them. An engaging package persuades them to learn more about the brand.\r\n\r\nAccording to Gaeto, a package that engages millennials is unique and different. For example, some millennials gravitate toward designs that have a handmade and non-mass-produced feel. Such a design can be achieved via typography that looks like handwriting or kraft paper. Millennials also enjoy limited-edition packaging, as it has a “feeling of exclusivity” and taps into their desire for discovery.\r\n\r\nAs for colors, some millennials are interested in brighter, more vibrant palettes that are less “serious,” says Glenn Pfeifer, executive creative director, Galileo Global Branding Group, Daymon Worldwide, Stamford, Conn. Some newer brands that appeal to millennials use colors that reflect their optimistic mood.\r\n\r\nOne example is Kimberly-Clark’s feminine hygiene line U by Kotex, Brown says. Young millennials told CBX, which designed the line’s packaging, that although they purchased the same feminine hygiene products as their mothers, they wanted packaging to be more interesting. The women weren’t interested in pastels; instead, they were interested in a black package with a window showing bright neon colors surrounding the tampons and pads.\r\n\r\n<strong>Speak their language</strong>\r\n\r\nBut for millennials, a specific color palette or design style is only one important aspect. They also want packaging that is visually smart and surprising, says Tessa van Asselt, insights strategist at TrendsActive, a Dutch trend interpretation agency. “Retailers often forget that this generation is growing up in a world that is more and more visual, and this generation longs for an innovative approach to visual communication,” she explains. “Smart visual communication means really understanding this generation’s symbols, icons and visual language.”\r\n\r\nKees Elands, founder and CEO of TrendsActive, gives the example of two store brand concepts that TrendsActive created for a retailer in the Netherlands, each of which relies heavily on iconography. One is a package of ground coffee that features the image of a giant battery, similar to the icon found on electronic devices. In this case, the bars indicating the power level of the battery are clear and colorless, letting the ground coffee show through.\r\n\r\n“The battery on the coffee package [immediately communicates] the energizing and recharging qualities of coffee,” he says.\r\n\r\nThe other is of a beer bottle with “play” and “pause” button icons. These icons, in particular, help to show the product proposition, Elands says. The beer allows the consumer to either unwind and relax by “hitting the pause button” or start the party by “pressing play.”\r\n\r\nSpeaking of hitting buttons, packaging for millennials also needs to be interactive, not just clever. Millennials have become so accustomed to interactivity in every part of their lives that they expect everything to be interactive, van Asselt adds.\r\n\r\nAnd they want to help develop and evolve a brand. Jeff Fromm, co-author of the book Marketing to Millennials and president of Kansas City, Mo.-based FutureCast, a marketing consultancy dedicated to researching millennial trends, notes that millennials created the “participation economy.” And if a retailer reaches out to them for brand design advice or simple feedback via social media, millennials will want to respond.\r\n\r\n<strong>Be transparent, purposeful</strong>\r\n\r\nBut just as they want to be honest to brand owners about their products, they want brands to be honest in return. So when it comes to the message on the pack¬age, millennials desire authenticity and transparency.\r\n\r\nInstead of using typical marketing ploys, which millennials can immediately spot and will reject, retailers need to have an authentic story when creating something new and trendy, Gaeto says. For example, when it comes to photography on food packaging, millennials are not interested in seeing a “perfect-looking meal.” They want to see how the food, in reality, will look when prepared at home.\r\n\r\nRetailers also need to clearly communicate a product’s tier on packaging, Fromm says. Is the product under a bargain brand or an affordable luxury brand? Millennials want packaging to tell them if they’re trading up or trading down. And don’t try to fool them — they crowd-source a lot of information from their peer network, so they’ll know when a retailer isn’t being honest with its brand story.\r\n\r\nMillennials also want to understand the back story of what they are buying, Fromm says. Retailers could effectively use packaging to tell them about a product’s origin or how it is produced.\r\n\r\n“Millennials prefer brands that have a purpose,” he adds. “The more meaningful a brand is, the more it’s going to win with millennials.”\r\n\r\nBut retailers don’t necessarily have to work with charities to make a brand purposeful. Sustainability is another area that, if linked to a retailer’s store brands, could resonate with millennials as they continue, as a group, to value sustainable packaging options.\r\n“Sustainability is important to this group, as they were raised with the notion of recycling and making the world a better place as a normal way of life,” Gaeto says. “Packaging that is eco-friendly connects and creates a positive image for the brand.”\r\n\r\nBut an eco-friendly package does not necessarily have to be 100 percent “green,” Fromm says. The packaging just has to be “less bad” than the alternatives.\r\n<strong>Offer convenience</strong>\r\n\r\nMillennials are no longer just the young kids that marketers might think they are, says Nancy Brown, managing partner for New York-based CBX. The oldest of them are in their thirties and are starting to settle down and have families. They are busy, therefore, and looking for products that will make their lives easier, so any type of packaging that is convenient will win big with this group.\r\n\r\nBut the definition of “convenient packaging” could differ from person to person in this group. Millennials are creative in the kitchen and enjoy cooking, so convenient packaging to some could mean helpful hints or recipe suggestions on packaging, Brown adds. Or it could mean packaging that directs them online to easily find answers to questions or product reviews.\r\n\r\nConvenient packaging could also refer to functionality. Here, Glenn Pfeifer, executive creative director, Galileo Global Branding Group, Daymon Worldwide, Stamford, Conn., gives the example of packaging for soups, chewing gum and snacks that is designed to fit in car cup holders to better cater to millennials’ on-the-go lifestyle.\r\n\r\nRead more: <a href=\"http://storebrands.info/engage-them\" target=\"_blank\">www.storebrands.info/engage-them</a>', 'Engage them', '', 'publish', 'open', 'open', '', 'engage-them', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/engage-them', 0, 'thinking', '', 0),
(1997, 0, '2018-09-27 16:52:57', '2018-09-27 16:52:57', '', 'American_Cancer_Society_Logo2', '', 'inherit', 'open', 'closed', '', 'american_cancer_society_logo2', '', '', '2018-09-27 16:52:57', '2018-09-27 16:52:57', '', 1632, 'http://cbx.cappendev.com/app/uploads/2018/09/American_Cancer_Society_Logo2.jpg', 0, 'attachment', 'image/jpeg', 0),
(1998, 4, '2014-09-11 16:30:33', '2014-09-11 16:30:33', 'The average lemonade stand is usually pretty humble, but this one made quite the splash on the streets of NYC. With the help of CBX, this lemonade stand was developed for 826NYC, an organization that supports kids with skills that will enrich their futures. The kids got involved in all aspects of the creative process, including everything from the design of the logo, packaging, t-shirts and the lemonade stand itself.\r\nThe lemonade was branded to give a taste of \'Sweet \'n Sour Chillville\' and the surrounds were made to look like a refreshing oasis in the city, complete with palm trees, treasure chests and flamingos. The lemonade stand was set up in NYC, collecting nearly $3,000 in donations for the organization from the sales of lemonade.\r\n\r\nRead more: <a href=\"http://www.trendhunter.com/trends/lemonade-stand\" target=\"_blank\">www.trendhunter.com/trends/lemonade-stand</a>', 'CBX Collaborated with Kids to Create an Epic Lemonade Stand in the City', '', 'publish', 'open', 'open', '', 'cbx-collaborated-with-kids-to-create-an-epic-lemonade-stand-in-the-city', '', '', '2018-09-27 17:56:35', '2018-09-27 17:56:35', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-collaborated-with-kids-to-create-an-epic-lemonade-stand-in-the-city', 0, 'thinking', '', 0),
(1999, 0, '2018-09-27 16:52:57', '2018-09-27 16:52:57', '', 'Lifestyles_X2', '', 'inherit', 'open', 'closed', '', 'lifestyles_x2', '', '', '2018-09-27 16:52:57', '2018-09-27 16:52:57', '', 1633, 'http://cbx.cappendev.com/app/uploads/2018/09/Lifestyles_X2.jpg', 0, 'attachment', 'image/jpeg', 0),
(2000, 4, '2014-09-11 19:54:19', '2014-09-11 19:54:19', 'By Rick Barrack\r\nBack when I was growing up, the only water I ever drank came from the kitchen sink. Every once in a while, I’d go to a friend’s house or a restaurant and see a bottle of water with the name Evian or Perrier across the front, but I didn’t know what it was, partially because my parents didn’t pay for water and partially because I didn’t speak French.\r\n\r\nBut then, in the late 80s, a new water brand, Poland Spring, appeared on the scene, and by the early 90s, the market became saturated (pun intended) with brands like DASANI, Aquafina and FIJI Water. These waters were differentiated by their brand stories, which were featured on their packaging, rather than the way they tasted.\r\n\r\nEvian was known as the first premium water; drinking it projected a certain kind of Reagan-era wealth. Poland Spring was earthier and came from a spring in Maine (although that source has recently been debated). Aquafina, with its exotic-sounding but vague name, was Pepsi’s attempt to snag some of bottled water’s market share, and DASANI — equally vague — was Coca-Cola’s attempt to compete with Pepsi in the water arena.\r\n\r\nThen, in the early 2000s, water went from just being a commodity to being a social badge. Designer water entered the scene with slick packaging and expensive price tags. VOSS, with its slender glass bottles, SEI, which came in a bottle resembling a flask, and T? Nant, in bright blue bottles that looked great on a windowsill, all made people look twice and dip into their wallets.\r\n\r\nBut with the proliferation of the organic movement, consumers started to expect more out of their products, water included. Enter flavored and vitamin-rich waters like vitaminwater, which not only delivered on taste but also on vitamins and nutrients with end-benefit product names like “energy” and “multi-v.”\r\n\r\nCoconut water was the next craze, a potassium-rich beverage with South American roots, endorsed by the likes of Madonna and Demi Moore. The product claimed to have more potassium than a banana and to cure certain ailments.\r\n\r\nTwo competing brands, ZICO and Vita Coco, were suddenly stocked in every market, and everyone, from marathon runners to pregnant women, was attesting to its strengths. Unfortunately, it turned out that coconut water didn’t really have the health benefits the producers initially claimed (per a recent article in The New York Times), and those claims have been greatly scaled back.\r\n\r\nWith people tiring and becoming skeptical of vitamin and coconut waters, it seems the time is right for some new trends in the water category. Several new water offerings with provocative names, ingredient stories and packaging are generating buzz. Among the most intriguing new offerings are watermelon water, maple syrup water and artichoke water.\r\n\r\nBut hold on a minute: When did these fruits, natural sweeteners and vegetables become waters? Are people just looking to be the first in with a bizarre new water offering? Is water — that age-old source of refreshment — having an identity crisis?\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img2_S.jpg\"><img class=\"size-full wp-image-8491\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img2_S.jpg\" alt=\"BP0914_Feat_Water_Img2_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong> WATERMELON WATER</strong>\r\nWTRMLN WTR, a product made of 100 percent raw fruit, knows that there are few things as appealing as watermelon on a hot summer’s day. The packaging focuses on its strongest asset — watermelon — by staging the entire fruit right on the front of the label. Its tag line, “Summer in Your Mouth,” seems mildly amusing to me, but there’s no question that one sip of the drink brings memories of my days at summer camp.\r\n\r\nWTRMLN WTR’s claims may sound awfully familiar: The 12-fluid ounce bottle supposedly has almost double the potassium of a single banana, and it is reportedly rich in antioxidants such as vitamin C, vitamin A and lycopene, which help protect against breast and prostate cancer as well as heart disease and aging. Heck, if half of WTRMLN WTR’s claims are true, sign me up for a few dozen cases, ASAP.\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img3_S.jpg\"><img class=\"size-full wp-image-8493\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img3_S.jpg\" alt=\"BP0914_Feat_Water_Img3_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong>MAPLE SYRUP WATER</strong>\r\nContrary to how it may sound, maple syrup water is not water with maple syrup added (although I will confess, that sounds pretty good to me). Maple water is water that has been naturally filtered by maple trees, which gives it a lightly sweet taste and fortifies it with nutrients.\r\nAs of now, two brands seem to be vying for the king of maple syrup water position — Vertical Water and DRINKmaple — and they market disparate messages with their branding. Both are packaged in cardboard boxes, but Vertical Water espouses a sustainability message, claiming that “sharing the maple water from forest owners’ trees gives them a financially viable reason for keeping their trees vertical longer” while DRINKmaple purports that you should drink its maple water to “hydrate and nourish your body the same way it nourishes the maple trees.”\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img4_S.jpg\"><img class=\"size-full wp-image-8494\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img4_S.jpg\" alt=\"BP0914_Feat_Water_Img4_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong> BOXED WATER</strong>\r\nAnd speaking of cardboard boxes, it seems like there’s a major bottle backlash going on. The boxed water trend was kicked off by a brand called “Boxed Water is Better,” which launched in 2009 and packages its water in a small box reminiscent of a milk carton, claiming that it is better for the environment. The design of these boxes is refreshingly simple, featuring bold letters that make it clear that water is inside, and a little water drop to further drive that point home. I definitely looked twice the first time I saw this carton on a café counter. But to be honest, it does feel innately strange to drink water out of what appears to be a milk box. Once I got beyond that, however, it was just good old water, in a novel and environmentally sustainable package.\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img5_S.jpg\"><img class=\"size-full wp-image-8495\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img5_S.jpg\" alt=\"BP0914_Feat_Water_Img5_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong>ARTICHOKE WATER</strong>\r\nI never really liked artichokes, so the idea of ARTY Water — “the world’s first premium artichoke beverage” — doesn’t exactly get my mouth watering. But the brand, which comes in a bottle shaped like an actual artichoke, claims that “this delicious blend of artichokes, lemon, apple and mint provides nutritious, multifunctional hydration” and is loaded with essential vitamins A, E, C, B1, B2, B3, B6 and B9, along with vital minerals sodium, potassium, calcium and iron.\r\n\r\nThis is a benefit story similar to that of coconut water, but hopefully unlike its predecessor, ARTY Water can support its claims with real science. The packaging features an artsy artichoke graphic and is appealing, but I fear that unless you are a person who really likes artichokes, this might be a hard sell.\r\n\r\nIf artichoke water is now a viable beverage option, what’s next — peanut water, dark chocolate water … kale water? Nothing would surprise me at this point. Companies seem to be seeking new ways to bring the next great water sensation to the market, which makes me wonder if the beverage is having an identity crisis.\r\n\r\nDon’t get me wrong, each of the waters I mentioned intrigue me, and I’d be willing to try them at least once. But at the end of the day, I like my water to taste like water and my food to taste like food, although from a branding point of view, I’m excited to see what the new water brands will come up with next.\r\n\r\nRead more: <a href=\"http://www.brandpackaging.com/articles/84868-branding-new-product-sensations-in-exciting-ways\" target=\"_blank\">www.brandpackaging.com/articles/84868-branding-new-product-sensations-in-exciting-ways</a>', 'Is Water Having an Identity Crisis?', '', 'publish', 'open', 'open', '', 'branding-new-product-sensations-in-exciting-ways-by-rick-barrack', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/branding-new-product-sensations-in-exciting-ways-by-rick-barrack', 0, 'thinking', '', 0),
(2001, 0, '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', 'delmonte-r2e', '', 'inherit', 'open', 'closed', '', 'delmonte-r2e', '', '', '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', 1637, 'http://cbx.cappendev.com/app/uploads/2018/09/delmonte-r2e.jpg', 0, 'attachment', 'image/jpeg', 0),
(2002, 4, '2014-09-17 13:41:21', '2014-09-17 13:41:21', 'Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique hair care portfolio—with award-winning structural packaging and graphics created by leading global brand agency CBX.\r\nThe project—which took top design honors in the hair care category this past June at HBA Global, the Health &amp; Beauty Aids Expo and Conference—will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, said Gregg S. Lipman, Managing Partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through global research as well as input from a team of Amway regional affiliates. The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners, as well as a host of styling gels and serums, final-touch sprays, mousse and other products. For the new logo, CBX added a touch of uniqueness to the ‘q’ in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of rejuvenated or free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes. “Because Amway is a $11.8 billion company with a vast network of global customers and distributors, the structural positioning and graphics also needed to be universally appealing,” Lipman explained. “And since Amway customers receive products direct from distributors rather than shopping for them at shelf as with a typical CPG, the design considerations were a bit different as well.”\r\n\r\nStarting in 2010, CBX participated in Amway’s global research study that identified universally appealing characteristics to Amway’s diverse consumers across markets such as Russia, China and Southeast Asia. The research was followed by an audit of the premium or prestige beauty and hair care category internationally in a bid to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category, Lipman noted.\r\n\r\nThis research, as well as quantitative testing, revealed that consumers universally favored a simple, sleek and streamlined design. As a direct result, feminine lines and an upward sweeping movement characterize the Satinique cleansing bottles’ silhouette. “This energy emphasizes the cleansing product\'s breakthrough ability to rejuvenate hair from the inside out while staying true to the positive transformation beautiful hair provides,” Lipman said. “The ergonomics of the feminine shape also creates a comfortable feeling in hand, and an easy grip in the shower or bath.”\r\n\r\nWhile competing with other products at shelf was not part of the challenge for CBX on this project, Amway agreed that the structural packaging and graphics were no less important than with a typical CPG. “Strong design helps provide reassurance that this is a good brand and that it is delivering on quality,” Lipman concluded. “It also helps convey things like usability and shower-worthiness.”\r\n\r\n“Amway’s deep commitment to scientific innovation elevates Satinique to be among the best haircare brands on the market,” explained Maud Pansing, Amway VP Global Beauty. “We’ve raised the bar in the category with technology and performance in the formulations that truly make a difference to the health of hair, inside and out.”', 'Amway\'s Satinique Hair Care Portfolio Debuts a Sleek New Look', '', 'publish', 'open', 'open', '', 'amways-satinique-haircare-portfolio-debuts-a-sleek-new-look', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/amways-satinique-haircare-portfolio-debuts-a-sleek-new-look', 0, 'thinking', '', 0),
(2003, 0, '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', '217_gdusa-logo-e1297702494434-2', '', 'inherit', 'open', 'closed', '', '217_gdusa-logo-e1297702494434-2', '', '', '2018-09-27 16:52:58', '2018-09-27 16:52:58', '', 1639, 'http://cbx.cappendev.com/app/uploads/2018/09/217_gdusa-logo-e1297702494434-2.jpg', 0, 'attachment', 'image/jpeg', 0),
(2004, 4, '2014-09-17 16:29:37', '2014-09-17 16:29:37', 'While the news about a thriving airport market is worth celebrating, the challenge for designers and retailers alike is striking a balance between two very different customers with needs that are essentially polar opposites of one another.\r\n“We’ve got two core travelers,” explains George Waite, program manager at Columbus, Ohio-based Chute Gerdeman. “The rushed or hurried person who might be late or stressed on the way to a quick connection—maybe doesn’t have a lot of time, wants to have grab-and-go options, get in and out—vs. the more leisurely traveler. How do you entertain them, let them relax and enjoy themselves as much as they can in that kind of a situation?”\r\n\r\nCatering to differing end users may seem tricky, but it need not be overly complicated. People carrying multiple pieces of baggage or traveling with children likely experience additional stress, so a few simple design decisions can go a long way to alleviate their tension, says Melissa Mizell, senior associate at Gensler.\r\n\r\n“As much as we can make the airport environment and the retail and concessions environment as easy as possible to navigate, as clutter-free, well curated, with plenty of space to walk by with your luggage—all of these things can help entice people in and help them relieve stress,” she says.\r\n\r\n“Removing the stress from travel is a key objective,” adds Nick Giammarco, creative principal of retail strategies for studioH2G. “Relaxation areas, piano bars, entertainment, and social zones along with the use of technology are key components to successful retail environments.”\r\n\r\nHis firm has created gate-hold seating areas as part of the brand experience. “One will be able to sit in a branded gate-hold area, order online from integrated iPads, and the food can be either delivered to your seat or you will be notified that your order is ready,” he explains.\r\n\r\nPlanning for technology is also about removing pain points. Among the biggest complaints from travelers about airports is the lack of places to charge mobile devices, which exacerbates their stress. So architects and designers need to pay careful attention to space planning that supplies easy access to power.\r\n\r\n“As we move to a more digital age, everyone has a digital device with them. So how do you create zones that let customers sit down and plug in or feel safe to leave their device if they were to charge it and grab a couple of things in a retail store or restaurant?” muses Waite. “Adding power is not even a bonus anymore. It’s an expected amenity.”\r\n\r\nThe reason for the improvement in the quality of airport retail is twofold: the massive increase in the number of travelers and delays resulting from airline consolidations, according to Joseph Bona, president of branded environments at New York-based design firm CBX Retail. “Shopping is sort of a social behavior even under normal, everyday life, so airport retail is a way of getting people to take advantage of the time they have waiting for delayed flights or for families on vacation,” he says.\r\n\r\nTightened security requirements also have changed travelers’ schedules and habits, prolonging the amount of time they spend in airports. “Pre-9/11, you could probably get to the airport maybe a half hour before, sort of run through and just barely make it on the plane, and you’d be OK,” Bona recalls. “Well, those days are long gone.”\r\n\r\nRead the full article <a href=\"http://www.retailenvironments-digital.org/retailenvironments-insider/201409?sub_id=OHFPZm31NsSy#pg17\" target=\"_blank\">here</a>.\r\n\r\n&nbsp;', 'Airport Retail Takes Off', '', 'publish', 'open', 'open', '', 'airport-retail-takes-off', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/airport-retail-takes-off', 0, 'thinking', '', 0),
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(2007, 4, '2018-09-27 17:58:50', '0000-00-00 00:00:00', 'Packaging speaks volumes about a brand’s worth and appeal. We love a good-looking or smart package, but a pretty face or all brains doesn’t mean much if they aren’t backing up brand goals. The Design Gallery honors packaging that most effectively tells a brand’s story through design and structure to connect with consumers.\r\nA package from each category – Metal, Paperboard, Flexible, Rigid and Glass – will be presented a People’s Choice award on Wednesday, October 15 at 8:30 a.m. at Packaging That Sells in Chicago. Register to attend the show to see the presentation, plus benefit from all speaker sessions and networking!\r\n\r\nThen, stay tuned to see which packages are worthy of the esteemed Design Gallery annual, out in December.\r\n\r\n<strong>How to Vote</strong>\r\nRead the statement about the packages to learn more of the brand’s story\r\nVote for the package you feel best represents the brand and its purpose in reaching customers. Polls are located at the bottom of each category.\r\n\r\n<strong>Naturally Sweetened</strong>\r\n<em>Brand owner: Dr Pepper Snapple Group</em>\r\nNaturally Sweetened spans three brands — 7UP, Dr Pepper, and Canada Dry — and gives consumers  a “better for you” choice in the spectrum of brands they know and love. The new packaging of a slim, sleek can with simple design mirrors the better offering of the product while standing out at shelf. Click <a href=\"http://www.brandpackaging.com/design-gallery-peoples-choice-metal#Vote\" target=\"_blank\">here </a>to vote.\r\n\r\n<a href=\"http://www.brandpackaging.com/design-gallery-peoples-choice-metal#Vote\" target=\"_blank\"><img class=\"alignleft  wp-image-8511\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/Screen-Shot-2014-09-22-at-Monday-September-22-2014-3.26.31-PM.png\" alt=\"Screen Shot 2014-09-22 at Monday, September 22, 2014, 3.26.31 PM\" width=\"691\" height=\"361\" /></a>\r\n\r\n&nbsp;', 'Vote for the People’s Choice Awards 2014', '', 'draft', 'open', 'open', '', 'vote-for-the-peoples-choice-awards-2014', '', '', '2018-09-27 17:58:50', '2018-09-27 17:58:50', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=2007', 0, 'thinking', '', 0),
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(2009, 4, '2014-10-09 16:07:25', '2014-10-09 16:07:25', 'As the petroleum retail market becomes ever more competitive, the winners in today’s economy will be the ones who go beyond service to deliver a satisfying retail experience. And one way to do that is through paying attention to the retail trends affecting the industry.\r\n<strong>Trends in Store Design</strong>\r\n\r\nAsk yourself what attracts you to your favorite retail store? Is it the choice of products? The level of customer service? Or the functionality of the space? Today’s c-stores often lack the store design ‘wow’ factors that improve consumers’ shopping experience. From cluttered POP displays to confusing traffic flow, many c-stores leave store design at the proverbial front door. According to Joseph Bona, president branded environments at CBX, however, the retail landscape within the convenience retailing environment is becoming more sophisticated and focused on meeting consumer expectations. “Competition for convenience is everywhere—from drugstores and dollar stores to the smaller formats being opened by traditional Big Box retailers,” Bona says. “As a result, c-stores that don’t take steps to remain relevant in an ever-demanding, consumer-driven marketplace will be left behind.”\r\n\r\nBona says the most important aspect of today’s fuel marketing/c-store retail environment is the ability to connect with consumer emotions. “It’s no longer just about selling like items at like prices in like environments,” Bona says. “Today’s consumers have far too many choices where they can go to meet their everyday convenience needs, so those retailers who can provide value beyond selling goods and move toward selling experiences are the ones who will survive and succeed in the future.” This will require engaging all the senses and bringing an element of entertainment into the retail space.\r\n\r\nOutside the c-store arena, there are several prime examples of retailers that have embraced this trend in making an emotional connection with consumers. In grocery, Trader Joe’s provides a quirky attitude with quirky named products that you can only find at their stores.\r\n\r\n“It’s the overall adventure of seeing what’s new and the thrill of the hunt for proprietary ‘indulgent’ specialty items that you can’t get at your local supermarket,” Bona says. Indeed, as Brad Panarese, vice president, retail design at Tris3ct, a Chicago-based independent ad agency that specializes in retail marketing, explains, shopper expectations continue to evolve related to convenience, better quality foods/products and integration with technology, forcing retailers to respond with designs that speed checkout and navigation.\r\n\r\n“This is true in nearly every category of retail,” Panarese says. “The shift in demographics is a major contributor to shopper expectation as female and Millennial shoppers comprise a significant portion of today’s category consumers.”\r\n\r\nPanarese agrees that the biggest change in c-store environments is being caused by the introduction of smaller formats by retailers such as Wal-Mart and Target. “Building on the trend of international retailers such as Tesco, RetailNet Group research estimates that 95% of net new store growth between now and 2017 will come from small store footprints—5,000 square feet or smaller,” Panarese says.\r\n\r\nMichael Harris, managing partner at Boston-based Match Marketing Group, says one of the hottest trends is the creation of a “local marketplace” ambience within the c-store format.\r\n\r\n“The idea is to create an environment that appeals to the changing demands of shoppers with a format that is operational but conveys the perception of constantly changing products and services—hence the marketplace motif,” Harris says.\r\n\r\nConvenience retailers also see an opportunity to get a greater share of trips. Today’s fuel marketers have moved far beyond their original reason for being—GLT (Gas, Liquor, Tobacco). Partly this is in response to changing consumer trends and desires, but also as a response to greater competition from large format stores and chains opening local small footprint stores, as well as greater competition from the rapidly expanding drug store convenience and dollar store formats.\r\n\r\n“The overriding dynamic is ‘quick trip’—in/out mission based shopping,” Harris says. “The perception of convenience stores has been reversed in recent years—from a gas station with a convenience store attached to a local store with a gas station attached. We’ve seen convenience retailers embrace everything from premium coffee to artisan and craft beers to become more of a destination in their local market.”\r\n\r\n<strong>Trends in Offering Fresh Products</strong>\r\n\r\nThese days, more and more fuel marketers see foodservice, specifically fresh food options, including deli programs, as an excellent way to grow their business. Operators have valid, bottom-line reasons for offering enhanced fresh, healthy items, including saving labor, saving time, and maintaining consistency of menu offerings.\r\n\r\nAs consumers are inundated with the importance of embracing healthy lifestyles —eating more fresh and less “fast” food—fuel marketers and their c-store counterparts are jumping on the fresh product “bandwagon” like never before.\r\n\r\nSo why should marketers pay attention to this trend? Quite simply, it offers a new revenue stream that had previously been ignored by the c-store segment.\r\n\r\n“This trend has to do with what customers are asking for and the general health consciousness of consumers as a whole,” Bona says. “Traditional traffic drivers, such as cigarettes, have been in steady decline along with retail margins, leaving c-store operators little choice but to look elsewhere to recapture business.”\r\n\r\nThe desire for shoppers to have more fresh premium products is still an expectation that impacts c-stores. According to Panarese, research confirms that more than 60% of shoppers think that convenience stores should offer more healthy foods.\r\n\r\n“Retailers such as 7-Eleven and Casey’s General have responded with staff to prepare new products, such as egg white sandwiches for breakfast, custom deli sandwiches during lunchtime, as well as fresh pasta, pizza, and burgers,” Panarese says.\r\n\r\nAdditionally, with people eating and snacking multiple times a day or week, foodservice, when executed to high standards, can provide the impetus for replacing lost volume and driving higher sales.\r\n\r\n“As a result, c-stores now find themselves competing with the likes of Quizno’s, Subway, and McDonalds, offering freshmade salads, cut fruit, yogurt bars, and higher quality sandwiches, wraps and paninis,” Bona says.\r\n\r\nSo how are consumers responding to this trend toward fresh product offerings in the c-store marketplace? “I always believe that people eat with their eyes before they taste their food, so if the store environment, beginning from the curb, doesn’t convey a sense of being a professional food establishment, customers will keep driving by,” Bona says. “The best-in-class retailers like Wawa, Sheetz, and Rutters, have proven that, when done right, customers will return more often.”\r\n\r\nBona says it’s all about making a promise on the outside and then, once over the threshold, delivering on that promise through experience, quality of products, and great customer service.\r\n\r\n“The competitive landscape will continue to shape and drive change in the industry,” Bona says. “With discount stores and drugstores competing for fill-in occasions, QSRs developing stronger coffee and breakfast offers, and big box retailers building small format stores, c-stores have to move beyond selling daily commodities and concentrate more on serving the many different meal occasions that people have everyday.”\r\n\r\nAnd while some retailers are moving the needle on premium offerings, shoppers still look for the big sellers that have made c-stores popular, such as slushies and oversized sodas.\r\n\r\n“Consumers have responded favorably to new menu offerings, but still desire more traditional tactics that are still effective for grocery, such as coupons and special promotions,” Panarese says. “Given that loyalty programs continue to be effectively associated with gas purchase, broadening offers to include special meal deals will expand sales and maintain shopper interest.”\r\n\r\n<strong>Trends in Technology</strong>\r\n\r\nWith each new day, technology brings fuel marketing businesses exciting opportunities for growth and success. As businesses grow, they encounter tough decisions regarding how to best use the technology available. Within the c-store environment, technology needs to provide one key attribute: enable and support the speed of service and customer engagement.\r\n\r\nThat said, mobile wallets, dispenser technology, reward programs to entice gasoline purchasers to set foot in the actual store for additional purchases, and remote couponing, are all technology trends being implemented across the category.\r\n\r\n“National and local retailers understand that shoppers are leveraging multiple screens even when visiting their locations,” Panarese says. “Speedway and Shell have both leveraged social media to feed content that appears at the pump. Shell has continued to evolve their omni-channel experience by tying-in their POS system to mobile and tablets apps, allowing for both gas purchase at the pump as well as in-store including food products.”\r\n\r\nExperts advise fuel marketers to keep in mind that social technology will continue to play a critical role in how shoppers interact with retail brands. “Having the ability to respond more effectively with more relevant digital content will be key,” Panarese says. “Monitoring social channels and understanding when shoppers visit or intend to visit c-stores can provide key learning to optimize future content. This approach can also help improve customer service experiences when shoppers visit the stores—reducing perception of wait times and improving satisfaction.”\r\n\r\nAs shoppers become more familiar and more comfortable with payment apps, marketers will need to find the right balance between rewarding shoppers for their core purchase of gasoline and identifying ways to drive consideration of food/beverage products.\r\n\r\n“There will continue to be a challenge between how far retailers stray from core drivers in the category, such as gasoline and foodservice, versus evolving store footprints that include lounges and other amenities meant to entice new shoppers,” Panarese says.\r\n\r\nSome industry experts see technology as a double-edged sword—especially for fuel marketers. For instance, Pay at Pump technology is extremely valued by the “on-the-go” consumer (and convenience store operator) but can result in less in-store foot traffic.\r\n\r\nBut on the other, hand convenience retailers can take advantage of new location-based digital/mobile technologies as added incentives to bring traffic to the store. Furthermore, through these technologies they can promote exclusive products, the increasing range and variety of fresh options, unique services, such as pick up/drop off deliveries including dry cleaning, loyalty rewards, and many more.\r\n\r\n“Technology can give convenience retailers a unique opportunity—the ability to really transform their store using technology such as digital communications and media to create a store that has a completely different look/feel through different day parts—a morning café, a fresh lunch stop, an evening dinner solver,” Harris says. “They also need to connect this to the external audience via localized social and digital engagement and solutions.” Experts agree that gas is and will increasingly become a less significant part of the convenience/fuel marketing format. Long term trends, such as fewer miles driven per capita per year as well as the potential increase in electric powered cars, mean that fuel marketers need to provide additional reasons to visit.\r\n\r\n“Their locations—easy in/easy out—give them an advantage with the quick trip shopper,” Harris says. “To capitalize, c-store operators will need to continue to move further into local, fresh, unique products and services—in essence a holistic interpretation of the word ‘convenience.’”\r\n\r\n&nbsp;\r\n\r\nSource: Independent Gasoline Magazine Sept/Oct issue', 'Retail Trends', '', 'publish', 'open', 'open', '', 'retail-trends', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 0, 'http://cbx.cappendev.com/thinking/16/retail-trends', 0, 'thinking', '', 0),
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(2011, 4, '2014-10-09 17:41:47', '2014-10-09 17:41:47', 'by Meg Asaro,\r\nCulture has become quite the buzz word as of late. The word itself has been trending on Merriam-Webster as the third most popular on their site (06.26.14). Is it because culture is literally expanding in size or because it is one of those words that has different meanings and needs clarification? I believe the root cause is related to both.\r\n\r\nThe dictionary definition of culture is “the beliefs, customs, arts, etc. of a particular society, group, place or time.” That makes total sense but, as a brander, I see culture as the palpable environment in which brands gain or lose relevance and meaning. For my work, the definition needs be more specific and actionable, setting up a call and response between culture and consumer, with brand smack dab in the middle of that conversation.\r\n\r\nSomething along the lines of “culture is the fusing of opportunity and motivations through mass behavior.” Redefining culture in this way makes room for the ever-changing symbiotic relationship between consumer and culture, humans and their environment and allows brands to connect on a deeper level. Deconstructing the definition a bit for clarity, motivations refer to the consumer need and opportunity to the shifting white space that brands inhabit in order to best satisfy that need.\r\n\r\nOnly by connecting a human need to a brand truth can brands hope for solid traction. Think of a brand that moves you. For me, it is Target. Experiencing awesome design at affordable prices, with modernized version of songs from my past (“Unbelievable,” 1991 from their back-to-school clothes spot) totally yins my yang.\r\n\r\nBut, today, there is a big challenge looming. We live in a time of constant content bombardment. Perpetual information is bought and sold, repurposed, consumed and more and more, forgotten. Ray Kurzweil’s “accelerating intelligence” is here. It is not a cultural shift of tomorrow but a reality of today. Culture is accelerating and is now much more fractured, splintered and well, weak. As the connective tissue between brand and consumer, it is getting stretched so thin that it is becoming more difficult to know what is true, what to latch onto and ultimately, what to leverage. Basically, it is becoming harder to find true relevance as cultural relevance itself is becoming less potent.\r\n\r\nI stumbled on cultural strategy as a profession by happenstance about 16 years ago when I worked as a cultural curator: someone who defines and re-appropriates cultural meat for brand strategy and, ultimately, expression. At the time, Naomi Klein came out with No Logo and stated, “Whoever produces the most powerful images, as opposed to products, wins the race.” Tracking cultural shifts back then was dare I say, easy. You could see them coming from Technohuman (the melding of technology and humanity) to S/he (gender bending) to Mass Class (the democratization of design - thanks Martha).\r\n\r\nWe talked of white space and penetrating gray matter because we could with culturally relevant image and design. Culture had gravitas and weight and we had water cooler moments to discuss and dissect. But progressively, these moments got fractured. Common cultural stories were told in smaller like-minded tribes. And those bigger cultural moments? They got uglier. The squeaky wheel tends to get the grease, or the loudest voice the mic, more appropriately. Examples that come to mind range from the Real Housewives juggernaut to Miley’s twerking to the unfortunate nature of the coverage of our beloved Robin Williams‘ death. We don’t need all the gory details but the school of thought that’s winning today says: sensationalism sells.\r\n\r\nI look back at 1998 with rose-tinted glasses. We saw the future through brightly colored iMacs and Woody from “Toy Story.” But, we could also turn ourselves off and just be human, find some peace. Cyber reality was just that, another world to enter and leave. Today, we are never unplugged, the thought is foreign as our smartphones get smarter and our addiction grows. Google Executive Chairman Eric Schmidt is famously quoted as saying, “Every two days, we create as much information as we did from the dawn of civilization up until 2003.” Because of this, I sometimes find myself feeling overwhelmed and overloaded. I worry that we are experiencing a cultural fracturing, and that perhaps a deep cavernous disconnection has begun.\r\n\r\nSo, in this world where overload is the new normal, what is a brand to do? How can brands connect with consumers and actually, really, still break through?\r\n\r\nI have a few thoughts:\r\n\r\n<strong>1. Be strong</strong>\r\n\r\nIt is brand’s role to act as a stabilizer in this cultural uncertainty. JC Penney illustrated what happens when a brand radically departs from what they know. They crumbled fast but thankfully are back on track, returning to their original logo and common industry practices.\r\n\r\n<strong>2. Be true to your brand’s roots</strong>\r\n\r\nDon’t act upon a cultural shift that is not true to the DNA of your brand. Remember Pepsi’s Refresh Project? It didn’t resonate because cause marketing was not core to the brand. Once they started embodying being “timely” to Coke’s “timeless”, did Pepsi gain traction. They now message “current” to go up against Coke’s “classic”, leveraging a rich history of using “of the moment” musicians to retain cultural relevancy.\r\n\r\n<strong>3. Be ahead of the curve</strong>\r\n\r\nBrands that follow by nature tend to get swallowed up in the abyss and don’t truly stand for something. Yesterday’s low fat is today’s whole grain.\r\n\r\n<strong>4. Research culture relevant to your tribe</strong>\r\n\r\nContinually monitor your core constituents, their behaviors and needs. With today’s cultural fracturing, staying close to those who love your brand allows you to stay at the heart of the conversation and respond with culturally relevant stories. Only then are we truly allowing brands to do their thang.\r\n\r\nRead the full article <a href=\"http://www.mediapost.com/publications/article/235777/the-fragility-of-culture.html\" target=\"_blank\">here</a>.', 'The Fragility Of Culture', '', 'publish', 'open', 'open', '', 'the-fragility-of-culture', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-fragility-of-culture', 0, 'thinking', '', 0),
(2012, 4, '2018-09-27 17:58:46', '0000-00-00 00:00:00', 'Last week, senior designer Jonathon Jones was one of six NYC designers to participate in Shutterstock\'s Pixels of Fury live design battle. The competition was fierce: Participants had just 20 minutes to create a brand from scratch for a local brewery.\r\nCheck out the recap <a href=\"http://www.shutterstock.com/blog/designing-beer-labels-in-20-minutes-a-recap-of-pixels-of-fury-nyc?customer_ID=&amp;campaign_ID=shutters.10147705&amp;launch_ID=10084905\">here</a>.\r\n\r\nWe had a blast supporting our CBX teammate. Go team Double J!', 'Pixels of Fury: Team Double J', '', 'draft', 'open', 'open', '', '', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=2012', 0, 'thinking', '', 0),
(2013, 0, '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 'Aloha-logo_lg_8', '', 'inherit', 'open', 'closed', '', 'aloha-logo_lg_8', '', '', '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 1644, 'http://cbx.cappendev.com/app/uploads/2018/09/Aloha-logo_lg_8.jpg', 0, 'attachment', 'image/jpeg', 0),
(2014, 4, '2014-10-17 20:33:27', '2014-10-17 20:33:27', '<strong>Innovators Are Pushing the Envelope With Elevated Foodservice, Sleek Architecture, Savvy Brand Partnerships and More, Say Experts From CBX and Insight</strong>\r\nToday\'s convenience stores face growing pressure to evolve amid the ramped-up expectations of global consumers, according to an Oct. 8 NACS Show presentation by Joseph Bona, president of branded environments at brand agency and retail design consultancy CBX, and Dan Munford, Managing Director of U.K.-based convenience and petroleum retail strategy specialists Insight.\r\n\r\n\"Strategic insight has never been more important, precisely because the retail world is changing so fast,\" Munford told the audience at the National Association of Convenience Stores\' annual convention, which ran Oct. 7-10 at The Las Vegas Convention Center.\r\n\r\nThose changes, Bona added, extend well beyond the fallout from the rise of ecommerce. \"For example, the phenomenon of channel-blurring has led to a proliferation of competitors from outside the traditional c-store sector,\" he said. \"Whether you\'re talking about c-stores, QSR and fast food chains or pharmacies and grocery stores, all of these retail categories are chasing the same consumers. C-stores must raise their game.\"\r\n\r\nIn Europe and the United States alike, a growing number of c-store chains now aim to accomplish this by offering dramatically improved food offerings, often in sumptuous settings relative to the c-stores of the past, Munford said. According to a September 2014 report by Nielson, fresh foods will account for up to 50 percent of category sales in Europe\'s next-generation c-stores, he noted.\r\n\r\nMeanwhile, U.S.-based chains such as Wawa, Sheetz and Rutter\'s are developing increasingly sophisticated store designs centered on higher-quality food, Bona said. \"These chains understand that time-pressed consumers crave healthier and better offerings in both the foodservice and grocery areas,\" he said. Indeed, in one Technomic survey, a sizeable majority -- 64% -- said eating healthy was important. And earlier this year, two-fifths of consumers told the research firm they would visit convenience stores for prepared foods more often if freshness and quality were improved, Bona noted. \"But bear in mind, convenience-sector foodservice is already a $10.9 billion industry, according to Technomic,\" he said.\r\n\r\nHowever, the trick is not just to offer higher-quality food, but also to elevate the overall customer experience. \"Coffee shops in the U.K., for example, are booming, not because consumers are drinking more coffee, but because they fill a \'social venue\' gap in society -- one that used to be met by pubs,\" Bona said. \"Today\'s c-stores have the opportunity to do the same thing.\"\r\n\r\nAdding to the pressure is the reality that brick-and-mortar retail in general is becoming more disciplined, articulate and differentiated, largely in response to ecommerce. In this context, c-stores that fail to innovate are at risk of falling behind. \"What are you doing to become more differentiated?\" Bona asked the audience. \"What improvements are you making in the area of customer service? Through innovation, you can actually transcend old perceptions of what convenience means and forge a new paradigm.\"\r\n\r\nOver the course of the presentation, Bona and Munford cited a raft of research illustrating rapidly changing consumer tastes and preferences. They also pointed to smart use of technology by Rutter\'s and Tesco Express. The latter chain, Munford noted, has been experimenting with self-checkout stations that are half the size of standard units, with an overall goal of slashing wait times.\r\n\r\nWith respect to foodservice, Bona and Munford noted, a central issue facing the industry is whether to develop their own foodservice brands or to engage in brand partnerships. \"In Europe, two of the most interesting partnership models to date are the Euro Garages \'convenience malls\' and the \'brand implant\' model being developed by Tesco,\" Munford related. \"The Euro Garages are essentially a branded partner offer. Picture a hip-looking, corrugated building alongside the road, with the likes of Starbucks Coffee or Subway inside.\"\r\n\r\nEuro Garages has already rolled out hundreds of these locations, Munford said. For its part, Tesco has partnered with foodservice brands such as Harris &amp; Hoole, Giraffe Cafe, Euphorium and Fred\'s to good effect. \"This use of the \'friendly culture\' of popular partner brands was a savvy move that is proving popular with consumers,\" Munford said. Likewise, European convenience retailer SPAR has partnered with independent U.K. retailer Eat17 to create a retail destination that combines convenience, restaurant and grocery.\r\n\r\nIn the conclusion to the presentation, Bona summed up the takeaway from these trends. \"In the old days, people went to c-stores simply because they were easy to shop,\" he said. \"Today, they\'re looking for something more. They want a pleasant environment, high-quality food, convenient locations, and, yes, good deals. The challenge moving forward is to exceed these rising expectations on all fronts.\"\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/c-stores-must-raise-their-game?\" target=\"_blank\">CSPnet</a>\r\n<a href=\"http://www.cstoredecisions.com/2014/10/17/c-stores-evolving-among-rising-expectations/\" target=\"_blank\">C Store Decisions</a>\r\n<a href=\"http://www.carwash.com/articles/print/90212-consumer-expectations-new-competition-pressure-c-stores-to-evolve\" target=\"_blank\">Carwash.com</a>\r\n<a href=\"http://www.individual.com/storyrss.php?story=197480877&amp;hash=899553d87de314186db4145412bef97b\" target=\"_blank\">Individual</a>', 'C-Stores Are Evolving Quickly Amid Rising Expectations, Experts Say', '', 'publish', 'open', 'open', '', 'c-stores-are-evolving-quickly-amid-rising-expectations-experts-say', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/c-stores-are-evolving-quickly-amid-rising-expectations-experts-say', 0, 'thinking', '', 0),
(2015, 0, '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 'petrochina_logo', '', 'inherit', 'open', 'closed', '', 'petrochina_logo', '', '', '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 1645, 'http://cbx.cappendev.com/app/uploads/2018/09/petrochina_logo.jpg', 0, 'attachment', 'image/jpeg', 0),
(2016, 0, '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 'Poland-PKN-Orlen-Enters-to-Wind-Energy-Market-22', '', 'inherit', 'open', 'closed', '', 'poland-pkn-orlen-enters-to-wind-energy-market-22', '', '', '2018-09-27 16:53:00', '2018-09-27 16:53:00', '', 1646, 'http://cbx.cappendev.com/app/uploads/2018/09/Poland-PKN-Orlen-Enters-to-Wind-Energy-Market-22.jpg', 0, 'attachment', 'image/jpeg', 0),
(2017, 4, '2014-10-22 16:29:29', '2014-10-22 16:29:29', 'Smart retailers are using design and technology to attract and influence the newest generation of buyers.\r\nRetail store presentation is radically evolving. The traditional planning of store designs to appeal to the now-retiring Baby Boomers has given way to the influx of new buyers: Millennials. These customers, who have become the dominant force in retail, see, think, behave and buy differently than previous generations. Accordingly, owners and managers have to plan their stores, merchandise displays and, most importantly, interact with customers in new ways if they expect to grow their business.\r\n\r\nWhile marketing to Millennials includes technology outreach such as cell phones and social media, experiential marketing inside stores is also important. While providing shoppers with an environment that is sophisticated, attractive and friendly, presentation and attention to detail are critical.\r\n\r\n<strong>Millennial Impact</strong>\r\n\r\nMillennials have become a dominant buying force. A 2014 study by Accenture described them as \"a trillion-dollar demographic\" that has transformed shopping. Accenture\'s study put the number of Millennials in the United States at 80 million and estimated their annual domestic spending at $600 billion. \"If retailers want to give Millennials the seamless experience they have come to expect, they must radically change the way they operate,\" the study warned. Agencies helping stores transition from traditional marketing agree. \"You need to connect on some level because there has to be engagement,\" says Christina Papale, vice president of strategy for CBX, a New York-based brand agency.\r\n\r\nNot surprisingly, this demographic group stays on top of prices and promotions, usually through cell phones and/or social media. Respondents to the survey said that real-time product availability impacts their choice of where they will spend. Other business analysts believe a non-traditional store environment is necessary to entice Millennials.\r\n\r\nRetailers from the big boxes to smaller convenience outlets are catching on. Sheetz Inc., a chain of gas station/convenience stores, initiated computerized sandwich orders inside its facilities well before the practice became widespread.\r\n\r\nThe Millennial impact is evident as newly conceived designs make their way into the marketplace. Convenience is particularly important to Millennials who are coming to buy a specific product they\'ve researched via cell phone. Sometimes, that product is food. Perhaps that explains the rationale behind Target\'s debut of its first Target Express store near the University of Minnesota. The location is only 20,000 square feet and is stocked with food (we are talking about college students), electronics and includes a pharmacy and beauty department. The store contains touchscreens for buyers to access special discounts. Walmart has opened its first Express store in Arkansas. These are more signs of growing change in retail outreach.\r\n\r\nConvenience stores are beginning to rethink their layouts because of these trends, according to Michael Lawshe, president and chief executive officer of Paragon Solutions in Fort Worth, Texas. His firm has suggested moving refrigeration and food service to the middle of convenience stories. \"Food service should be the biggest growing thing in the store,\" Lawshe says.\r\n\r\n<strong>Millennial Expectations</strong>\r\nWhat is it that they want? Don\'t discount the \"cool factor.\" The Accenture study and others like it confirm that the store can be just as important as the products. Consider the now ever-present \"beer cave. \"When first introduced, it was a welcome alternative: to routinely stocked shelves because it had become a destination. Lawshe thinks the concept should expand. \"Millennials don\'t want the cave to be just a dark corner because they want an experience,\" he said.\r\n\r\nMany Millennials are green-oriented. They are likely to take note of energy inefficiency and talk about it on social media. Energy-efficient LED lighting is not subtle for these very aware people; it\'s a requirement. Surveys show that Millennials pay close attention to business\' envirorunental footprints. Execution of sensory and conceptual stimulation must occur within a technological framework that resonates with buyers.\r\n\r\nHere is where many retailers are lagging. For them, change is a very slow process, and that can be costly. The longer it takes to change, the more likely these consumers and their purchasing power will go elsewhere. \"You have to know your audience and understand what is important in their lives,\" Papale says. One way to expedite the process is to partner with design vendors during the planning process. Vendor expertise can provide a number of cost-efficient choices when they are most needed - before installation and not after when changes tend to be more costly.\r\n\r\n<strong>New alternatives and choice</strong>\r\nEvolving technology that appeals to Millennials - and those significantly older - has changed everything from cases to lighting. There is, for example, the intelligent sealed-glass door with an embedded, translucent LCD panel. Within this new casing design is a media player with wireless connectivity, capable of delivering content to the door, allowing consumers easy product information access. Another alternative is LED lighting. LEDs aren\'t new, but marketers have found that varying lighting colors ranks high in the Millennials\' sensory attraction. Retailers are also advised to remember the point about destinations. It worked for beer caves and can have the same impact for other products.\r\n\r\nAnother new design revelation is the ability to change merchandise at different times of the day. Specially designed shelving for a minimal staff enables the retailer to change and re-set the product mix as needed based upon the popularity of certain products at various hours.\r\n\r\nTechnology is inherent with Millennials, so it makes sense for retailers to take advantage of sophisticated high-tech tools that will appeal to their lifestyles. Those tools should be part and parcel of the design of retail operations. Energy-efficient cases, lighting and specialized destinations eliminate clutter and influence consumer behavior during a visit, especially at the point of sale.\r\n\r\nThe latest wave of technological options resonates with a buying public that wants the cool factor and more. At a time when it is so difficult to get messages across to people because of the plethora of communication and message outlets, designs that attract and relate through technology send a clear signal that the retailer understands its Millennial customers. This is a strategy that can help ensure the growth of a loyal customer base. products.\r\n\r\nRead the full article in Retail-Merchandiser, September/October 2014 issue', 'Marketing to Millennials', '', 'publish', 'open', 'open', '', 'marketing-to-millennials', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/marketing-to-millennials', 0, 'thinking', '', 0),
(2018, 0, '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 'ecuador-gas-prices-primax', '', 'inherit', 'open', 'closed', '', 'ecuador-gas-prices-primax', '', '', '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 1647, 'http://cbx.cappendev.com/app/uploads/2018/09/ecuador-gas-prices-primax.jpg', 0, 'attachment', 'image/jpeg', 0),
(2019, 4, '2014-10-23 15:39:55', '2014-10-23 15:39:55', 'CBX reported that modern convenience stores face pressure to evolve amid the ramped-up expectations of global consumers, according to an Oct. 8 NACS Show presentation by Joseph Bona, president of branded environments at CBX, and Dan Munford, Managing Director of Insight.\r\n\"Strategic insight has never been more important, precisely because the retail world is changing so fast,\" Munford told the audience at the National Association of Convenience Stores\' annual convention, which ran Oct. 7-10 at The Las Vegas Convention Center.\r\n\r\n\"For example, the phenomenon of channel-blurring has led to a proliferation of competitors from outside the traditional c-store sector,\" he said. \"Whether you\'re talking about c-stores, QSR and fast food chains or pharmacies and grocery stores, all of these retail categories are chasing the same consumers. C-stores must raise their game.\"\r\n\r\nAccording to a release from the company, in Europe and the United States alike, a number of c-store chains now aim to accomplish this by supplying food offerings, often in sumptuous settings relative to the c-stores of the past\r\n\r\nAccording to a September 2014 report by Nielson, fresh foods will account for up to 50 percent of category sales in Europe\'s next-generation c-stores, he noted.\r\n\r\nMeanwhile, U.S.-based chains such as Wawa, Sheetz and Rutter\'s are developing store designs centered on higher-quality food, Bona said.\r\n\r\n\"These chains understand that time-pressed consumers crave healthier and better offerings in both the foodservice and grocery areas,\" he said. Indeed, in one Technomic survey, a sizeable majority -- 64 percent -- said eating healthy was important. And earlier this year, two-fifths of consumers told the research firm they would visit convenience stores for prepared foods more often if freshness and quality were improved, Bona noted. \"But bear in mind, convenience-sector foodservice is already a $10.9 billion industry, according to Technomic,\" he said.\r\n\r\nOver the course of the presentation, Bona and Munford cited a raft of research illustrating changing consumer tastes and preferences. They also pointed to smart use of technology by Rutter\'s and Tesco Express. The latter chain, Munford noted, has been experimenting with self-checkout stations that are half the size of standard units, with an overall goal of slashing wait times.\r\n\r\n\"This use of the \'friendly culture\' of popular partner brands was a savvy move that is proving popular with consumers,\" Munford said. Likewise, European convenience retailer SPAR has partnered with independent U.K. retailer Eat17 to create a retail destination that combines convenience, restaurant and grocery.\r\n\r\nRead the full article <a href=\"http://www.individual.com/storyrss.php?story=197480877&amp;hash=899553d87de314186db4145412bef97b\" target=\"_blank\">here</a>.', 'CBX President and Insight Managing Director Present at NACS Show', '', 'publish', 'open', 'open', '', 'cbx-president-and-insight-managing-director-present-at-nacs-show', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-president-and-insight-managing-director-present-at-nacs-show', 0, 'thinking', '', 0),
(2020, 4, '2014-10-28 16:01:13', '2014-10-28 16:01:13', 'Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique hair care portfolio—with award-winning structural packaging and graphics created by leading global brand agency CBX.\r\nThe project—which took top design honors in the hair care category this past June at HBA Global, the Health &amp; Beauty Aids Expo and Conference—will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, said Gregg S. Lipman, managing partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through global research as well as input from a team of Amway regional affiliates. The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners, as well as a host of styling gels and serums, final-touch sprays, mousse and other products.\r\n\r\nFor the new logo, CBX added a touch of uniqueness to the ‘q’ in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of rejuvenated or free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes.\r\n\r\nRead the full article <a href=\"http://www.happi.com/contents/view_breaking-news/2014-10-27/amway-hair-care-debuts-new-look/#sthash.pDKWANlx.dpuf\" target=\"_blank\">here</a>.', 'Amway Hair Care Debuts New Look', '', 'publish', 'open', 'open', '', 'amway-hair-care-debuts-new-look', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/thinking/16/amway-hair-care-debuts-new-look', 0, 'thinking', '', 0),
(2021, 0, '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 'TOPAZ2_canopy', '', 'inherit', 'open', 'closed', '', 'topaz2_canopy', '', '', '2018-09-27 16:53:01', '2018-09-27 16:53:01', '', 1648, 'http://cbx.cappendev.com/app/uploads/2018/09/TOPAZ2_canopy.jpg', 0, 'attachment', 'image/jpeg', 0),
(2022, 4, '2014-10-28 16:33:52', '2014-10-28 16:33:52', 'Veteran designer Joseph Bona believes grocers need to reinvent their stores. As technology transforms multi-channel retail into hyper-channel \"always-on\" retailing, chains must emotionally connect with consumers like never before, he says.\r\nHe presented his views in a recent speech at EuroShop, the global trade fair in Dusseldorf, Germany, where he urged retailers to rethink the function of their brick-and-mortar stores.\r\n\r\n\"Emotion plus theatrics equals experience;\' says Bona, president, branded environments for CBX, a New York-based retail design consultancy and brand agency. \"Story-telling ability, in particular, helps you create engaging experiences, and the memory of those experiences can inspire consumers by adding excitement and drama to routine transactions.\r\nUltimately, this is what energizes brand culture and drives long-term customer loyalty, even in a world perpetually driven to digital distraction.\'\r\n\r\nToday\'s \"always-on\" environment is not restricted to people buying whatever they want using their phones and tablets. It also means they can use GPSand cloud-enabled tools to find the very best retail experiences available wherever they happen to be, Bona says.\r\n\r\n\"Physical stores can no longer be what they used to be-namely, distributors of other people\'s goods at reasonable prices in convenient locations;\' he adds. \"They must offer sights, sounds, tastes, touch, and emotion-3D experiences that 2D can\'t achieve.\'\r\n\r\nBona points to Trader Joe\'s and Wegmans as retailers using design to create a sense of adventure and discovery. He says they are not just resellers of other branded products, but are destinations dedicated to providing truly unique and memorable experiences.\r\n\r\n\"They encourage you to browse, touch, feel and see what\'s new and on display;\' Bona says. \"They make shopping fun and engaging.\'\r\n\r\nHe says grocers should bring some of the excitement of food TV to stores or add tasting stations, growler bars and restaurants in new or remodeled stores.\r\n\r\n\"Overall, retailers need to push the envelope and keep asking one basic question: \'How do you maintain a pillar of affection and human touch while there\'s a simultaneous shift to increasing human interaction with technology?\" says Bona.\r\n\r\nRead the full article in Grocery Headquarters, November 2014 issue', 'Emotional shopping', '', 'publish', 'open', 'open', '', 'emotional-shopping', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/emotional-shopping', 0, 'thinking', '', 0);
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(2023, 4, '2014-10-28 17:51:09', '2014-10-28 17:51:09', '<strong>Grocers are designing stores to meet the needs of today\'s omnichannel shopper.</strong>\r\nFor the longest time, the traditional grocery store has flourished as one of the pillars of both small towns and big cities across the country. It has been more than the source of provisions for families. The supermarket has anchored shopping centers and often served as a social gathering place and sponsor of community events.\r\n\r\nWhile many of those functions endure, there is a growing consensus across the food industry that grocery stores must redesign and reinvent themselves to relate to today\'s omnichannel consumers who want a seamless shopping experience through all available channels-from the traditional bricks-and-mortar store to smartphones, tablets and computers.\r\n\r\nMost of all, grocery stores must blend the digital world with the physical store while incorporating more design elements that offer sights, sounds and touch as well as emotional experiences. This transformation extends beyond digital add-ons such as online grocery shopping.\r\n\r\nMichael Harris, managing partner of Match Shop Lab, a shopper marketing agency with offices across North America, says stores need to be reconceived to be sensorial environments as opposed to just efficient distributors of products. He expects to see a massive reduction in nondescript pre-packaged items and an increase in unique, perishable and emotionally driven products and categories.\r\n\r\n\"Grocers who fail to merge the digital and physical worlds will watch their sales erode as more consumers use digital channels to research and buy;\' says Steve Cole, CMO of Gladson, a Lisle, Ill.-based provider of syndicated product images and information and category management services. \"The way consumers will use digital for shopping in the next few years will change drastically. This includes what products consumers will buy in store versus what products will be purchased online. With items such as paper products and toiletries hanging in the balance, e-tailers and traditional grocers will battle for the sales of these high-margin items.\'\r\n\r\nJuan Perez, president and CEO of ADUSA, a Hoffman Estates, IlL-based provider of self-service systems for grocery stores, provides a glimpse of what happens in the evolving supermarket: An office worker receives a coupon on her smartphone for a sandwich that is on special at a local supermarket. She uses the omni channel fresh foods selforder app on her smartphone to order the sandwich and schedule a pick-up time during her lunch break. While in the store to pick up her sandwich, she decides to use a self-order app on a convenient in-store kiosk to place an order for a party tray she will pick up over the weekend. She then also decides to print her shopping list and pick up a few items she had added to that list the previous day while at home.\r\n\r\nNot futuristic enough? Here is how Eran Sharon, vice president of product management for YCD Multimedia, based in New York, envisions such a grocery store: The use of audio-visual media is an integral part of the shopping environment. The buying process combines messaging to the client during her visit to the store to strengthen the brand and assist in her decision making, as well as to entertain and make the visit an enjoyable experience.\r\n\r\nAudio-visual displays are located in various areas of the store, such as delicatessen, meat and bakery. Displays are also installed at the points-of-sale and in aisles; that is, in areas that offer an opportunity to high-impact advertising and impulse purchasing. Stores create a digital multimedia ecosystem that includes regular screens, video walls, kiosks and interactive applications, using tablets. Customers experience content ranging from entertainment, advertising and promotion to brand video and tablet-based resources. QR codes extend digital signage beyond the boundaries of screens and video walls into mobile devices. They remind shoppers of offers and coupons by exact location according to GPS. Shoppers then share this adventure with their friends on Facebook and Twitter.\r\n\r\n<strong>DOING DIGITAL</strong>\r\nSound far-fetched? Not so much, since many these digital elements are entertaining and informing shoppers in two leading supermarket and hypermarket chains in Istanbul, Turkey: Migros and Macrocenter. YCN is negotiating with a major supermarket chain in the U.S. for a similar installation.\r\n\r\nMeanwhile, Westside Market, a family-owned and operated chain of neighborhood stores in New York, will be opening a new location equipped with new technologies. Shoppers there will be able to connect to Wi-Fi via smartphones and tablets. Technology will create faster checkout counters and an app will enable customers to learn about specials and products sold at the store while shopping.\r\n\r\n\"At this time, the areas in which digital and physical most logically intersect are in tracking consumers\' purchasing activity and pushing individualized content based on past purchasing behavior;\'says Joseph Bona, president, Branded Environments for CBX, the New York based retail design consultancy and brand agency. \"This could include weekly specials, shopping list management, menu/ingredient ideas for a family of two, four or more, introduction of new products and recipes and a host of other specifically targeted service offerings. Additionally, linking health and nutritional information with eating habits may provide more meaningful connections other than offering a list of packaged commodities online.\r\n\r\n\"Chain drug stores are adding health advisors armed with digital tablets as a way of elevating personalized service levels in-store;\' he adds. \"Likewise, supermarkets could add a nutrition advisor or a meal ambassador with an iPad as a way of elevating in-store engagement. Why do customers always need to go through a checkout lane? As successfully done in other retail sectors, can\'t roaming clerks check you out with a portable scanner if you\'re just picking up tonight\'s meal of five items or less?.\"\r\n\r\nCole agrees that the key consideration when implementing technologies that bridge digital and physical worlds is to enhance the shopper\'s buying journey, not complicate it. For starters, he says grocers should understand how digital technologies can best support their shoppers\' current habits.\r\n\r\n\"This can lead to introducing mobile apps for recipes and shopping lists, weekly circulars available on digital platforms and digital coupons;\' says Cole. \"For retailers looking ahead to futuristic technology, Apple\'s iBeacon is an example of technology that hopes to blend in-store and digital realms. iBeacon, and other in-store location devices, push offers to shoppers\' smartphones based on both the store they are in and, crucially, their location within the store:\' ·currently, the technology is being tested by Giant Eagle and Safeway.\r\n\r\nIn the fresh foods departments of grocery stores, Perez says well-placed self-ordering kiosks, attractive digital menu boards, and digital queue management systems can make shopper traffic flow smoothly, and web/mobile ordering apps give consumers all of the tools they need to engage the supermarket on their terms. \"After all, that\'s the power of the omni-channel;\' he says.\r\n\r\nSo much focus is centered on what is happening in the digital world that it is easy to forget that the physical world is still what offers us the best way to interact with brands, products and services. Supermarkets are selling an experience, not just products, says Cole. Leading grocers are accomplishing this with instore design elements such as kitchens for culinary workshops, ask-the-expert stations, elaborate food sampling displays and other features that engage the shoppers\' senses.\r\n\r\n\"In the uber-connected, myriad product world, shoppers need more from retailers than the ability to quickly, efficiently and cost effectively purchase the items on their list;\' says Harris, adding they increasingly will be able to do that from the comfort of their armchair. \"The tone needs to be authentic and natural, conjuring in the mind of shoppers real people toiling to grow and harvest their food. Other design elements would be those that break up the monotony of aisles and fridges- an artisan cheese maker, a local farmers market, an aspiring chef from a local culinary school.\'\r\n\r\nDesigner Juan Romero takes it one step further. The president and CEO of api( + ), based in Tampa, Fla., says stores can leverage welldesigned and maintained environments by sharing images through omni-channel efforts and encouraging social media activity.\r\n\r\n\"Images of grocery store interiors are rarely used in promotional efforts;\' he says, \"but they can be a draw for customers who choose their shopping destination based on environment. Images are especially compelling for consumers who have not yet shopped the store.\r\n\r\n\"Well-designed environments can encourage social media activity, which creates buzz and brings in more shoppers:\' he adds. \"Social media users frequently check in and share \'selfies\' with their social media networks when they visit unique or beautiful restaurants. There is no reason a grocery store can\'t also leverage this free third-party promotion. To boost in-store social media use, retailers need to become destinations that consumers want to talk about, and they must create photo opportunities, which can be done via design. Retailers can also promote social media shares by providing loyalty program incentives for photo shares, check-ins and tweets.\'\r\n\r\nLiz Crawford, vice president of strategy and insights for Match ShopLab, presents a creative and radical way that grocery stores will be redesigned. She says that \"grocerants\" will be the new norm. A grocerant is a store that combined a supermarket and a restaurant. The key here is that most \"grocers\" will no longer sell .\"ingredients\" such as flour or cake mix, but will sell prepared food for consumption within a few days. Cooking itself will become the purview of the hobbyist, as real culinary skills and time become scarcer. She lists two megatrends that support this prediction:\r\n\r\n• Consumers are urbanizing. The Brookings Institute reports that large American cities are growing faster than the suburbs for the first time in almost a century. That is important because city dwellers use prepared foods to a greater extent than ingredients, and they do not have the storage or cooking facilities that their suburban counterparts do.\r\n• Demographics are changing. There are more single adults now than ever before. In 1960, 60% of adults 18 - 29 were married, according to the Pew Research Center-a fact tank focusing on attitudes and trends shaping America-today only 20% are. In 1970, over 72% of all adults were married; today that number is 50%. And, as a rule, single adults do not cook as much as families or even couples do. Finally, Millennials do not have the same cooking skills as previous generations did.\r\n\r\n\"So, taken holistically, the picture is changing;\' she says. \"Shoppers will increasingly look for prepared foods to heat-and-eat during the week. Grocerants will fill the need.\'\r\n\r\nAt the same time, she says restaurant design will influence supermarkets. From themed restaurants such as Tex-Mex to broad-appeal, low-cost diners, grocers selling prepared foods will adapt new designs to sell their goods.\r\n\r\n\"There may be a convergence of some popular restaurant chains with grocers to create a new format for grocerY:\' she says. \"Imagine Applebee\'s and Kroger joining forces to sell prepared foods to go in mid-size cities throughout the Midwest. Maybe the shopper could pick up nonfoods while in the store, such as personal care items. It would neither be a typical grocery store, nor a typical restaurant, like today. It would be a re-invention to fill the needs of a new generation.\'\r\n\r\nAnother grocery format that Crawford envisions is the nearly completely self-serve food warehouse. This selfserve retailer will resemble \"automated retail\" without much human interaction at all. Instead of relying on people to work, it will rely on digital technology for product information, ordering and payment.\r\n\r\n\"I believe the era of self-service retail is close; she says. \"This may serve a certain cost-conscious segment of the population, while grocerants may serve a more affluent segment. Will there be retail experiences in between? Sure, but what\'s different is that those traditional stores may not dominate the food retail landscape in 15 years.\'\r\n\r\nDespite such far-flung formats of the future and the growing technological wizardry of today, success often comes down to people. Jeff Weidauer, vice president of marketing and strategy for Vestcom, a Little Rock, Ark.-based provider of shelf-edge marketing solutions, says that a major element in the brick-and-mortar store experience is the availability of knowledgeable sales people who can help shoppers.\r\n\r\n\"In a world that is focused on labor cost reduction, the use of technology can help, but live people are still necessary to engage with shoppers and provide advice and support:\' he says. \"Brick-and-mortar stores have a major opportunity as online continues to grow, but connecting the virtual and real worlds requires dedication, investment, and, most of all, a willingness to look at the entire shopping trip holistically to see where technology makes sense and where it doesn\'t.\'\r\n\r\nRead the full article in Grocery Headquarters, November 2014 issue', 'Retail reinvented', '', 'publish', 'open', 'open', '', 'retail-reinvented', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/retail-reinvented', 0, 'thinking', '', 0),
(2024, 0, '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 'AsstTapas-1-copy', '', 'inherit', 'open', 'closed', '', 'assttapas-1-copy', '', '', '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 1649, 'http://cbx.cappendev.com/app/uploads/2018/09/AsstTapas-1-copy.jpg', 0, 'attachment', 'image/jpeg', 0),
(2025, 4, '2014-10-29 20:23:43', '2014-10-29 20:23:43', '<strong>Project:</strong> Duty-free shops, Muhammed V International Airport, Casablanca<strong>Design:</strong> CBX\r\n<strong>Completion:</strong> Spring 2104 (phase 1), Summer 2014 (phase 2)\r\n<strong>Size:</strong> 9,967 sf\r\n<strong>Retailer:</strong> IDFS\r\n\r\nInspired by Moroccan architecture most recognized by its royal arches,these duty-free shops give shoppers one last look at Morocco as they leave the country. Luxury purchases of perfume, wines, chocolates, and other international items become souvenirs of their stay in an exotic and storied locale.\r\n\r\nSeparate shopping areas (all owned by IDFS, Morocco’s oldest duty-free retailer) give the feel of shops in a bazaar, while architectural touches such as stylized courtyards and arches recreate the feel of traditional Moroccan homes or “riads.” Rendered in a modern style accessible to the most international taste, the stores feature a color pallet based on the local landscape: desert colors for the floors, rich ivory and sea blue for the accents.\r\n\r\nLED lighting shows off the products to best advantage while large, warm pendant lights bring the scale down to human size and further recall local architecture. Overhead signs identify departments while internally illuminated display towers highlight logos of designer brands.\r\n\r\nThe first two stages of the fast-track project were completed in May and June. The third, a handbag shop, will be finished later this year.\r\n\r\nRead the full article <a href=\"http://insights.retailenvironments.org/portfolio/idfs/\" target=\"_blank\">here</a>.', 'Local inspiration', '', 'publish', 'open', 'open', '', 'local-inspiration', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/local-inspiration', 0, 'thinking', '', 0),
(2026, 0, '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 'DUANEREADE9_brewyork1-632x420', '', 'inherit', 'open', 'closed', '', 'duanereade9_brewyork1-632x420', '', '', '2018-09-27 16:53:03', '2018-09-27 16:53:03', '', 1651, 'http://cbx.cappendev.com/app/uploads/2018/09/DUANEREADE9_brewyork1-632x420.jpg', 0, 'attachment', 'image/jpeg', 0),
(2027, 4, '2014-11-05 17:24:48', '2014-11-05 17:24:48', 'By Sandra Creamer\r\nI’m a strong believer in the notion that brands – whether you’re talking about products or companies – should be “single-minded” about who they are. But what about social media, programmatic media buys and the proliferation of touch points created by the trend toward omni-channel marketing? Don’t you need to sacrifice the brevity and clarity of a single, overarching idea if you are to have any hope of coping with the complexity of today’s media environment? Not at all. The key is to take a more nuanced view of the challenge.\r\n\r\nFor starters, single-minded doesn’t mean a single benefit. Plenty of longstanding and popular brands tout their multifaceted upsides (see the popularity of “all-in-one” or “3-in-one” statements, etc.). At the same time, however, all of these brands can explain themselves with clear, simple words or a single, straightforward phrase. This enables them to stay focused whether the channel is TV, print, packaging, store displays or digital media. After all, competing for the attention of today’s multi-tasking, time-pressed, driven-to-distraction consumers requires nothing if not brevity and clarity. Effective marketing necessitates well-chosen language. And yet a great many clients still ask for the “kitchen-sink concept.” They seem to believe that appealing to a broad audience means explicitly stating everything you can think of about the brand’s upside. It’s very tempting, but according to experts, this approach always tests poorly with consumers; they get confused and don’t take away anything at all.\r\n\r\nCompanies like P&amp;G practically mandate that communication strategies have one idea that gets played out across all touch points to reinforce the main reason consumers should or will want to buy the product (they do a lot of testing to get there). Mega brand Tide launched Pods to great fanfare with a functional description on pack: “detergent + stain remover + brightener.” It’s an example of the 3-in-1 approach delivered in the context of a single-minded focus. Likewise, lucky number 7 appears across categories in P&amp;G products, including newer products like Pantene Age Defy, which “fights the 7 signs,” and Total Effects, which was one of the first brands to kick off the multiple benefit idea with 7-in-1 anti-aging. A third P&amp;G brand, Crest, relies on a modified approach: The new Sensi-Stop Strips have a simplified set of claims and benefits: 1 strip, 10 minutes, up to 1 month of protection. Lastly, Cover Girl, a P&amp;G color cosmetic brand, launched Lip Perfection lip color a couple of years ago with the marketing line “softer lips in 7 days.” To this day, Cover Girl continues to use the copy “create soft, smooth, beautiful lips in just 7 days” (there’s that 7 again). Imagine how easy it is to use this communication message across all touch points.\r\n\r\nWhat you see in the examples above is what I call “choicefulness,” applied at the brand level. But choicefulness also lives at a deeper level – in the brand’s DNA. While it is possible to be single-minded and still have broad appeal, this does not mean the brand should, in its earliest stages of development, be designed for the masses. Who hasn’t heard a marketing executive say “Well, we want to appeal to everyone.” We know. But how you get there is a different consideration. The Apple iPod, Starbucks and Target brands were not designed with everyone in mind. Eventually the crowds came, but at the beginning, more than likely each brand had an “aspirational design target” – a hypothetical composite person – in mind for the design. It makes sense that industry insiders believe that Apple engineers designed their products for themselves. It’s impossible to imagine that “Joe the Plumber” could have inspired Apple, high-end coffee or Target’s accessible high-end design idea. But what these brands did embrace was the principle of choicefulness – conveying multiple benefits without sacrificing the clarity of a single, overarching idea.\r\n\r\nThere are many reasons why corporate and individual brands don’t automatically apply the principle of choicefulness. First, it’s counterintuitive and paradoxical to believe successfully appealing to a broad market means designing for a non-majority. Second, it feels too simplistic, warranting defensive cries of “but we’re a large complex business/brand/offering.” In reality, neither complexity nor size actually matters. Just look at GE (“imagination at work”) and IBM (“smarter planet”). Another perceived barrier: that being choiceful will somehow “limit our future options.” And yet consumers don’t miss a beat when brands modify themselves over time. Amazon used to describe itself as “a retail bookseller that provides instant access to over 1.1 million books.” Today, Amazon “seeks to be Earth’s most customer-centric company.” This is definitive, memorable and clear.\r\n\r\nIf you are not choiceful in your strategy and design, you’ll have difficulty aligning on a whole host of branding tactics: including naming, messaging and design, to name a few. And it will be much more difficult to have a unique and ownable point of view across all touch points. But it certainly doesn’t have to be that way.\r\n\r\nRead the full article <a href=\"http://www.cpgmatters.com/Viewpoints1114.html\" target=\"_blank\">here</a>.', 'Should Brands Be Single-Minded in a Multi-Touch-Point World?', '', 'publish', 'open', 'open', '', 'should-brands-be-single-minded-in-a-multi-touch-point-world', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/should-brands-be-single-minded-in-a-multi-touch-point-world', 0, 'thinking', '', 0),
(2028, 4, '2014-11-08 18:02:55', '2014-11-08 18:02:55', '<strong>The story:</strong> Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique haircare portfolio — with award-winning structural packaging and graphics created by leading global brand agency CBX, which specializes in corporate identity, consumer branding and retail. Amway is one of the world’s dominate direct selling businesses, founded in 1959 by entrepreneurs Rich DeVos and Jay Van Andel, and based in Ada, Michigan, U.S.\r\n<strong>The challenge:</strong> The project — which took top design honors in the haircare category this past June at HBA Global, the Health &amp; Beauty Aids Expo and Conference — will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, says Gregg S. Lipman, managing partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through both global research as well as input from a team of Amway regional affiliates.\r\n\r\nThe solution: The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners as well as a host of styling gels and serums, final?touch sprays, mousse and other products.\r\n\r\nFor the new logo, CBX added a touch of uniqueness to the “q” in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of renewed and free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes.\r\n\r\n“Because Amway is an $11.8 billion company with a vast network of global customers and distributors, the structural positioning and graphics also needed to be universally appealing,” Lipman explains. “And since Amway customers receive products direct from distributors rather than shopping for them at shelf as with a typical CPG, the design considerations were a bit different as well.”\r\n\r\nStarting in 2010, CBX participated in Amway’s global research study that identified universally appealing characteristics to Amway’s diverse consumers across markets such as Russia, China and Southeast Asia. The research was followed by an audit of the premium or prestige beauty and haircare category internationally in a bid to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category, Lipman notes.\r\n\r\nThis research, as well as quantitative testing, revealed that consumers universally favored a simple, sleek and streamlined design. As a direct result, feminine lines and an upward sweeping movement characterize the Satinique cleansing bottles’ silhouette.\r\n\r\n“This energy emphasizes the cleansing product’s breakthrough ability to rejuvenate hair from the inside out while staying true to the positive transformation beautiful hair provides,” Lipman says. “The ergonomics of the feminine shape also create a comfortable feeling in hand and an easy grip in the shower or bath.”\r\n\r\nWhile competing with other products at shelf was not part of the challenge for CBX on this project, Amway agreed that the structural packaging and graphics were no less important than with a typical CPG.\r\n\r\n“Strong design helps provide reassurance that this is a good brand and that it is delivering on quality,” Lipman concludes. “It also helps convey things like usability and shower?worthiness.”\r\n\r\n“Amway’s deep commitment to scientific innovation elevates Satinique to be among the best haircare brands on the market,” explains Maud Pansing, VP Global Beauty. “We’ve raised the bar in the category with technology and performance in the formulations that truly make a difference to the health of hair, inside and out.”\r\n\r\n1. The brand moved away from its previous stouter structures in favor of slimmer, streamlined packaging. Research and testing proved consumers were partial to a simple, sleek design that feels comfortable in hand.\r\n2. The “q” in Satinique mimics the rejuvenating drop’s shape that sits with the brand mark.\r\n3. Rich jewel tones and metallic touches grace the new bottles and coordinate the cleansers and conditioners. The new color palette gives the products a fresh, revitalized look.\r\n\r\nRead the full article <a href=\"http://www.brandpackaging.com/articles/print/84890-good-grooming-haircare-line-debuts-polished-new-look\" target=\"_blank\">here</a>.', 'Good Grooming: Haircare Line Debuts Polished New Look', '', 'publish', 'open', 'open', '', 'good-grooming-haircare-line-debuts-polished-new-look', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/good-grooming-haircare-line-debuts-polished-new-look', 0, 'thinking', '', 0),
(2029, 0, '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 'BP1012_PlasticSurgery_Img1_I', '', 'inherit', 'open', 'closed', '', 'bp1012_plasticsurgery_img1_i', '', '', '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 1652, 'http://cbx.cappendev.com/app/uploads/2018/09/BP1012_PlasticSurgery_Img1_I.jpg', 0, 'attachment', 'image/jpeg', 0),
(2030, 4, '2014-10-29 22:10:45', '2014-10-29 22:10:45', 'By Todd Maute\r\nCommitment can be a sticking point when it comes to retailers and their private label brands. After all, making a serious commitment usually requires a willingness to sacrifice and take risks—and that can be scary.\r\n\r\nTrue commitment also needs to be multidimensional. In retail, this involves fully supporting the brand, not just at shelf, but also within the broader context of the store and through the full gamut of available advertising, marketing and branding channels. Yes, the shelf is (and will continue to be) extremely important. But if merchandise amounts to, say, 80 percent of what consumers see in the store, what about the other 20 percent of that multi-sensorial customer experience? If a retailer has a clearly tepid commitment to their private label, it is hard for consumers to be passionate about the products. What has the retailer done with its signage, décor, graphics, color schemes or even olfactory environment to reinforce its private label brands? How many touch points inside or outside the store offer cues that reinforce the carefully selected attributes of that private label line?\r\n\r\nWhen retailers do take the plunge and fully commit their resources to a portfolio of private label brands, they are often surprised by the way this “multiplier effect” yields a host of benefits. From a branding standpoint, they often discover that it is much easier to tell a consistent story if you commit to presenting your private label narrative in the store, in your circulars, online and at shelf. They also find that “owning” particular categories can become quite doable—and profitable—whenever you fully commit. To be sure, this is easier for private label–dominant retailers like Trader Joe’s, ALDI or Body Shop, all of which see their stores as blank canvases for their private label merchandising and branding strategies. Unlike typical mass-market grocers—where private label accounts for just 10 percent or so of the 40,000 SKUs—these chains are never forced to make tough choices about whether to commit square footage to a national brand in exchange for cash.\r\n\r\nNonetheless, plenty of retailers have managed to make strong commitments to private label even as they carry lots of national brands. The Home Depot, for one, puts heavy emphasis on the Behr portfolio, its exclusive private label paint partner, while also selling a whole host of name brand options. The Home Depot supports Behr by spending money on sumptuous, visually engaging advertisements that, in in turn drives traffic to the store. Stroll into the paint department at The Home Depot, and it is clear that Behr owns the category. This took commitment. National brands would pay good money for the perks now enjoyed by Behr, but The Home Depot continues to be faithful to its private label partner. There is even a mobile app geared toward fans of Behr paints. Along the same lines, Ace Hardware was committed enough to its Clark &amp; Kensington paint brand that it redesigned certain stores to better show off the line.\r\n\r\nThese approaches are about investing in product innovation and understanding the broader context in which the private label brand lives, not just the appearance at shelf. To that end, it is important to think about how people actually shop the store. The centrality of the paint department at The Home Depot is no accident—it is meant to be a visual showpiece with bright colors and an interactive paint-mixing counter.\r\n\r\nEven smaller gifts to the brand can yield dividends. That could mean putting more thought and creativity into end cap presentations (glance at the end caps at Trader Joe’s and you might just see some of the same products featured in the chain’s latest Fearless Flyer) or making sure your product demonstrations are a rich, brand-reinforcing experience (Costco’s Kirkland Signature line is a case in point).\r\n\r\nBut these connections can be subtle, too. If a national grocery chain were to launch a new line of natural products geared toward Baby Boomers, it could certainly take a traditional approach by mailing out coupons. A more subtle alternative, however, would be to produce a health-oriented magazine that happens to reinforce the brand attributes of that line, perhaps with no more than a tasteful mention or two of the new products. This would be a long-term strategy—again, a reflection of commitment to concept.\r\n\r\nThe point is to think in terms of touch points, which extend from the circular at the kitchen table, to the in-store experience, to the point of purchase, and even to the sight of the store in the rearview mirror. At Fairway Markets, the multiplicity of experiences creates positive private label brand associations almost through sheer osmosis. Fairway takes pride in carrying or importing new and delicious foods. It bills itself as “the only market to roast hand-selected coffee beans of the highest quality on premises” and boasts of “a selection that all other grocery stores are absolutely envious of.” Hyperbolic? Maybe. But there is theater in this, too. The unspoken message is that, if you find a product in Fairway, it is likely to be worthwhile. This gives Fairway’s private label brands a head start when it comes to winning credibility with consumers.\r\n\r\nSo retailers, you need to think about the importance of commitment and avoid being myopic and overly focused on the package at shelf. Context counts. Don’t be afraid to take the plunge.\r\n\r\nRead the full article <a href=\"http://www.privatelabelbuyer.com/articles/87922-take-the-plunge-fully-commit-to-private-brands-and-reap-the-benefits\" target=\"_blank\">here</a>.', 'Take the Plunge: Fully Commit to Private Brands and Reap the Benefits', '', 'publish', 'open', 'open', '', 'take-the-plunge-fully-commit-to-private-brands-and-reap-the-benefits', '', '', '2018-09-27 17:58:48', '2018-09-27 17:58:48', '', 0, 'http://cbx.cappendev.com/thinking/16/take-the-plunge-fully-commit-to-private-brands-and-reap-the-benefits', 0, 'thinking', '', 0),
(2031, 0, '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 'ADFLOW-Digital-Signage-rolls-out-across-600-Wawa-stores-_2', '', 'inherit', 'open', 'closed', '', 'adflow-digital-signage-rolls-out-across-600-wawa-stores-_2', '', '', '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 1653, 'http://cbx.cappendev.com/app/uploads/2018/09/ADFLOW-Digital-Signage-rolls-out-across-600-Wawa-stores-_2.jpg', 0, 'attachment', 'image/jpeg', 0),
(2032, 4, '2014-11-17 20:03:52', '2014-11-17 20:03:52', 'A handful of kids got a taste of retail branding in the recent creation of the ultimate lemonade stand at a busy Manhattan plaza, thanks to two A.R.E. members based in the area. Brand agency CBX worked with a team of 9- to 12-year-olds for two months to develop the concept, while Big Apple Visual Group manufactured and built the stand. The project was organized by 826NYC, an organization fostering creative writing skills in under-resourced students.\r\n“Having the students plan with the professionals at CBX, execute, and then interact with the general public … will have a profound effect on these young people,” said 826NYC Founder Dave Eggers.\r\n\r\nThe students worked side-by-side with the CBX creative team on the business name and design of the logo, stand, signage, product packaging, and uniforms. The 10-ft.-by-20-ft. stand resembled “a tropical oasis hidden in the heart of New York City’s steamy concrete jungle,” replete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and “Welcome to Paradise” signage.\r\n\r\nCBX sought “to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,” said Gregg S. Lipman, managing partner of CBX. “We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life.”\r\n\r\n“Sweet ’n Sour Chillville” was open for eight hours at Broadway and 23rd Street on a warm August day. Staffed with 11 students, it sold 3,000 bottles of Lemon826 Sweet ’n Sour Lemon Twist, raising nearly $3,000 for the Brooklyn-based nonprofit. A video and signage about 826NYC helped students discuss their experiences as part of the group’s after-school programs with the public.\r\n\r\n“The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,” said Joshua Mandelbaum, executive director of 826NYC.\r\n\r\nCBX provides pro bono branding services to the organization, and Lipman said the agency plans to continue working with the group. “I’m proud that CBX was able to make a difference in these kids’ lives. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place,” Lipman said.\r\n\r\nRead the full article <a href=\"http://www.retailenvironments-digital.org/retailenvironments-insider/20141112?sub_id=0elUNLAPDf0D#pg52http://\" target=\"_blank\">here</a>.', 'Pint-size Retail', '', 'publish', 'open', 'open', '', 'pint-size-retail', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/pint-size-retail', 0, 'thinking', '', 0),
(2033, 0, '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 'PHILADELPHIA-CREAM-CHEESE-large570', '', 'inherit', 'open', 'closed', '', 'philadelphia-cream-cheese-large570', '', '', '2018-09-27 16:53:04', '2018-09-27 16:53:04', '', 1654, 'http://cbx.cappendev.com/app/uploads/2018/09/PHILADELPHIA-CREAM-CHEESE-large570.jpg', 0, 'attachment', 'image/jpeg', 0),
(2034, 4, '2014-11-14 15:30:32', '2014-11-14 15:30:32', 'Senior executives at Golub Corp. have said the Price Chopper name no longer reflects the chain\'s broad range of products and services. Instead, it conveys the image of a no-frills or deep-discount supermarket, especially in areas beyond the Albany region where the brand is not as well-known.\r\nTwo national retail branding consultants who had no role in Price Chopper\'s decision to change its name to \'Market 32 by Price Chopper\' both question the reference to \'32,\' but one was more critical than the other about the supermarket chain\'s new title.\r\n\r\n\"The name they chose boggles my mind,\" said Laura Ries, co-owner of Ries &amp; Ries in Georgia, a consulting firm whose recent clients include Ford, Doritos and Samsung. \"They have not completely dropped \'Price Chopper.\' They\'ve made it longer and more confusing. They\'ve added terms that people aren\'t going to really completely understand.\"\r\n\r\nShe added: \"It\'s easier to remember Price Chopper than it is Market 32. I think they\'re going in the wrong direction. In fact, it\'s a weaker name. Price Chopper is a stronger name, it\'s just not the position they want to own.\"\r\n\r\nRies has never been to a Price Chopper, nor had she heard of the brand prior to being contacted by the Albany Business Review. She said the Market 32 name doesn\'t communicate a specific identity or what the chain provides to customers.\r\n\r\n\"In the supermarket business, you\'ve got Whole Foods at the high end, Walmart at the low end, and everyone else fighting in that mushy middle. You have to really think hard, and, we say, narrow the focus to build a brand and then pick a name that\'s unique and memorable.\"\r\n\r\nAnother retail consultant, Joseph Bona, said the \'32\' -- which references 1932, the year the company was founded by brothers Ben and Bill Golub -- \"seems a little esoteric.\"\r\n\r\n\"Do people even know or care that\'s when the brothers started the company?\" said Bona, regional division president at CBX, a New York City firm that has done work for Dr. Scholl\'s, Snapple, Wrangler and others.\r\n\r\nBona, however, wasn\'t dismissive of the new name, saying the consultants who worked with the supermarket chain on the rebranding \"did their homework and based it on some foundational knowledge of the existing base.\"\r\n\r\nMona Golub, spokeswoman of The Golub Corp. in Schenectady, New York, owner of Price Chopper, issued this statement when asked to respond to criticisms from branding consultants:\r\n\r\n\"How can a consultant from outside of the area, who hasn\'t visited our stores, doesn\'t know our current brand architecture, essence, voice, and personality, and didn\'t receive information about the extensive modernization plan that prompted the name change, possibly render an opinion about it?\"\r\n\r\nSenior executives at Golub Corp. have said the Price Chopper name no longer reflects the chain\'s broad range of products and services. Instead, it conveys the image of a no-frills or deep-discount supermarket, especially in areas beyond the Albany region where the brand is not as well-known.\r\n\r\nThe new name is part of a $300 million-plus strategy that will include renovations and upgrade s to half of the 135 stores over the next five years. The remaining stores will also be converted, a process that could take eight to nine years, officials have said.\r\n\r\nThere have been plenty of opinions voiced about the rebranding since it was announced earlier this week, something that company officials fully expected after more than 40 years of using the Price Chopper name. Jerry Golub, president and CEO, is hosting a live Facebook chat today to answer questions and further explain the changes.\r\n\r\nMona Golub declined a request to speak directly with the consultants who worked on the rebranding. The firm, Watt, has offices in Toronto and China and has done brand development for large supermarket chains Safeway and A&amp;P and many other companies including Home Depot and Hallmark.\r\n\r\nGolub officials have said they worked for about two years on the rebranding, a process that included extensive customer research and consideration of numerous names before settling on Market 32 by Price Chopper. The \'by Price Chopper\' will be dropped after officials believe customers have become accustomed to the new name.\r\n\r\n\"The 100,000-plus customers whose insight guided our process are thrilled that we\'re investing in improving their stores and creating a more modern shopping experience,\" Mona Golub said. \"And many more have expressed their enthusiasm since we made the announcement. We\'re gratified by the passion our customers feel about our current brand and confident that when they see the transformation and experience Market 32, the name will define itself.\"\r\n\r\nRead the full article <a href=\"http://www.bizjournals.com/albany/morning_call/2014/11/national-branding-experts-question-price-choppers.html\" target=\"_blank\">here</a>.', 'National branding experts question Price Chopper\'s new name', '', 'publish', 'open', 'open', '', 'national-branding-experts-question-price-choppers-new-name', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/national-branding-experts-question-price-choppers-new-name', 0, 'thinking', '', 0),
(2035, 0, '2018-09-27 16:53:05', '2018-09-27 16:53:05', '', '4390389419_10c0e00250_z', '', 'inherit', 'open', 'closed', '', '4390389419_10c0e00250_z', '', '', '2018-09-27 16:53:05', '2018-09-27 16:53:05', '', 1655, 'http://cbx.cappendev.com/app/uploads/2018/09/4390389419_10c0e00250_z.jpg', 0, 'attachment', 'image/jpeg', 0),
(2036, 4, '2014-11-25 18:21:55', '2014-11-25 18:21:55', 'By David Weinberger\r\nAs consumer expectations continue to evolve, brick and mortar retailers are elevating experience. Clearly. They are not only fighting for your attention and your dollars. They’re also fighting for your stomach.\r\n\r\nRetailers understand that they have to offer more than just goods and services in order to thrive. Consumers are perfectly comfortable skipping trips to the store, and ordering online has become common behavior. To combat this, some <a href=\"http://smartblogs.com/tag/food-retail/\" target=\"_blank\">retailers</a> are adding entertainment value as a means to draw <a href=\"http://smartblogs.com/tag/consumer-trends/\" target=\"_blank\">consumers </a>in. Increasingly, however, retailers are adding some form of strategic foodservice in order to attract and retain customers and keep them satisfied. What’s that old saying about a way to a man’s heart?\r\n\r\nThere are three reasons to add <a href=\"http://smartblogs.com/tag/foodservice/\" target=\"_blank\">foodservice</a> to a store:\r\n\r\n<strong>1. To increase foot traffic</strong>\r\n\r\nSeems obvious, but foodservice can give customers a reason to walk in, and a reason to stay longer. <a href=\"http://www.barnesandnoble.com/\" target=\"_blank\">Barnes &amp; Noble Cafes</a> featuring <a href=\"http://www.starbucks.com/\" target=\"_blank\">Starbucks</a> beverages are a great example. Teaming with a branded partner can make a lot of sense and give people a reason to come to you. With coffee in hand, customers are more likely to browse the store and make a purchase.\r\n\r\n<strong>2. To create incremental revenue</strong>\r\n\r\nCreating this new source of revenue is possible if you are really in tune with your customers and understand their shopping habits. <a href=\"http://www.equinox.com/\" target=\"_blank\">Equinox</a> fitness clubs recognized that after a workout, many gym-goers immediately grab lunch or a smoothie. Instead of sending them on their way to find nourishment off the premises, Equinox leases space to operators who deliver healthy, high-protein options right in the club. They’ve made a conscious decision to not take on the job in-house. They are sticking with what they know — fitness — and making money from the third party. Whether being led by an in-house team or a third-party vendor, it’s the consumer who benefits.\r\n\r\n<strong>3. To extend visit time</strong>\r\n\r\nThis means keeping customers in the store longer and spending more money, which can be done in several ways. You could argue that the Barnes &amp; Noble Cafe does this during quick shopping sprees, but let’s also look at longer trips. Large department stores such as <a href=\"http://shop.nordstrom.com/\" target=\"_blank\">Nordstrom</a> and <a href=\"http://www.selfridges.com/\" target=\"_blank\">Selfridges</a> are adding integrated dining experiences to offer opportunities to break up the shopping day and keep people on-site rather than go out for lunch (and potentially not come back). Extending in-store time can also come from offering a diversion to family members of your customers. Retailers like <a href=\"http://www.pepboys.com/\" target=\"_blank\">Pep Boys</a> have recently added lounges to their new stores. And <a href=\"http://www.mybobs.com/\" target=\"_blank\">Bob’s Discount Furniture</a> has a complementary cafe with coffee, ice cream, cookies and candy. In this case, parents have more time to browse for living room sets while Bob’s is keeping the kids from jumping on the couches.\r\n\r\nBefore taking on any foodservice offer, you must also realize that ancillary issues will arise, and there are elements of the new offer that you must be aware of. You now have new electrical and refrigeration needs, health and safety issues. Spoilage and sanitation. Layout. Operations. Ventilation. Look at your bathrooms — consumers won’t trust you for anything food related if you don’t have clean bathrooms. Operationally, do you think you can handle it? Just keep in mind — there is risk here.\r\n\r\nSo should every <a href=\"http://smartblogs.com/tag/retailer/\" target=\"_blank\">retailer </a>clear out a few hundred square feet of merchandise and set up a restaurant? You better understand your customer first. Knowing exactly who they are through a customer segmentation study is key. Understanding what they are looking for and what they are open to is also vital. It may take some research and help to really understand what customers are doing immediately before and after they walk into your store. However this type of research can help determine whether foodservice will be a success or failure.\r\n\r\nIf all of your ducks are in order, try a pilot location and see how it goes. Are your employees able to handle it? Are consumers responding? Be honest with yourself and don’t bite off more than you can chew. If you can’t get drip coffee right, don’t bother with shrimp scampi.\r\n\r\nRead the full article <a href=\"http://smartblogs.com/food-and-beverage/2014/11/25/how-to-make-foodservice-a-success/\" target=\"_blank\">here</a>.', '3 Reasons to add Foodservice to a Store, and How to Make it a Success', '', 'publish', 'open', 'open', '', '3-reasons-to-add-foodservice-to-a-store-and-how-to-make-it-a-success', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/3-reasons-to-add-foodservice-to-a-store-and-how-to-make-it-a-success', 0, 'thinking', '', 0);
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(2037, 4, '2014-11-25 20:30:27', '2014-11-25 20:30:27', 'By Gregg S. Lipman\r\nThe running joke in the retail world is that the battle to entice shoppers with heavy discounts starts earlier each year. It\'s no longer a matter of deep discounting on Black Friday, or even Hurry-Up-and-Finish-Your-Turkey-So-We-Can-Start-Shopping Thursday. In fact, a recent Google survey finds that half of all shoppers start scouting for deals before Thanksgiving -- 26 percent of them even start before Halloween. Retailers are more and more extending Black Friday-like discounts through at least the entire month of November.\r\n\r\nWho doesn\'t love a deal? David Ogilvy wasn\'t a big fan, or at least he wasn\'t very keen on brands partaking in them. \"Any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand,\" the late advertising legend said at a New York City luncheon in 1986.\r\n\r\nBut here we are, already into the holiday season, a time of family gatherings, peppermint lattes and deliriously deep discounting. But beware marketers: From a brand equity perspective the implications of \"discount creep\" on brands should not be overlooked. Discounting will give retailers a short-term advantage over competitors, but it can come with perhaps unforeseen consequences.\r\n\r\nTruth: Leading with low prices cheapens your brand. Sure, people will rush out to buy your product, prompting a spike in sales. But at the same time, customers will be so focused on price they will lose sight of the intrinsic value in paying full retail price.\r\n\r\nThe biggest risk to relying on discounts to drive sales is that it becomes the definitive narrative in your brand story. \"On sale\": Are those the words you want instantly popping in heads when consumers think about your product? Maybe they\'ll think, \"I\'ll wait to buy, it\'ll be on sale again in two weeks\", or they\'ll wait for that time of year when your category is in discount land. And how \'bout everyone\'s favorite: \"BOGO\"?! As Entrepreneur\'s Dan Kennedy and Jason Marrs explain in the The Dark Side of Discounts: \"When you offer a discount, you are taking the focus from the value you provide and placing it squarely on your price. There is no way to escape that.\" And even after the sale ends, the customer will continue to evaluate your product in terms of price instead of centering his attention on a more enticing benefit.\r\n\r\nWhen selling on price, you\'re not selling on a product\'s unique attributes. Worse still, you\'re not selling on emotional benefit. The more scientists understand about human behavior, the more they understand that basic motivational forces, based on primal desires and fears, determine our actions. What makes branding a powerful tool is the way it uses the psychology of images, words, colors, fonts and patterns to fill a product with value that transcends rational calculations. Does the product add experience, create a memory, spark a wonderful feeling, enhance a moment, inspire personal growth? Does it foster feelings of belonging, worth and well-being? Engaging in a discount-focused strategy neglects the power of brand and is likely destined to fail over time.\r\n\r\nAs discounting has become more prevalent, many have forgotten that making a sale should not be about discounts and concessions that devalue your brand. Instead, it is a challenge to create more demand within your target audience to inspire purchase at the posted price. Ogilvy was a master at creating an insatiable demand for his client\'s products, making everything he sold a must-have, from Hathaway shirts to Rolls Royce.\r\n\r\nWhat consumers demand from brand is not unlike what they expect from a good friend -- to show empathy and kinship, to engage on a deeply personal level. A good friend plays an active role in your life. A good friend is fascinated by what you have to say, makes your moments better, your experiences more interesting and helps gear your creativity into overdrive. The guy who does none of these things but offers to pay for your beer -- that\'s an acquaintance. And at some point when the tides change you\'ll think, \"Hey, wasn\'t that the guy who used to buy me beers but now doesn\'t (a la JC Penney circa 2012)? Screw that guy!\"\r\n\r\nGranted, luxury brands (real or perceived) have a better shot at defending their price position. Let\'s give credit to a brand like Perrier, the French mineral water. The now iconic green teardrop-shaped bottle, the chic logo, their 24-year-old status as the \"official bubble\" of the French Open -- has all reinforced the brand\'s personality: Elegant, glamorous and oh so French.\r\n\r\nLike many brands, Perrier is looking to expand its consumer set. Perrier could of course entice new natural mineral water sippers through discounting. Perhaps a social media campaign that offers a taste of the elegant life through a buy two get one free deal. Now they could try addressing a new audience by putting on an ultra hip façade. Such a move would not jibe with Perrier\'s identity as a stalwart of class, unapologetically cool and timeless, and would come off like Charlie Rose eating tacos with Justin Bieber on the street in Brooklyn. Discounting and tactical pandering result in brand dilution, and losing your brand\'s identity is one-way ticket to irrelevancy.\r\n\r\nSo what does a brand like Perrier do? They go deep in their ethos and find fresh ways to elevate the brand and keep it relevant. Recently, Perrier teamed up with contemporary artists on limited-edition series of Perrier bottles, including Agnès B, Sophia Wood, Paul &amp; Joe and burlesque beauty Dita Von Teese. The stylish designs add to the Perrier narrative, with just the right amount of sex appeal and chic glamour without losing any of the sophistication. \"The newsprint pattern of the Paparazzi décor beautifully reveal Dita\'s vintage sensuality and underline the legendary pleasure experienced with each sip of Perrier,\" the water giant said in a press release. Newsprint pattern, paparazzi décor, right brain emotions -- and right on brand.\r\n\r\nIn addition to the limited-edition bottles, brand initiatives such as Societe Perrier, a series of high-end lifestyle sites devoted to \"what\'s hot around the world\" in nightlife and culture, reinforce the core identity of elegance while providing an added value -- being a fashionable, sexy and in-the-know friend. By focusing on elevating their brand through smart packaging, positive associations and high impact content, Perrier has experienced a resurgence, selling one billion units in 2013 in over 140 countries.\r\n\r\nIn a world where a CEO\'s life expectancy averages well under five years and brand marketers are measured by short-term financial results, the seductiveness of selling out to sell more is hard to resist. For a long-term strategy, consider striving for the things that create brand value. Otherwise it becomes a race to zero. And that\'s no way to spend the holidays.\r\n\r\nRead the full article <a href=\"%20http://www.huffingtonpost.com/gregg-s-lipman/time-to-rethink-discount-mentality_b_6212232.html\" target=\"_blank\">here</a>.', 'The Race to Zero: Time to Rethink \'Discount\' Mentality', '', 'publish', 'open', 'open', '', 'the-race-to-zero-time-to-rethink-discount-mentality', '', '', '2018-09-27 17:58:49', '2018-09-27 17:58:49', '', 0, 'http://cbx.cappendev.com/thinking/16/the-race-to-zero-time-to-rethink-discount-mentality', 0, 'thinking', '', 0),
(2038, 0, '2018-09-27 16:53:06', '2018-09-27 16:53:06', '', 'ND091012_storeinterior', '', 'inherit', 'open', 'closed', '', 'nd091012_storeinterior', '', '', '2018-09-27 16:53:06', '2018-09-27 16:53:06', '', 1656, 'http://cbx.cappendev.com/app/uploads/2018/09/ND091012_storeinterior.jpg', 0, 'attachment', 'image/jpeg', 0),
(2039, 4, '2014-12-01 16:10:20', '2014-12-01 16:10:20', 'By Satoru Wakeshima\r\nWe\'ve all seen the movie: ugly duckling struggles to fit in, until one day she takes off her glasses, gets a makeover and presto, she\'s transformed into the beautiful swan she was always meant to be. She’s turning heads as she walks down the hallway, and now the cool kid is asking her to the prom (cue music).\r\n<p style=\"text-align: left;\"><strong>BRANDS DON\'T HAVE PROMS</strong>\r\nBut like the ugly duckling, many brands could use a transformation. Far too many brands are neglected and left to languish in a perpetual state of blah. Or even worse: their managers continue to invest time, budget and resources in a message that\'s taking them down the wrong path.  Before a brand can arrive at the makeover moment, they must overcome a few common pitfalls that lead to being neglected.</p>\r\n<img class=\"size-thumbnail wp-image-8662 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_1-150x150.jpeg\" alt=\"Brand Transformation_1\" width=\"150\" height=\"150\" /><strong>OH, HOW YOU\'VE CHANGED</strong>\r\nMost brands started with something unique that made them relevant: a product, a successful advertising campaign, or even a catchy jingle. But that uniqueness has a finite lifespan - brands lose relevancy over time because of changes in market dynamics, human behavior and culture. As the world changes, so must brands.\r\n\r\nOnce upon a time, Twinkies were packed in lunch boxes across America and moms had no qualms about giving their kids these fat-laden, sugary treat with enough preservatives to remain “fresh” indefinitely. Over decades, eating habits and the acceptability of such products changed, and Twinkies didn’t just become irrelevant, they became taboo. “Twinkies” have become synonymous with \"bad for you\". When the public found out about the potential death of the Twinkie, the outcry wasn\'t about the product; what they feared losing was the brand.\r\n\r\n<img class=\"size-thumbnail wp-image-8663 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_2-150x150.jpg\" alt=\"Brand Transformation_2\" width=\"150\" height=\"150\" /><strong>CONSUMERS NEED A REASON TO ENGAGE WITH YOUR BRAND.</strong>\r\nIn the visual equity research we do, an astounding number of consumers have difficulty discerning between the current and past expressions of the brand.  If they haven\'t engaged with the brand in a meaningful way recently, they default to their own memories. Whether that memory is relevant…or not.\r\n\r\nThe world is flat… and so is your category. In some instances, people have changed, but the category norms have become so established by category leaders that there’s little room for change – so all the brands say the same things in similar ways.  In these situations, the brands that break the molds, succeed. They defy category norms and let go of their \"equities\" to create a new future.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_3.jpg\"><img class=\"size-thumbnail wp-image-8664 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_3-150x150.jpg\" alt=\"Brand Transformation_3\" width=\"150\" height=\"150\" /></a><strong>MONEY MAKES THE WORLD GO \'ROUND</strong>\r\nIn every organization with multiple brands, there are \"A list\" brands that get all the attention and marketing budgets, and then there are the \"B list\" brands that… well, don’t. That just means the brands with smaller budgets need to work all that much harder to get noticed. But the brands that have smaller marketing budgets are usually the ones who don\'t change much.  The logic is \"if we can\'t support the change, we should stay close to what we currently have\". And that can work for a brand that\'s doing well - for now. But stay the same course too long and people will simply stop noticing you.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_4.jpg\"><img class=\"size-thumbnail wp-image-8665 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_4-150x150.jpg\" alt=\"Brand Transformation_4\" width=\"150\" height=\"150\" /></a><strong>WHAT HAVE YOU GOT TO LOSE?</strong>\r\nMaybe everything. Being radical could save your brand, and turning around steadily declining sales require radical thinking. Even if a brand\'s equity once held great value, consumers want brands to have a distinct voice that speaks to them right now - a brand\'s equities aren\'t precious to them if they aren\'t even relevant.\r\nSo herein lies the conundrum: Undergo a radical brand change and you risk losing your current core customers. Change too little and you risk becoming irrelevant.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_5.jpeg\"><img class=\"size-thumbnail wp-image-8666 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/Brand-Transformation_5-150x150.jpeg\" alt=\"Brand Transformation_5\" width=\"150\" height=\"150\" /></a><strong>CHANGE HAPPENS FAST</strong>\r\nConsumer acceptance for change is greater now, more than ever, simply because the rate at which we are exposed to new things, including brands, has grown exponentially. Yes, people will continue to want their favorite brands to remain true to the image they know and love. But marketers of brands that aren\'t category leaders should be more willing to take risks and make bolder changes if for no other reason than to get noticed in a growing world of brands consumers encounter every day. In most instances, the opportunities outweigh the risks.\r\n\r\nSo, if you find yourself managing a brand that’s struggling to hold onto it\'s faded glory, consider the following: I encourage you to take the risk and enact radical change. Get new clothes, throw away your glasses for contact lenses and transform into a beautiful swan - because the truth is you\'ve had it within you all along.\r\n\r\nRead the full article <a href=\"%20http://www.thedieline.com/blog/2014/11/23/brand-transformation-what-have-you-got-to-lose?utm_content=bufferb6162&amp;utm_medium=social&amp;utm_source=twitter.com&amp;utm_campaign=buffer\" target=\"_blank\">here</a>.', 'Brand Transformation: What Have You Got to Lose?', '', 'publish', 'open', 'open', '', 'brand-transformation-what-have-you-got-to-lose', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 0, 'http://cbx.cappendev.com/thinking/16/brand-transformation-what-have-you-got-to-lose', 0, 'thinking', '', 0),
(2040, 4, '2014-12-03 16:06:13', '2014-12-03 16:06:13', '<strong>Despite the Mounting Pressure to Discount in Order to Make a Sale, Marketers Must Beware of Cheapening Their Brand Permanently in The eyes of the Consumer, CBX Executive Writes</strong>\r\nAlthough deep discounting can give retailers a short-term edge over their rivals, from a brand equity standpoint, relying solely on lower prices can have unforeseen consequences, writes Gregg Lipman, Managing Partner at brand agency and retail design consultancy CBX, in a guest commentary that appeared November 25 in the Business section of the Huffington Post.\r\n\r\nIn the column, titled, \"The Race to Zero: Time to Rethink \'Discount\' Mentality,\" Lipman contends that allowing a brand to become subject to \"discount creep\" will ultimately cheapen it by training customers to focus exclusively on price rather than the brand\'s intrinsic value. \"The biggest risk to relying on discounts to drive sales is that it becomes the definitive narrative in your brand story,\" warns the veteran brand marketer. \"When selling on price, you\'re not selling on a product\'s unique attributes. Worse still, you\'re not selling on emotional benefit.\"\r\n\r\nLipman points out that the power of branding resides in the way it uses the psychology of images, words, colors, patterns and fonts to create a value that transcends rational calculations. \"Does the product add experience, create a memory, spark a wonderful feeling, enhance a moment, inspire personal growth?\" he asks. \"Engaging in a discount-focused strategy neglects the power of brand and is likely destined to fail over time.\"\r\n\r\nIn a retail environment increasingly characterized by competition on price alone, it is easy to forget that a sales strategy should not rely exclusively on discounts and concessions that ultimately devalue a brand. Rather, Lipman argues, the challenge is to create more demand for the product. The executive evokes the message of legendary advertising exec David Ogilvy, who declared in 1986: \"any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand.\"\r\n\r\nAnd in fact, Lipman goes on, consumers look for more from brands than just a bargain. He likens the relationship of consumer and brand to friendship, describing it as engagement on a deep, personal level. Like a good friend, a brand can play an active role in one\'s life.\r\n\r\nLipman concedes that luxury brands have an easier path in defending and justifying their price position. He points to a campaign by natural mineral water brand Perrier to refresh its identity and attract new customers -- without resorting to discounts or adopting a new, ultra hip image. Under the campaign, the company teamed up with contemporary artists on limited-edition series of Perrier bottles. \"By focusing on elevating their brand through smart packaging, positive associations and high impact content, Perrier has experienced a resurgence, selling 1 billion units in 2013 in over 140 countries,\" he notes.\r\n\r\nThat kind of approach is not, however, restricted to high-end brands. And despite the pressure on them to produce impressive short-term financial results, Lipman urges brand marketers to resist selling out. \"For a long-term strategy, consider striving for the things that create brand value,\" he concludes, \"Otherwise it becomes a race to zero.\"\r\n\r\nThe full article is available <a href=\"http://www.huffingtonpost.com/gregg-s-lipman/time-to-rethink-discount-mentality_b_6212232.html\" target=\"_blank\">here.</a>', 'Focusing on Discounting Can Dilute Brand Equity, Warns Lipman', '', 'publish', 'open', 'open', '', 'focusing-on-discounting-can-dilute-brand-equity-warns-lipman', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/focusing-on-discounting-can-dilute-brand-equity-warns-lipman', 0, 'thinking', '', 0),
(2041, 1, '2014-12-08 20:20:26', '2014-12-08 20:20:26', '<strong>As the Baby Boomer population grows, brands relevant to their demographic use youthful packaging that highlights health and wellness, without emphasizing age.</strong>\r\nIn early September, Apple introduced the highly anticipated Apple Watch. Naturally, the world was buzzing with the news, but what exactly is the defining difference? The Apple Watch helps consumers manage their health, which is of particular interest to aging populations like Baby Boomers. Even disruptive brands like Apple are seeing value in expanding their target audience to include Baby Boomers, in addition to Millennials. With its youthful ad campaigns and cutting-edge products, Apple doesn’t feel like a Boomer-centric brand, but it does make consumers of all ages feel cool and intentionally included in their tribe.\r\n\r\nIt is estimated that from 2010 to 2050, those aged 65 and older in developed regions will grow from 197 million people to 337 million people. And with people living longer, older generations are trying to hold on to their youth and vitality longer than ever before. How many times have you heard a 60-year-old say, “I feel like I’m 35”? It’s no surprise then that this generation is concerned with things like maintaining their appearance—hence the success of brands like “Not Your Daughter’s Jeans,” which applies youthful styles to older body types, and Eyebobs, a line of fashion-forward reading glasses that offers products called Peckerhead, Geek Girl, and Style Guy with designs reminiscent of Warby Parker.\r\n\r\nThis is proof that Baby Boomers are trying to stay on top of trends even as they enter their so-called “twilight years” (a phrase, by the way, that you’re unlikely to hear uttered by a Baby Boomer). This consumer segment is looking for brands that will help them take care of themselves and better their lives, without constantly reminding them that they aren’t actually as young as they think they are.\r\n\r\nPackaging is a strategic tool that brands can use to connect with this audience. After all, this demographic still likes to touch actual products (as opposed to younger generations, who are more comfortable with online shopping), and the right visuals and copy can nab these consumers right there in the aisle. Whether a brand is trying to appear more youthful, reinventing a product commonly associated with aging, or subtly conveying that they just happen to tackle the issues that are relevant to this age group, there are a variety of ways to go about reaching this growing audience of older consumers.\r\n\r\nFollowing are a few strategies that are proving successful in garnering brand loyalty from this target.\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/poise_hourglass_moderate1.png\"><img class=\"size-thumbnail wp-image-8685 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/poise_hourglass_moderate1-150x150.png\" alt=\"poise_hourglass_moderate1\" width=\"150\" height=\"150\" /></a>Be modern and relevant</strong>\r\nLet’s face it: None of us is excited by the prospect of purchasing incontinence products. But in all likelihood, we’ll have to—so why should we feel embarrassed about it? Brands like Poise are doing their part to make their packaging more appealing to Baby Boomers. The new logo feels younger and more approachable than before. The pack is sleek and fresh, and uses bright, rich, youthful colors. It fits in right next to the pantyliners targeted at Millennials. The tone of voice is straightforward and inclusive. The graphics are feminine and approachable, clearly conveying the product’s purpose without suggesting a medical problem that comes with age.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/meta_edgefade_1.png\"><img class=\"size-thumbnail wp-image-8688 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/meta_edgefade_1-150x150.png\" alt=\"meta_edgefade_1\" width=\"150\" height=\"150\" /></a>Some market leaders, such as Metamucil, benefit from their longevity, but can also feel old and tired because they have been around for so long. In an effort to seem more relevant in today’s wellness era, Metamucil recently changed its packaging to highlight “Meta,” shifting its focus from a fiber additive to whole health. Now, Metamucil’s line up includes Metabiotic Probiotic Supplements, Meta Health Bars, Meta Fiber Wafers, Meta Fiber Capsules, and Meta Fiber Singles, in addition to their original Metamucil Powder. The new packaging clearly communicates the product’s health benefits, which are important for Boomers. With its bright, sunny colors and modern “Meta” font, this redesign feels totally of-the-moment and makes fiber a cross-generational product. People are even willing to keep it out on their countertop.\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/crest_2_edgefade.png\"><img class=\"size-medium wp-image-8687 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/crest_2_edgefade-300x85.png\" alt=\"crest_2_edgefade\" width=\"300\" height=\"85\" /></a>Bring them along</strong>\r\nWe’ve seen examples of brands modifying their packaging structure to accommodate consumer needs. Retailer Target developed easy-open prescription bottles, which influenced a trend stretching all the way to Maxwell House coffee’s EZ open grip. But we’ve noticed some less obvious adjustments too. Without calling attention to it, Arm &amp; Hammer has been slowly increasing the font size on their packaging to make the labels easier to read, therefore maturing with their consumers.\r\n\r\nIn addition, Crest is working on maintaining their broad-based appeal while also catering to the evolving needs of their older consumers…without making them feel old. The packaging for Crest Pro Health, a toothpaste geared toward these consumers, includes many familiar cues such as the Crest logo and blue background—so that it’s clearly still Crest—and adds a few distinctive touches to set it apart from the other blue tubes that are used by the rest of the family.\r\n<p style=\"text-align: left;\"><strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/1aday_edgefade.png\"><img class=\"alignright wp-image-8689 \" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/12/1aday_edgefade-178x300.png\" alt=\"1aday_edgefade\" width=\"122\" height=\"206\" /></a>Stage a role reversal</strong>\r\nLots of movies depict young kids fast-forwarding ahead to adulthood, à la “Big” and “13 Going on 30.” But what if you were 65 going on…5? That’s the way One A Day’s gummy vitamins, called VitaCraves, make Baby Boomers feel: Like they’re sneaking one of their grandkids’ gummy vitamins. Offered in several varieties, including Men’s, Women’s, Adult, and Immunity, the packaging features bright colors and illustrations of fruit that reflect the fun VitaCraves flavors. The gummy facet of the offering is called out in the same size font as the product name, without alluding to the fact that there’s anything childlike about them.</p>\r\nBrands realize they must find ways to connect with boomers or risk missing out on huge sales opportunities. Packaging is clearly a key vehicle for doing so, whether it makes products seem less stodgy, expands a brand’s essence, or retains familiarity with a new twist. Importantly, in doing so, brands must speak to boomers in their language— realizing that they think of themselves as still being in their 40s, rather than in their 60s, living full and active lives. They must know that certain products will help them deal with some effects of aging and new conditions and maladies, but they don’t want to be made to feel feeble. After all, this is the “Woodstock generation,” and they still rock and roll!\r\n\r\nThe full article is available <a href=\"http://www.packworld.com/package-design/strategy/ageless-and-timeless-packaging-boomers\" target=\"_blank\">here</a>.', 'Ageless and Timeless: Packaging for Boomers', '', 'publish', 'open', 'open', '', 'ageless-and-timeless-packaging-for-boomers', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 0, 'http://cbx.cappendev.com/thinking/16/ageless-and-timeless-packaging-for-boomers', 0, 'thinking', '', 0),
(2042, 4, '2014-12-11 16:18:31', '2014-12-11 16:18:31', '<strong>New Design Gives A&amp;P\'s Popular America\'s Choice Brand a Cohesive, Visually Consistent Identity at the Shelf</strong>CBX, the brand agency and retail design consultancy based here, has been recognized by Store Brands magazine for the new packaging design it created for The Great Atlantic &amp; Pacific Tea Company\'s (A&amp;P) America\'s Choice brand. A&amp;P was named winner of the Redesigned Product Line award in the Packaging Design category as part of Store Brands\' fifth annual Innovation Awards program.\r\n\r\nAccording to CBX\'s entry, the America\'s Choice brand enjoyed a high level of recognition and trust for its quality and affordability among A&amp;P customers, but its visual presentation was disparate and inconsistent across different product categories, causing the brand identity to be lost at shelf.\r\n\r\nThe new design developed by CBX presents the America\'s Choice name in white against a bright red banner that is featured on all products in the line. \"The new look and feel captures the innocence and cheerfulness of the America\'s Choice brand and better connects with the consumer at an emotional level,\" the magazine noted. \"The new, consistent, dependable visual architecture, meanwhile, improves shopability and brand loyalty.\"\r\n\r\nCBX Partner Todd Maute added: \"The redesign created a visually consistent brand with a unique personality that is maintained throughout the store.\"', 'CBX Packaging Redesign for A&P Honored in Store Brands Magazine\'s Annual Innovation Awards', '', 'publish', 'open', 'open', '', 'cbx-packaging-redesign-for-ap-honored-in-store-brands-magazines-annual-innovation-awards', '', '', '2018-09-27 17:58:03', '2018-09-27 17:58:03', '', 0, 'http://cbx.cappendev.com/thinking/16/cbx-packaging-redesign-for-ap-honored-in-store-brands-magazines-annual-innovation-awards', 0, 'thinking', '', 0),
(2043, 4, '2014-12-11 18:11:57', '2014-12-11 18:11:57', '\"In naming this year’s Vertex Awards judging panel, we have expanded the international voice,” said Christopher Durham, founder of My Private Brand and Vice President of Private Brand, Theory House. “We have added judges from China, Canada and Japan to expand the global perspective of the judging panel.”\r\nDurham, and competition co-sponsor, Phillip Russo, Publisher, Global Retail Brands, searched out design luminaries from eight countries and tasked them with holding entrants to a higher standard for private brand design. “Every year we strive to bring together the creative dream team of packaging design. Several of last year’s winners agreed to come back this year as judges.\"\r\n\r\nClick <a href=\"http://mypbrand.com/2014/12/08/2014-vertex-awards-judging-panel-announced/\" target=\"_blank\">here</a> to see the judges for this year\'s competition.', '2014 Vertex  Awards Judging Panel Announced', '', 'publish', 'open', 'open', '', '2014-vertex-awards-judging-panel-announced', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 0, 'http://cbx.cappendev.com/thinking/16/2014-vertex-awards-judging-panel-announced', 0, 'thinking', '', 0),
(2044, 0, '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 'SCOTTS_feature', '', 'inherit', 'open', 'closed', '', 'scotts_feature', '', '', '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 1657, 'http://cbx.cappendev.com/app/uploads/2018/09/SCOTTS_feature.jpg', 0, 'attachment', 'image/jpeg', 0),
(2045, 4, '2018-09-27 17:42:11', '0000-00-00 00:00:00', '<strong>Progresso introduces two varieties of chili packaged in a convenient, flexible pouch decorated with graphics designed to appeal to ‘a die-hard chili cook-off contestant.’</strong>\r\nProgresso has extended its expertise in soup to two new “homemade-quality” chili products packaged in a flexible standup pouch decorated with bold, rustic graphics. Offering unique ingredient combinations—Smokehouse Pork and Beef Chili with Beans, and Southwest Style White Chicken Chili with Beans—the line was launched in July to address consumers’ growing interest in tasty dinner options that are easy to prepare.\r\n\r\nAccording to Associate Marketing Manager for Progresso Jill Haspert, the company selected the 20-oz, two-and-a-half-serving standup pouch to improve the consumer experience as well as shelf impact. “Pouches are a convenient and user-friendly format for our consumers, while also standing out on shelf,” she says.\r\n\r\nAlthough material and supplier information for the pouch is proprietary, Haspert does say that the package construction was chosen for product protection, and ease of consumer identification and opening. “Product protection is an important responsibility of the package,” she explains. “The package design and construction help maintain the quality and the excellent taste of the chili over its [18-month] shelf life. The standup pouch format allows consumers to quickly identify the product on shelf. The material makeup of the pouch allows for consistent seal quality and allows our consumers to easily open the package without the use of tools.”\r\n\r\nThe pouch is designed with a tear notch at the top for opening and a clear bottom that allows consumers to see the quality ingredients inside. For product preparation, the consumer pours the chili into a microwave-safe bowl and heats for 5½ minutes—a significant time saver versus making chili from scratch, Progresso notes.\r\n\r\nTo convey the chili culture through its package graphics, Progresso selected brand agency CBX, which selected a hearty, inviting bowl of chili as the primary graphic. The bowl is set against a warm wood-grain table—a background that is also used for the “Chili” copy. The border and top of the pouch use the Progresso blue, with the brand logo in the top left-hand corner.\r\n\r\n“The design intent was to represent the sensory cues that one associates with the occasion of eating chili: warmth, slow cooking, the melding of spicy, hearty flavors with fresh toppings” explains Haspert.“We were inspired by thinking about and researching the type of visual language a die-hard chili cook-off contestant might be attracted to.” The pouch is rotogravure-printed in seven colors by a proprietary converter.\r\n\r\nHaspert says that since it was launched last summer, Progresso™ Chili has been well received by consumers. “It’s clear that consumers are seeking quick, simple meal ideas that taste like homemade, and Progresso Chili is a great option.” The product is available nationwide in the chili and soup aisle of major grocery chains for $4.99 per pouch.\r\n\r\n&nbsp;\r\n\r\nThe full article is available <a href=\"http://http://www.packworld.com/package-design/structural/chili-pouch-stands-out\">here</a>.', 'Chili in a Pouch Stands Out', '', 'draft', 'open', 'open', '', 'chili-in-a-pouch-stands-out', '', '', '2018-09-27 17:42:11', '2018-09-27 17:42:11', '', 0, 'http://cbx.cappendev.com/?post_type=thinking&#038;p=2045', 0, 'thinking', '', 0),
(2046, 0, '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 'Duane-Reade_UpMarket_D_Hires', '', 'inherit', 'open', 'closed', '', 'duane-reade_upmarket_d_hires', '', '', '2018-09-27 16:53:08', '2018-09-27 16:53:08', '', 1658, 'http://cbx.cappendev.com/app/uploads/2018/09/Duane-Reade_UpMarket_D_Hires.jpg', 0, 'attachment', 'image/jpeg', 0),
(2047, 1, '2015-01-08 21:17:40', '2015-01-08 21:17:40', 'Have you read any 2015 retail trend forecasts lately? Let’s face it, many so-called trends for the year ahead — the need to focus on things like mobile payment, customization, foodservice, smaller formats or millennial shoppers, to name a few — are at this point just the cost of doing business.\r\nYes, technology will be a part of retailing in 2015, just as it was in 2013 or, for that matter, 2010. These days, the story is more about real estate: As pressure on sales per square foot increases and retailers hunt for smaller footprints in higher-density areas, chains are getting increasingly creative. Some are even partnering with each other to compete. Here are four trends to watch for in the months ahead:\r\n\r\n<strong>Theme Park-ifying</strong>\r\nConsumers are shopping more often and making smaller trips. Because of this, retailers are not just shifting to smaller formats; they are also taking increased note of how people shop and why their habits are changing. Given the glut of empty big boxes in otherwise-healthy strip malls and shopping centers across the country, large-format seekers should look to New York and Chicago’s Eataly for inspiration. Sometimes likened to a grocery store with tasting rooms, the Italian food and wine emporium offers a compelling mix of retail, restaurants, food and beverage stations, a bakery and cooking schools, all under one roof. Such themed and curated shopping experiences are precisely the types of brick-and-mortar concepts that can inspire people to close their MacBook Pros, get off the couch and drive to the mall.\r\n\r\nIn the year ahead, don’t be surprised to see retailers put their own spins on creative curation and theming. The likes of Babies “R” Us, for example, could take over a large-footprint and create an experience built around a theme such as “motherhood,” with a Babies “R” Us, a Starbucks, a Lululemon, a Massage Envy and a wine shop with open eating areas—all inside a vacant big-box store.\r\n\r\n<strong>Corner Grabbing</strong>\r\nHuge shifts that are underway in the rapidly consolidating gas and convenience industry, where big players are snapping up street corners to create land banks that give them the freedom to either develop the properties or keep them out of competitors’ hands. But as good street corners get scarce, this strategy will have to adjust.\r\n\r\nDrug stores have long had great dirt, but that business is booming, riding the wave of increased prescriptions and convenience items. Banks, by contrast, are ubiquitous and have set up shop over the last 50 years on some of the best corners out there. And yet consumers have fewer and fewer reasons to go to a branch. In 2015, as the major convenience players jockey for position, look for c-store companies such as Couche-Tard, 7-Eleven or CST brands to make big real estate deals with banks as they seek to seize such coveted real estate.\r\n\r\n<strong>Rebooting</strong>\r\nIt\'s hard to stay relevant today. Traditional brick and mortar stores have a more difficult time keeping up to date. Instead of slowly dying, look for some retailers to shut down, get out of their real estate commitments and reboot. Six months ago, Authentic Brands Group announced it was shutting down all Juicy Couture locations, with a re-launch of the brand planned for 2015. Store-in-store deals are part of the proposal as well. Is this strategy high-risk? Sure. But it is potentially high reward as well. Indeed, a variety of retailers are likely to embrace similar approaches in the year ahead. My money is on Abercrombie &amp; Fitch and American Eagle Outfitters being next. However, rebooting won’t be confined to apparel retail: After shutting down more than eight months ago, specialty bookstore Rizzoli has a New York flagship opening in the spring.\r\n\r\n<strong>Side Selling</strong>\r\nRetail is all around us. You used to have to seek it out by going to the store or the mall. Now, retail drives down the street and also has set up shop in your phone. Look for this to ramp up even more. Retail is currently popping up in parks and other public spaces. We will start to see colleges and universities, which have the demos and traffic flow retailers crave, sign more exclusive partnership agreements with retailers. More businesses, too, will open up their extra space for retail. Eventually, gyms that don’t have a vitamin shop, apparel store and juice bar will be seen as a thing of the past. In 2015, we could even see walls of merchandise from Walgreens or Rite Aid in high-traffic doctor\'s offices.\r\n\r\nI firmly believe retailers will have to get creative to compete in the marketplace and get the most out of their real estate in 2015. Channel lines will continue to blur as retailers invite, not only more consumer brands and tech vendors, but also other retailers into their stores. It should be an exciting year.\r\n\r\nThe full article is available <a href=\"http://www.chainstoreage.com/article/four-2015-retail-trends-you-haven%E2%80%99t-already-heard-about\" target=\"_blank\">here</a>.\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.nacsonline.com/News/Member_News/Pages/default.aspx\" target=\"_blank\">NACS Online</a>', 'Four 2015 Retail Trends You Haven’t Already Heard About', '', 'publish', 'open', 'open', '', 'four-2015-retail-trends-you-havent-already-heard-about', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 0, 'http://cbx.cappendev.com/thinking/16/four-2015-retail-trends-you-havent-already-heard-about', 0, 'thinking', '', 0),
(2048, 4, '2015-01-12 17:45:30', '2015-01-12 17:45:30', '<strong>Firm Wins Six Awards for Packaging, Environmental Graphics, Displays and Logos in Graphic Design USA\'s American Graphic Design Awards 2014</strong>\r\nCBX, the brand agency and retail design consultancy, was a big winner in the American Graphic Design Awards 2014, a 50-year-old national design competition conducted by the editors of Graphic Design USA.\r\n\r\nThe firm won a total of six awards in the contest for environmental graphics, packaging and other touch points created on behalf of a wide range of clients.\r\n\r\nIn the category of P-O-P, sign design, displays and environmental graphics, CBX won awards for the \'Super J\' P-O-P display it developed for ASICS footwear and for the environmental graphics it created for RadioShack\'s new Sundance, Texas store. The environmental graphics were part of the striking prototype designs CBX developed for the chain\'s new and remodeled stores.\r\n\r\nThe editors also recognized CBX for its packaging designs for Scotts Miracle-Gro\'s new Nature\'s Care product line as well as for the new line of LIQS pre-made cocktail shots.\r\n\r\nFinally, in the logo design category, CBX earned recognition for its work on behalf of Gamco Investors, a diversified global financial services company, and ReefGen, which sells premium ornamentals for aquariums.\r\n\r\nViewable online at gdusa.com, the Getty Images-sponsored contest honors outstanding new work of all kinds, including print, packaging, point-of-purchase, Internet, interactive and motion graphics. Entrants include advertising agencies, graphic design firms, publishing departments and others from across the country.\r\n\r\n\"As a firm of dedicated creatives who live and breathe our profession, we\'re extremely proud to receive this recognition,\" said Rick Barrack, Chief Creative Officer and co-founder of CBX.\r\n\r\nSee more <a href=\"http://gdusa.com/contests/agda14/winners/winner.php?i=5667\" target=\"_blank\">here</a>.\r\n\r\nAs seen in:\r\n<a href=\"http://www.brandpackaging.com/articles/print/84914-cbx-wins-six-american-graphic-design-awards\" target=\"_blank\">BrandPackaging</a>\r\n<a href=\"http://www.topix.com/arts/graphic-design/2015/01/cbx-wins-six-american-graphic-design-awards\" target=\"_blank\">Topix</a>\r\n<a href=\"http://vmsd.com/content/national-design-contest-honors-cbx-creativity-innovation\" target=\"_blank\">VMSD</a>', 'National Design Contest Honors CBX for Creativity, Innovation', '', 'publish', 'open', 'open', '', 'national-design-contest-honors-cbx-for-creativity-innovation', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 0, 'http://cbx.cappendev.com/thinking/16/national-design-contest-honors-cbx-for-creativity-innovation', 0, 'thinking', '', 0),
(2049, 0, '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', 'drupmarket', '', 'inherit', 'open', 'closed', '', 'drupmarket', '', '', '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', 1659, 'http://cbx.cappendev.com/app/uploads/2018/09/drupmarket.jpg', 0, 'attachment', 'image/jpeg', 0),
(2050, 0, '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', '101', '', 'inherit', 'open', 'closed', '', '101-2', '', '', '2018-09-27 16:53:09', '2018-09-27 16:53:09', '', 1662, 'http://cbx.cappendev.com/app/uploads/2018/09/101.jpg', 0, 'attachment', 'image/jpeg', 0),
(2051, 4, '2015-01-12 18:21:59', '2015-01-12 18:21:59', '<strong>Fitness dance company Jazzercise has rebranded and updated its visual identity, with the aim of modernising the image of the dance style.</strong>\r\nThe revamped design of the brand includes bright colours and sharp lettering, focused on “intensity and results”, the company says. The branding is understood to have been created by CBX in New York.\r\n\r\nThe identity includes a new logo and brand mark, which Jazzercise founder and CEO Judi Sheppard Missett says reflects the brand’s new message – “You think you know us but you don’t” – incorporated to represent change in the company.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/NewLogo_Jazzercise.jpg\"><img class=\"alignleft wp-image-8747\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/NewLogo_Jazzercise.jpg\" alt=\"NewLogo_Jazzercise\" width=\"650\" height=\"241\" /></a>\r\n\r\n“Some people still think legwarmers and leotards when they hear Jazzercise, but we left the 80s behind a long time ago,” Missett says. “We’ve recharged our brand to reflect the edge, energy and intensity of our classes and to reach out to a new audience.”\r\n\r\nAlongside the new identity, Jazzercise has also updated its class portfolio, expanding their offering from four to five different dance classes.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/OldLogo_Jazzercise.jpg\"><img class=\"alignleft wp-image-8748\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/OldLogo_Jazzercise.jpg\" alt=\"OldLogo_Jazzercise\" width=\"650\" height=\"215\" /></a>\r\n\r\nThe 45-year-old dance style is a mixture of cardio and resistance training, Pilates, yoga and kickboxing. The company has more than 8,300 franchises in 32 countries worldwide.\r\n\r\n&nbsp;\r\n\r\nThe full article is available <a href=\"http://www.designweek.co.uk/news/jazzercise-reveals-new-visual-identity/3039631.article?cmpid=dwnews_821696\" target=\"_blank\">here</a>.', 'Jazzercise Reveals New Visual Identity', '', 'publish', 'open', 'open', '', 'jazzercise-reveals-new-visual-identity', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 0, 'http://cbx.cappendev.com/thinking/16/jazzercise-reveals-new-visual-identity', 0, 'thinking', '', 0),
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(2053, 4, '2015-01-08 18:42:55', '2015-01-08 18:42:55', 'In preparation for the judging of the annual Vertex Awards International Private Brand Design Competition I sat down with each of the judges and asked them five questions about Private Brands, package design and differentiation – their answers present a unique global perspective and depth of knowledge of the retail brand space.\r\nThe competition closes January 15th so <a href=\"http://www.vertexawards.org/\" target=\"_blank\"><span style=\"color: #000000;\">ENTER TODAY</span></a>.\r\n\r\nToday’s conversation is with Rick Barrack, Chief Creative Officer &amp; Managing Partner, CBX New York, United States\r\n\r\n<strong>What was your first memory/experience of Private Brand?</strong>\r\nMy mom serving me Kroger’s Frosted Flakes.\r\n\r\n<strong>What does the future of retail owned brands look like?</strong>\r\nIn the future, I predict that “retail owned brands” will be hardly distinguishable from national brands. We’re seeing more and more that retailers are treating their owned brands as importantly as their national brand counterparts. Take Walgreens – this summer they created a TV ad to promote the Ology brand. Does that sound like a national brand move or what?\r\n\r\n<a href=\"http://mypbrand.com/2015/01/08/questions-with-the-vertex-judges-rick-barrack/\" target=\"_blank\"><img class=\"alignleft  wp-image-8751\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/WalgreenOlogy_Video.jpg\" alt=\"WalgreenOlogy_Video\" width=\"648\" height=\"360\" /></a>\r\n\r\n<strong>How important is strategy to the success of a Private Brand?</strong>\r\nStrategy is incredibly important – at CBX we like to say that without strategy, design is just a bunch of pretty pictures. But arguably even more important for a private brand to be successful is having commitment from the retailer. Not just at shelf, but also within the broader context of the store and through advertising, marketing and branding channels.\r\n\r\n<strong>What role should design play in solving retail problems?</strong>\r\nDesign is a tool that can make private label brands connect with their consumers on an emotional level – which is a huge hurdle to overcome. Once your brand has secured a loved place in your consumers’ hearts and minds, you’ll be one step closer to gaining brand loyalists – a goal for all retailers.\r\n\r\n<strong>What advice do you have for retailers trying to take their brands to the next level?</strong>\r\nCommit to your private brand and to telling the brand’s narrative consistently at all touch points. Try hero-ing your private label brands like The Home Depot heroes the Behr paint portfolio (from TV ads, to print marketing, to in-store displays, Behr is strongly and beautifully promoted). Or try investing in product demonstrations, or an industry-focused magazine that tastefully reinforces the brands you’re trying to push. Success in elevating your private brands takes hard work and commitment. But when done right, the rewards will pay off.\r\n\r\nThe full article is available <a href=\"http://mypbrand.com/2015/01/08/questions-with-the-vertex-judges-rick-barrack/\" target=\"_blank\">here</a>.', 'Questions with the Vertex Judges: Rick Barrack', '', 'publish', 'open', 'open', '', 'questions-with-the-vertex-judges-rick-barrack', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 0, 'http://cbx.cappendev.com/thinking/16/questions-with-the-vertex-judges-rick-barrack', 0, 'thinking', '', 0);
