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(2612, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<strong>Retailers and suppliers that develop true innovation-focused private brand partnerships could reap numerous rewards.</strong>\r\nMuch has been said in recent years about the need for true retailer-supplier partnerships for the store brand market to realize true innovation. Still, such partnerships remain the exception instead of the norm.\r\n\r\nNoting that advantages often are “measured in very small increments” within the store brand industry Steve Fay executive vice president with Berner Food &amp; Beverage, Dakota, Ill, believes that retailers are hesitant to bring suppliers into their internal processes for competitive reasons.\r\n\r\n“I believe there is also the thought that too much involvement with a supplier may break down their ultimate negotiating position for price and support,” he says. “In other words, and probably accurately so, retailers view suppliers as adversaries. So the question is how to bridge two parties that on other levels are adversarial to a point of collaboration.”\r\n\r\n<strong>Other obstacles</strong>\r\n\r\nThat adversarial view isn’t the only stumbling block. The traditional procurement mindset many retailer own-brand decision-makers still have also is an obstacle to collaboration, notes Todd Maute, a partner with New York-based branding agency CBX. And a couple of external factors come into play here as well.\r\n\r\n“The economy is not that great; value is still very important,” he notes. “So when those types of things happen, I think people tend to focus more on price and value than they do on innovation and growth.”\r\n\r\nEven when a retailer begins a push toward innovation, that push doesn’t necessarily involve the supplier until it’s time for production.\r\n\r\n“Often the retailer does the brainstorming at a higher level than the buying team and sends the goal down,” notes Teri Valentine, president and CEO of The Perfect Bite Co. Inc., Glendale, Calif. “We arrive to ‘innovate,’ and all the flavors and specs are decided — we like to be in on the development using our expertise and selling experience.”\r\n\r\nObstacles can be found on the supplier side as well.\r\n\r\n“Most are focused on their core business, which is ‘How do I keep the core engine running 24 hours a day, as efficiently as possible, to keep my costs and margins where they need to be?’ And historically, and I think notoriously, private label manufacturers haven’t really been seen as innovators,” Maute says.\r\n\r\nMany private label suppliers, therefore, possess neither the infrastructure nor the mindset needed for true innovation, he says.\r\n\r\nFor suppliers that do have the right infrastructure and mindset, oftentimes it becomes an issue of scale, Maute adds. Investing in innovation for a relatively small retailer might not make a lot of sense in terms of the return on that investment (especially if the retailer is not sharing in those costs).\r\n\r\nAnd a lack of trust — and true sharing of the risk — can be a challenge, too.\r\n\r\n“I have experienced doing development work for a retailer only to have them bid the program out after we had invested a good deal of money into the development,” Fay points out. “We have developed packaging for programs that did not do well and had to write off large inventories. Suppliers simply have to go in with their eyes wide open knowing the challenges.”\r\n\r\nIt takes time to build that trust, Valentine adds.\r\n\r\n“Once a list of winners [is] developed together, the relationship evolves,” she says.\r\n\r\n<strong>Partnerships reap rewards</strong>\r\n\r\nRetailers and suppliers that focus on overcoming the obstacles, however, will be able to develop successful innovation-focused private brand partnerships. And those partnerships can result in numerous rewards for both parties.\r\n\r\n“Forming a lasting partnership requires both parties to look at the long term and to create win-win situations rather than focus on any individual transaction,” explains Stefani LiDestri, president-elect and chief sales and marketing officer for LiDestri Food &amp; Beverage, Fairport, N.Y.\r\n\r\nShe adds that LiDestri Food &amp; Beverage boasts some partnerships that have been in place for more than 30 years.\r\n\r\n“There are tremendous advantages in harnessing the power of partnerships, including the stability, service and loyalty that come with them,” LiDestri says.\r\n\r\nOne of the ways LiDestri Food &amp; Beverage has managed to build great partnerships with both retailers and national brands is by getting “deeply involved” in those companies’ innovation and research and development processes, LiDestri notes.\r\n\r\n“It’s one thing to take a formula and transform it into a product,” she says. “It’s quite another thing — a very valuable thing — to help execute an idea from the market research and formulation stage.”\r\n\r\nIn 2014, LiDestri Food &amp; Beverage opened its Innovation Center, which LiDestri says has been described as “a playground for research and development.” The center already has served as the launch pad for a number of products that went on to become a success.\r\n\r\n“When we as contract manufacturers are involved from square one … that kind of partnership adds tremendous value,” she maintains, adding that her company recently worked with Rochester, N.Y.-based Wegmans Food Markets Inc. — a long-time retail partner — to develop the Jammin’ line of low-sugar fruit spreads under the Wegmans Organic Food You Feel Good About brand.\r\n\r\nTo get to the collaborative level LiDestri discusses, many suppliers and retailers will have to rethink some standard practices.\r\n\r\nPrivate label suppliers, for example, might want to stop shielding costs from potential retailer-partners. In Fay’s view, such a practice is not productive, as “any reasonably intelligent person” generally can figure out the approximate cost of packaging, commodities and other supplier resources.\r\n\r\n“If retailers would enter into an agreement at the onset of a project where they would be willing to allow a profitable cost-plus program to evolve from the project and to split cleanup costs if the program failed, [it] would probably [encourage] a lot more suppliers to jump onboard,” he adds. “I also believe non-disclosure agreements with suppliers would be helpful.”\r\n\r\nValentine agrees.\r\n\r\n“[Get] confidentiality agreements signed, and let everyone work together towards the goals of each retailer,” she says. “As suppliers, we are a ‘free’ research and development arm available to each retailer; we profit when we all profit as business partners.”\r\n\r\nWhen it comes down to it, successful retailer-supplier private brand partnerships really require a different approach to the business model — one that takes the shape of a joint venture or a strategic alliance, Maute says.\r\n\r\n“The value that I think a strategic alliance has between a retailer and a manufacturer [is] they both have very different skill sets,” he says. “The retailer supplies, hopefully, marketing support, distribution, consumer insights and knowledge, while the manufacturer has the manufacturing capabilities, the category expertise and, hopefully, knowledge of the supply chain. So if the two were to strategically align and potentially share in the risk as well as the investment, you can probably get economies of scale and quicker market penetration.”\r\n\r\nTo take the relationship even a step farther, that alliance could involve joint ownership of the intellectual property, says Paul Schwada, managing partner of Chicago-based Locomotive Solutions LLC.\r\n\r\n“Whoever owns the intellectual property really owns the product,” he points out. “If the supplier and the retailer are really looking for a true partnership, and they’re actually willing to share intellectual property, that is the most permanent form of bond that I can think of.”\r\n\r\n“There are tremendous advantages in harnessing the power of partnerships, including the stability, service and loyalty that come with them.”\r\n— Stefani LiDestri, president-elect and chief sales and marketing officer, LiDestri Food &amp; Beverage\r\n\r\n“The value that I think a strategic alliance has between a retailer and a manufacturer [is] they both have very different skill sets.”\r\n— Todd Maute, partner, CBX\r\n\r\nOriginally published in <a href=\"http://www.storebrands.info/store-brand-insights/special-features/it-takes-two-innovate\" target=\"_blank\">Store Brands</a>\r\nPhoto courtesy of <a href=\"http://whatsnext.nuance.com/customer-experience/fostering-customer-experience-innovation/\" target=\"_blank\">Nuance</a>', 'It Takes Two to Innovate', '', 'inherit', 'closed', 'closed', '', '2158-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2158, 'http://cbx.cappendev.com/2158-revision-v1', 0, 'revision', '', 0),
(2613, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'With consumers receiving brand and marketing messages from so many different outlets, it is more important than ever to have consistent brand equity builders—color, logo, patterns, tagline—across all touchpoints.\r\nThat’s where point-of-purchase (PoP) marketing comes in. PoP marketing is a proven method of marketing in which messages are delivered to a brand’s target customers at the point of purchase either online or in a retail store.\r\n\r\n“Building a strong brand equity system that extends consistently to all media touch points is hugely important,” says Lesley Stordahl, creative director at branding agency CBX. “That most certainly does not mean ‘matching luggage.’ With shopper journeys diversifying more every day, establishing brand awareness and consistency is a much bigger battle than it was 10 or so years ago.”\r\n\r\nMoreover, gone are the days of “stack ‘em high and watch ‘em fly.” That’s why it’s important to bring an experience to life—letting shoppers have a sensorial connection to a brand through touch, taste or even smell.\r\n\r\n“Shoppers are looking for curated experiences, stories that fit into their world,” she shares. “Both brands and retailers need to find new ways to educate and/or excite.\r\n\r\nFrom candy-colored waves of La Croix seltzer when you walk into a Whole Foods to Sephora mascara endcaps, brands and retailers need to work together to create an experience that is tailored to what the shopper is looking for, rather than whatever message the brand wants to get out at the time.”\r\n\r\nFor instance, a quick message testing with a small group of online consumers can be very illuminating in helping to understand what shoppers want and help brands get out of their own way from time to time.\r\n\r\n“With any retail environment, you are looking to not only stand out from other competitors on the shelf but have a point of differentiation,” says Hakyun Lee, vice president of Dot Matrix Design Group. “You want to have something different to say or else your brand or product could get lost in the sea of products on the shelves.”\r\n\r\nWhile loud graphics and colors can call attention to a product, Lee notes that sometimes the easiest way to stand out is not the best way. Just capturing the consumers’ attention is not enough, and there needs to be more to further explain the benefits of one’s product over another.\r\n\r\n“Having something honest in the story behind your product really is what’s trending now,” Lee says. “Optimally, the story will be on the product itself, but if you’re talking PoP, on the display case or shipper, somewhere that is easy to see.”\r\n\r\nOnce a brand is established, Stordahl notes the messaging should be tailored to the experience.\r\n\r\n“Brands should be thinking like a shopper and tailoring their message to where they are in their journey of the day,” she says. “Empathy goes a long way from brands in environments where shoppers are being inundated with messages.”\r\n\r\n<strong>Brands in Action\r\n</strong>\r\nJeff Camosci, vice president of marketing and sales, North America for Paragon Pet Products, manufacturers of Whimzees dog chews, notes PoP materials can help retailers educate consumers about their products as well as separate its product from the masses.\r\n\r\n“We offer our retail partners a variety of PoP and on-shelf communication,” he says. “The goal of each display option is to clearly explain the benefits of oral health while highlighting our products’ features and benefits in a Whimz-ical way that engage a pet-parent shopper inside the store.”\r\n\r\nLee once served as design manager of Colgate and notes that in the past, the brand has leaned heavily on its brand recognition and the Colgate/Chevron banner was used very large and prominent because it meant something to consumers.\r\n\r\n“People just felt safe with the company,” he says. “Where Colgate is today, they are leaning toward making the Colgate name smaller on their packaging and relying on their sub-branding to be more front and center.”\r\n\r\nFor example, on their optic white packaging, the optic white is taking more of the front and center hierarchy, with the Colgate/Chevron banner smaller behind it.\r\n\r\n“I think the reason for that is that store brands are taking a bigger bite of the market and emerging brands are getting more credibility, especially with today’s consumer having a millennial mindset and more into the smaller mom-and-pop brands,” Lee says. “People are paying more attention to these sort of companies.”\r\n\r\nFor a brand strong in both brick and mortar and online, Stordahl points to the popular men’s grooming brand Harry’s, which recently transitioned from an online retailer to brick-and-mortar in Target.\r\n\r\n“Their endcap and in-aisle displays are a great representation of creating a look and feel that not only connects strongly to the online brand, but also works seamlessly with the Target personality as well,” she says. “They eliminated traditional shelving on the endcap, creating a fully designed brand world with less product but more education. In-aisle displays show the handle unboxed for customers to touch and feel. Overall, it makes the brand feel very approachable while retaining their ‘hipster’ online status.”\r\n\r\n<strong>Tech Talk\r\n</strong>\r\nA unique PoP display trend that Lee has seen lately is the idea of incorporating different technology into the displays themselves. That has resulted in a lot of freestanding LED displays running short animation and graphics for the brands on the shelves.\r\n\r\nTechnology can also help push coupons to a phone, which can take the PoP marketing to a new level. Geofencing is also on the rise. This allows a store or marketer to pinpoint when someone is in the vicinity of the store and they can push a message out to them by text.\r\n\r\n“The whole PoP game is getting more complex, and it’s making things seamless and invisible to the consumers’ eyes,” Lee says. “These marketers know where people are now and how long they’ve been there, and they are making sure their messages are being seen.”\r\n\r\nStordahl says that while technology and digital displays are changing the way things are done, at the end of the day, these tools are all in service of creating a brand experience that allows shoppers to connect with products in more meaningful ways.\r\n\r\n“Tactile displays with unboxed product in aisle, as well as education pieces that fit in endcaps are powerful tools to appeal to shoppers,” she says.\r\n\r\n<strong>PoP in a Digital Age\r\n</strong>\r\nOnline retailers shouldn’t assume they get out of the “experience” conversation. While in-store and retail PoP marketing has most to do with quick purchases, digital PoP is focused on clicks and awareness, and is still vital to a company’s success.\r\n\r\nThis strategy attempts to market to shoppers who are already on the site and ready to make a purchase—and it provides a last-minute way for retailers to influence the details of that decision.\r\n\r\nStordahl says that the ability for shoppers to choose a complimentary sample, enjoy a “surprise and delight” of free shipping or discount at checkout, or even have access to reviews from the shopping cart to reinforce their decision can be powerful connection tools.\r\n“What’s interesting with online retailers is that they are collecting more and more data from their online customers and learning their buying habits and seeing their whole history of purchases,” Lee says. “Through that data, they can suggest purchases during checkout that are tailored towards that consumer and whatever purchase they are making.”\r\n\r\nOriginally published by <a href=\"http://www.bxpmagazine.com/article/itching-impulse\">BXP Magazine</a>', 'Itching the Impulse: How Effective Pop Marketing and Design Influence Shopper Behavior', '', 'inherit', 'closed', 'closed', '', '2308-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2308, 'http://cbx.cappendev.com/2308-revision-v1', 0, 'revision', '', 0),
(2614, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<p>Most dairy brands engaged in the day-to-day battle for survival in the refrigerated section only wish they had the problems that Philadelphia Cream Cheese has. After all, the soft white brick of cheese named after the City of Brotherly Love has prospered for nearly 90 years now. Making cream cheese is extremely difficult (the careful introduction of acid-secreting bacteria is what turns milk into a solid), and Kraft is said to keep its formulas sealed in a Chicago safe. But the brand has its routine down cold. So instinctively do shoppers reach for that gray-foil wrapper with the blue lettering that Kraft now enjoys a 70 percent market share—especially sweet, considering that Americans buy $800 million worth of cream cheese every year. Sure, people may feel guilty about eating cream cheese (33 percent of it is pure fat), but since when did guilt stop people from buying something?\r\nAs it turns out, however, things are not as easy as they may look for Philly Cream Cheese—at least not when it comes to the marketing. Think about it. When your core product is an emulsified cake of breakfast food that’s hung out on the end of a butter knife for decades, keeping the brand image fresh and interesting is no mean feat. But judging from the ads shown here, Kraft’s done a pretty good job of it, at least according to Rick Barrack, chief creative officer of New York branding firm CBX. While it’s easy to look at the contemporary image and spot all of the requisite cultural updates (butcher-block table, T-shirted father and son bonding, etc.), the real device that’s kept the brand current is more thematic than physical. “In the ‘50s ad, they were talking only about what the product has to offer,” Barrack said. “But they’ve moved from product attributes to product experience.” In other words, if all that used to matter was the brand’s quality, what matters now is the quality time that the brand makes possible.\r\n\r\nWhen the ad at right appeared in the pages of McCall’s in 1958, food marketing was little more than an argument over quality. In this case, high-quality cream cheese as part of a proper, middle-class American breakfast. Those female hands? They belong to mother, who is, of course, making your breakfast for you. See it there, laid out nicely on the table? She’s even put a hard-boiled egg down beside the coffee. The language sells the Philly even better, assuring us that it’s “wholesome” (whatever that means) and will satisfy “sleepy morning appetites.” “The ad is just a reflection of the conventions of the times,” Barrack said. “Mom is responsible for setting the table and whatever helps her do it better will make her take notice. Philly Cream Cheese is playing right to that.”\r\n\r\nBut now look at what the same-old cheese is doing 54 years later. Gone is the goofy talk of wholesomeness, of satisfying hungry tummies. Safely able to presume that the cream cheese’s taste and quality are already a given for most consumers, Kraft has shifted the entire selling strategy from the food to the occasion surrounding it. Cream cheese isn’t what you smear on bread; it’s a conduit for connecting with your family. “Today the homemaker is time-starved, and that’s mirrored in this ad,” Barrack said. “Carving out time to spend with your loved ones is a challenge. Multitasking is the new norm—as evidenced by the father holding the paper while eating with his son.” And, of course, “it’s interesting that they’ve chosen a man to start with,” Barrack said.\r\n\r\nBut what’s most interesting in these two ads isn’t that they show how the rigid domestic norms of the 1950s have developed into the fast-paced, nontraditional free-for-all that is today’s home; it’s that they show how Philadelphia Cream Cheese has come along for the ride and still fits in.\r\nYou just might want to go lighter on that schmear. After all, the stuff is 33 percent fat.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/persp-laying-thick-cream-cheese-01-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/persp-laying-thick-cream-cheese-01-2012.jpg\" alt=\"\" title=\"persp-laying-thick-cream-cheese-01-2012\" width=\"475\" height=\"599\" class=\"alignnone size-full wp-image-1193\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/persp-laying-thick-cream-cheese-02-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/persp-laying-thick-cream-cheese-02-2012.jpg\" alt=\"\" title=\"persp-laying-thick-cream-cheese-02-2012\" width=\"652\" height=\"546\" class=\"alignnone size-full wp-image-1194\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/laying-it-thick-143745\"></a></p>', 'Laying It on Thick: Philadelphia Cream Cheese changes its marketing recipe', '', 'inherit', 'closed', 'closed', '', '1654-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1654, 'http://cbx.cappendev.com/1654-revision-v1', 0, 'revision', '', 0),
(2615, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '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', '', 'inherit', 'closed', 'closed', '', '1966-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1966, 'http://cbx.cappendev.com/1966-revision-v1', 0, 'revision', '', 0),
(2616, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<strong>The talk show host’s new site, EDbyEllen.com, sells clothing, housewares and accessories marked by DeGeneres’ distinctive style.</strong>\r\nEllen DeGeneres is already a comedian, author, talk show host, and producer. Now she can add lifestyle brand maven to the list.\r\n\r\nDeGeneres launched her new e-commerce site, <a href=\"http://www.edbyellen.com/\" target=\"_blank\">EDbyEllen.com</a>, on Tuesday. Pronounced “Ed,” the brand covers everything from clothing and accessories to barware and throw pillows.\r\n\r\nThough it was <a href=\"http://www.hollywoodreporter.com/news/ellen-degeneres-new-luxury-line-795383\" target=\"_blank\">previously reported</a> that the site would carry luxe items like $2,000 cashmere sweaters, DeGeneres appears to be sticking with more reasonably priced goods, at least for now. Items on the site range from $8 pins to a $365 cake plate. Apparel starts at $34.50 for a crewneck t-shirt and goes up to $245 for tailored jackets.\r\n\r\nED joins a flood of <a href=\"http://fortune.com/2015/05/12/reese-witherspoon-retail-draper-james/\" target=\"_blank\">celebrity lifestyle brands</a> already on the market, including Gwyneth Paltrow’s <a href=\"http://fortune.com/2015/05/06/gwyneth-paltrow-makeup-goop/\" target=\"_blank\">Goop</a>, Jessica Alba’s <a href=\"http://fortune.com/2014/08/26/jessica-alba-honest-co-ipo/\" target=\"_blank\">The Honest Co.</a> and Blake Lively’s <a href=\"http://time.com/3907683/blake-lively-preserve-interview/\" target=\"_blank\">Preserve</a>. Reese Witherspoon joined the mix last month, launching <a href=\"http://time.com/3848424/reese-witherspoon-draper-james-launch/\" target=\"_blank\">Draper James</a>. Within a few hours, Witherspoon’s site had sold out of a $325 shoulder bag and a $225 dress.\r\n\r\nOf course, DeGeneres says that ED will offer something unique. In an <a href=\"http://www.refinery29.com/2015/05/87665/ellen-degeneres-clothing-line-ed#.2vxulo:JQ16\" target=\"_blank\">interview with <em>Refinery29</em></a>, she talked about the particulars of her own “sort of non-gender-specific” style and her impetus for creating the line.\r\n\r\n“[W]e started making my own clothes on the show and noticing that a lot of people who were coming to the show were trying to dress like me, but those clothes weren’t out there,” she said. “I mean, I have a very distinct way of dressing, and clearly other people are responding to it, so that was the impetus to launch the brand. So, there’s a line that’s out there that’s not extremely feminine, it’s not masculine, it’s just comfortable.”\r\n\r\nSome industry watchers believe DeGeneres has the potential to become a major force in the lifestyle brand space. “Most celebrities don’t have a really specific point of view,” says Laura Ries, president of Ries &amp; Ries branding strategy firm and the author of several books on branding. For a star’s brand to succeed, “it has to be very specific and authentic to them. Ellen has a really unique style, and it’s one that we haven’t really seen in the fashion world.”\r\n\r\nHer accessibility may also help her stand out. While we’re used to spotting Paltrow, Lively or Witherspoon looking glamorous on the red carpet, Americans are more likely to associate DeGeneres with her goofy talk show escapades.\r\n\r\nCompared to other brand-fronting celebrities, “I’d put her as ‘real people,’ and I don’t see those others as real people,” says Christina Papale, vice president of strategy for the brand agency CBX.\r\n\r\nIn many ways, DeGeneres is already a brand, with an empire that has rapidly expanded over the last decade. <em>The Ellen DeGeneres Show</em> is in its 12th season. Her production company, A Very Good Production, is developing six projects, including a new NBC series that starts production next month. Then there’s her three <em>New York Times</em> #1 bestsellers, her record label, streaming video site and game app. Now she has an interior design book, <em>Home</em>, coming out in October.\r\n\r\nDeGeneres has assembled an experienced team for ED. Her partner, Christopher Burch, co-founded Tory Burch and C. Wonder. (The latter closed in January after three years in business and its former president, Andrea Hyde, is now CEO of Draper James.) ED’s managing partner is Marisa Gardini—the former president and CEO of Isaac Mizrahi. The company’s board of directors includes Michael Frances, chief global brand officer of DreamWorks Animation (and the former global CMO of Target) and Janet Grove, the former CEO of Macy’s merchandising group.\r\n\r\nElizabeth Talerman, CEO of the brand strategy firm Nucleus, worked with Martha Stewart Living in 2006, the year the brand entered Macy’s stores. Her best advice for Ellen? “Think carefully about what your legacy will be and honor that, so you don’t go from an entertainer to a huckster. You want to go from an entertainer to a style.”\r\n\r\nAbove all, Talerman says DeGeneres should hold on tightly to the same accessibility that makes her Ellen.\r\n\r\n“If she gets up on a high horse of guidance and preachiness—which I think is where Martha Stewart’s brand may have gone wrong—that’s a guidepost for her brand stewards. Oprah is apart from us—a deity, a queen,” says Talerman. “Ellen needs to make sure she’s a part of us.”\r\n\r\nOriginally published in <a href=\"http://fortune.com/2015/06/30/ellen-degeneres-lifestyle-brand/\" target=\"_blank\">Fortune</a>.', 'Look Out, Gwyneth: Ellen DeGeneres Launches a Lifestyle Brand', '', 'inherit', 'closed', 'closed', '', '2117-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2117, 'http://cbx.cappendev.com/2117-revision-v1', 0, 'revision', '', 0),
(2617, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Two restaged brands have generated high hopes in the skin care and hair care categories.\r\nThe Cetaphil skin care brand has been revamped by Galderma Laboratories L.P., while Hain Celestial’s Avalon Organics skin care and hair care products have been repositioned by brand agency CBX. Cetaphil has undergone a full graphics and packaging upgrade to provide a more simplified shopping experience at shelf and improved portfolio differentiation, as well as clarity of product benefits.\r\n\r\n…\r\n\r\nAvalon Organics, one of the first brands to offer a full line of certified organic products, has been given a fresh perspective for a new era by CBX. The brand got its start when organic personal care products were mainly purchased by well-educated, high-income women in their 30s or 40s with kids, noted CBX managing partner Gregg Lipman. “Avalon Organics earned a reputation for offering the highest-possible quality personal care products” he said. “As the consumer has evolved, Millenial and Gen X women crave an emotional connection ‘beyond organic.’ It was time to clarify Avalon Organics brand story for today.”\r\n\r\nTo that end, CBX experts in branding, design strategy, and verbal strategy relied on extensive consumer conversations to reframe the brand with the personal care team at Hain Celestial. In addition to creating the new packaging, design, and nomenclature systems for Avalon’s five product lines, the team built a brand book, defined visual and verbal principles with expansive voice guidelines for use in social media and other communications, and conducted personal training to support writing around the new master brand.\r\n\r\nMultiple research sessions by CBX revealed the extent to which Avalon consumers had shifted to what the CBX came to classify as “Modern Hollistics”—including contemporary Gen X or Millennial consumers who crave an emotional connection, in addition to caring about the safety and quality of the beauty products they use.\r\n\r\n“It is always critically important to consider where a brand is in relation to culture,” Lipman said. “CBX’s research process engaged women in conversations about the role of beauty in their lives and focused on beauty-themed stories to discern the specific language that most resonated with them.”\r\n\r\nThe new products are available at Whole Foods Market, Target, Walmart, drug stores, grocery stores, and natural food stores, as well as at <a title=\"Avalon\" href=\"http://www.avalonorganics.com/en/\" target=\"_blank\">avalonorganics.com</a>\r\n\r\nWhat emerged was an appreciation for beauty that is beyond skin deep, Lipman related. It was really important to consumers “that it was deep, stable, and all-encompassing,” he said.\r\n\r\nOriginally published by Chain Drug Review', 'Makeovers Reinvigorate Two Brands', '', 'inherit', 'closed', 'closed', '', '2197-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2197, 'http://cbx.cappendev.com/2197-revision-v1', 0, 'revision', '', 0),
(2618, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<strong>Brand refresh puts convenience-store retailer front and center for growth</strong>\r\nIt’s Millers time.\r\n\r\nMiller Oil Co., Norfolk, Va., is part-way through a dramatic facelift for its convenience stores, one that will place its own store brand front and center. “If you look at the progressive marketers out there, everyone is trying to stay current and relevant,” president Jeff Miller told CSP Daily News. “Part of it is value, part of it is product selection and part of it is image. We’ve put off the image part for quite a while, and now we’re finally addressing it.”\r\n\r\nThe journey started on the forecourt. Some of Miller’s major-oil branding contracts were expiring, and the retailer saw it as an opportunity to expand its private brand. The 50-site chain competes with the likes of Wawa, RaceTrac, Royal Farms and 7-Eleven, and so building up the Millers brand is key. Miller points to a site on the campus of Old Dominion University, which sells Shell-branded fuel, as an example.\r\n\r\n“You could probably walk through campus and ask kids about Millers. Some would know it was there, some not,” he said. “Ask about the Shell and they would say, ‘Oh yeah!’\r\n\r\n“We have been working very hard to build inside sales,” he continued. “And it’s really hard to get traction on that when people don’t know you’re there.”\r\n\r\nMiller Oil hired retail design consultancy CBX to spearhead the refresh, which started with the brand logo. The original, red-and-yellow Millers Neighborhood Market design first debuted around 1998, and was starting to show its age. Customers also found the name a bit of a mouthful, so it was shortened to “Millers.”\r\n\r\nCBX and Miller kept the same script and red as a primary color, although this time used is as the backdrop. “We wanted it to be an evolution, not a change,” Miller explained. The design team also dropped the “swoosh” in the original Millers logo, a surprisingly controversial move because of how much the retailer’s management team liked it.\r\n\r\n“The problem with the swoosh, especially when it came to canopy treatments, is it forced you to have a much smaller logo to get the swoosh to fit in, or you needed to customize it so the swoosh fit in above the canopy,” said Miller. “One day I said, ‘You know what—we need to come to a conclusion here, and we really want to get most exposure we can out of signage these days, get the biggest logo we can get, so we let the swoosh go.”\r\n\r\nThe next move was to update the fuel island with the new logo and graphics. To provide a cohesive look across the chain, the CBX team designed special pump wraps for the two different models of dispensers. Miller is gradually installing new Ovation pumps from Wayne Fueling Systems with the inOvationTV media platform.\r\n\r\nAround this time, one site in Hampton, Va., near the Hampton Coliseum, was going through a raise-and-rebuild. This provided a great opening for a refresh inside of the store, where the new focus is refreshment. As soon as a customer enters, they see the fountain. Miller is testing fountain taps for carbonated beverages. Four taps each offer four soda choices. The fountain also offers chewable and cubed ice. Reach-in coolers with fresh food are positioned on either side of the store entrance, complementing Millers’ cobranded offers—Dunkin Donuts at this particular site, and Subway, Dairy Queen, Arby’s and Huddle House at many of the others.\r\n\r\nThe refreshed sites will also have new EMV-compliant VeriFone Topaz point of sales Commander site controllers.\r\n\r\nAcross the rest of its 26 sites, Miller is refreshing the forecourt first, and then inside the store. Four thus far have the new forecourt look, with 16 to go.\r\n\r\nTen locations remain under branding contracts, and Miller said they have their place, especially on the interstate, where the major flag helps draw in customers from out of the area. But locally, the retailer sees greater leverage and potential in the Millers store and fuel brand.\r\n\r\n“We needed to make a change and get more competitive,” said Miller. “Now on the Miller sites, it really allows us to get into the game.”\r\n\r\nOriginally published in <a href=\"http://www.cspdailynews.com/industry-news-analysis/marketing-strategies/articles/millers-lets-swoosh-go\" target=\"_blank\">CSP</a>', 'Millers Lets the \'Swoosh\' Go', '', 'inherit', 'closed', 'closed', '', '2170-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2170, 'http://cbx.cappendev.com/2170-revision-v1', 0, 'revision', '', 0),
(2619, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<strong>Retailers that approach the private brand naming process thoughtfully will be better able to build consumer trust and loyalty.</strong>\r\nA badly chosen brand name can kill a product or product line. 7-Up soda, for example, likely would not have survived had it retained its original mouthful of a name: Bib-Label Lithiated Lemon-Lime Soda. And the fast failures of Colgate Kitchen entrees and Bic underwear prove that a brand name that works successfully in one segment doesn’t necessarily extend well to another.\r\n\r\nBut sometimes the reasons for brand name failure are not so obvious. Retail private brand teams, therefore, need to understand how to fine-tune the brand-naming process so they can build brands that truly connect with their shoppers.\r\n\r\n<strong>Study your shoppers</strong>\r\nAs store brands evolve, brand name is becoming more important to overall program success.\r\n\r\n“We now need to communicate about brand and value,” explains Rachel Bernard, vice president, verbal strategy for New York-based CBX. “Consumers aren’t looking to buy private label products anymore; they’re buying into private label as a brand and as a concept.”\r\n\r\nAnd the brand-naming process begins with consumer insights. Retailers need to gain an understanding of how consumers (particularly their own shoppers) view both their banner brand and their private brands, Bernard says.\r\n\r\n“They should also understand how their customers shop across key categories,” she adds. “Are they focused on price in paper products yet care more about benefits in hair care products, for example?”\r\n\r\nRetailers also should gain insights into which categories are most important to their most valuable shoppers. Some categories might warrant a “new name that tells a distinct story,” Bernard notes.\r\n\r\nInsights gleaned from consumers will help direct retailers not only in brand naming, but also in determining how many unique brand names they need, Bernard says.\r\n\r\nRoger Beahm, co-executive director of the Center for Retail Innovation at Wake Forest University School of Business, Winston-Salem, N.C., agrees, but adds to the list of shopper insights needed.\r\n\r\n“You need to think about them not just demographically, but also in terms of psychographic considerations — what’s important to them, what they value, what their lifestyles are like, what they connect with,” he stresses. “Behavioral characteristics, too — how often they buy, what places they shop, how much they buy on different shopping occasions.”\r\n\r\nOf course, retailers also need to think about the product or product line itself. They should ask themselves, Beahm says, about the product’s “story” — how the product is going to be different and relevant to their target shopper audience.\r\n\r\n<strong>Create and test</strong>\r\nThe next step is the creation of a set of potential brand names. Such names must consider both the target audience and the product benefits, Beahm notes.\r\n\r\n“One might argue that the benefit [the product is] going to deliver is even more important than the target audience itself in terms of being reflected in the brand name,” he says. “Your brand name should be suggestive in some ways of the benefits to your target customer if you can make it suggestive.”\r\n\r\nIt’s not always possible to create such a name, reinforce the brand and its uniqueness, increasing appeal to the target audience.\r\n\r\nBernard also points to the importance of “creating a cohesive narrative and experience” across the portfolio and across the store in the brand naming process.\r\n\r\nAlso consideration-worthy in the naming process are the six criteria marketing professionals typically rely on to evaluate a brand, Beahm says. The brand should be 1) meaningful, 2) memorable, 3) likeable, 4), transferrable in terms of line or category extensions, 5) adaptable and 6) able to be protected from a legal standpoint.\r\n\r\n“So once you’ve got your list of, say, a half dozen name options, you’ll want to weigh them against those criteria,” he says. “How well do they meet the criteria? Where do they fall short?”\r\n\r\nBeahm stresses that a brand name seldom meets all six criteria, but the more it can meet, the better.\r\n\r\nNext on the agenda should be testing among consumers — something Bernard calls important, but infrequently accomplished well.\r\n“Normally, consumers are asked ‘What do you think of this name?’, and their responses are reduced to ‘I like it’ or ‘I do not like it,’” she explains. “Brands should make sure to communicate the brand attributes, vision for the future and encouraged behaviors in addition to the name when testing. That way, consumers will be able to evaluate the name more strategically than basing their assessments on personal anecdotes and feelings.”\r\n\r\nFor his part, Beahm has found focus groups to be valuable to the testing process. Such groups could evaluate potential brand names against the six criteria, as well as evaluate other brand aspects such as packaging, packaging colors and more. But he also advises retailers to perform such testing within the retail environment, where the product is on a shelf or a hanger, and also allow employees to weigh in.\r\n\r\n“It’s hard to get a name agreed to by everyone,” he says. “But names are those kinds of things that you put up, and the good ones stick and the bad ones fall to the ground.”\r\n\r\nFinally, once a retailer identifies a brand name that scores positively with a large percentage of its target audience, it needs to champion that name inside its organization, Beahm stresses. That championing is part of building consumers’ brand knowledge and awareness, which ultimately will be key to the brand’s success. Knowledge of the brand encompasses what the brand/product is, what it does and what it stands for.\r\n\r\n“It’s not going to matter what criteria you use if you stop with the name,” he adds. “If you don’t build knowledge, you’re not going to create equity and, ultimately, loyalty.”\r\n\r\n<strong>Banner name or not?</strong>\r\nTraditionally, many retailers have used the retail banner name as their store brand name — or part of their store brand names. But recent years have seen a number of retailers moving away from this brand naming convention.\r\n\r\n“Both strategies can be very effective,” says Rachel Bernard, vice president, verbal strategy for New York-based CBX. “In fact, many retailers choose to deploy both strategies. Deciding which is best for a particular situation starts with the ‘masterbrand’ — consider loyalty and equity.”\r\n\r\nAlthough he’s not completely against the retail banner name being used as the store brand, Roger Beahm, co-executive director of the Center for Retail Innovation at Wake Forest University School of Business, Winston-Salem, N.C., does note that traditionally, brands are associated with a specific category or related categories.\r\n\r\n“So it’s oftentimes better, for a number of reasons, to use different brand names on different products when they are in unrelated categories,” he says. “And allow each brand to stand on its own, to build its equity, to develop its own loyal following and to earn that trust with the customer. If you do that, you are going to be able to protect yourself better competitively against premium brand promotions and advertising.”\r\n\r\nOriginally published in <a href=\"http://www.storebrands.info/store-brand-insights/special-features/name-brand\" target=\"_blank\">Store Brands Magazine</a>', 'Name That Brand', '', 'inherit', 'closed', 'closed', '', '2166-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2166, 'http://cbx.cappendev.com/2166-revision-v1', 0, 'revision', '', 0),
(2620, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<strong>WHEN RETAIL IS LITERALLY EVERYWHERE, WHEN WE CAN BUY VIRTUALLY ANYTHING OFF OUR PHONES AND HAVE IT DELIVERED, WHY GO TO A STORE?</strong></br>Pessimistic pundits claim that “show-rooming” and the explosive growth of ecommerce will be the death of brick-and-mortar retail. But by drawing inspiration from the kinds of social experiences Americans crave—live-action football games, rousing concerts, moving religious services and the like—retailers stand to reap big profits even as they prove the pundits wrong, writes Crosby Renwick, executive director of strategy at brand agency and retail design consultancy CBX, in a May 30 column published at Chain Store Age Online.\n\n“Is retail really dead?” Renwick asks in the piece. “No, but its role is changing.” The veteran CBX strategist begins the column—titled “‘Social Retail’ to the Rescue”—by outlining the basic problem as just about everyone sees it: “When retail is literally everywhere, when we can buy virtually anything off our phones and have it delivered, why go to a store?” he writes.\n\nBut while Renwick concedes that many stores will close in the decades to come—particularly those focused on commoditized goods that shoppers can easily buy online—he describes the rise of ecommerce as an opportunity for retail to refocus. “When Pablo Picasso was asked if painting human figures was still possible after the technologies of photography and cinema were depicting them much more truly, his response was, ‘Now at least we know everything that painting isn\'t,’” Renwick writes. “Technology had killed painting’s previous purpose: depiction. But, on the other hand, technology freed painting to become something else.”\n\nLikewise, the proper role of retail in the 21st century is not to sell humdrum commodities in cavernous, uninspiring big-box stores, Renwick writes. “What to do with the empty storefronts?” he asks in the piece. “The success of social media provides the clue because it highlights the deep desire for human connection. People get lonely. They’ll pay for the chance to enjoy real-world social experiences with others who have similar interests.”\n\nRenwick describes several popular—and in some case, expensive—social experiences that continue to inspire consumers. But the point is not to try replicate, say, a Bruce Springsteen concert, but to tap into the brand-, traffic- and loyalty-building potential that is inherent to such an experience. “These are the kinds of social experiences people pay money for,” he writes. “Am I suggesting a chain of stores that hosts rock concerts? No. But lessons drawn from these social experiences can and should be applied to retail. Lululemon has already done so with its in-store yoga classes. Likewise, I’d love a store where I could buy clothes that speak to the sensibilities of the classic rock fan. Where the staff would ‘get’ me.”\n\nShopping in a physical store has to be as much about social experiences, unique environments and customer validation as it is about the merchandise, Renwick notes in the conclusion to the piece. “Today’s shoppers can have nearly any merchandise brought right to their doors with little more than the swipe of a finger,” he writes. “But if we can bring them the kinds of experiences that forge memories, friendships and lifelong brand loyalties, they will keep getting in their cars and coming to us.”\n\n<a href=\"http://www.furninfo.com/Furniture%20Industry%20News/1866\" target=\"_blank\">http://www.furninfo.com/Furniture%20Industry%20News/1866</a>', 'Need For Socially Relevant Stores', '', 'inherit', 'closed', 'closed', '', '1827-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1827, 'http://cbx.cappendev.com/1827-revision-v1', 0, 'revision', '', 0);
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(2621, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<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', '', 'inherit', 'closed', 'closed', '', '1922-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1922, 'http://cbx.cappendev.com/1922-revision-v1', 0, 'revision', '', 0),
(2622, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Hello, and welcome to this week’s Design Diary, a collection of five projects from across the world that have impressed us this week.\r\nFor more along these lines (and so many others) follow along all day, every day on Instagram @AIGAeyeondesign, Facebook, and Twitter @AIGAeyeondesign.\r\n\r\n<strong>1. Milton Glaser on surviving the Trump era</strong>\r\n<em>“That sense of paralysis or indifference makes this time seem different.”</em>\r\n\r\nEarlier this week, Steven Heller sat down with Milton Glaser at Cooper Union in New York to talk about the recently reissued version of Glaser’s The Design of Dissent, co-authored with Mirko Ilic). Originally published more than a decade ago, the new edition compiles recent examples of design that express political and social resistance, and sums up our current state of affairs with the revised subtitle “Greed, Nationalism, Alternative Facts and the Resistance.” Glaser began the conversation with the story of one of his earliest memories of a protest at his apartment building in the Bronx turned violent by the police, which he used to explain his inclination—both in his design work and in life—to the left. “I learned that the only way to deal with men beating you over the head, was to resist.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-1.jpg\"><img class=\"alignnone size-full wp-image-10915\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-1.jpg\" alt=\"\" width=\"640\" height=\"960\" /></a><em>Milton Glaser\'s \"We are all African\" poster for School of Visual Arts</em>\r\n\r\nSo how’s that mindset faring for Glaser today, in the era of Trump? Heller asked Glaser if he felt there was a difference in this period of political strife, in comparison to the other tumultuous periods of U.S. history that he has lived through: the McCarthy era, the Cold War, Vietnam, Civil Rights. “I think the most difficult thing to deal with now is that nothing seems real,” Glaser responded. “One thing that Trump has done, and society has done in general, is use the means of communication to basically make people’s response inert, and make them feel that there’s nothing they can do. That sense of paralysis or indifference is what has makes this time seem so much more unlinked to anything [else].”\r\n\r\nA bit more uplifting was Glaser’s still-firm assertion that art and design play an important role in resisting the indifference he described. “If you think of [art] as a means of survival, and the idea of beauty as something to be obtained, then you can devote your life to it without any other reward… it’s essential to human survival. If you like Mozart and I like Mozart, we have something in common. If we have something in common, we’re less likely to kill one another.” Watch the full talk here.\r\n\r\n<strong>2. A book on sneakers, designed by Rodrigo Corral</strong>\r\n<em>One of our favorite book designers takes a crack at an unlikely subject</em>\r\n\r\nSneakers, a new book by designer Rodrigo Corral and journalists Alex French and Howie Kahn, is a super nerdy, very in-depth exploration of the cultural significance of the titular object—weaving together sneaker stories from the likes of Kobe Bryant and Serena Williams, along with shoe designer Tiffany Beers and Bruce Kilgore, the creator of the Air Force 1s. The book is basically a shrine to a well-worshiped design object, so of course the design is on par: Corral, the designer behind some of our favorite book covers, did the design and art direction for the book.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-2.jpg\"><img class=\"alignnone size-large wp-image-10916\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-2-1024x576.jpg\" alt=\"\" width=\"1024\" height=\"576\" /></a>\r\n\r\nEach of the book’s chapters is dedicated to a person and his or her sneaker story, so each gets its own visual treatment by Corral, with custom art, photography, and illustrations. Corral and his team had to track down all of the sneakers the contributors talked about, often traveling to shoot the shoes in person.\r\n\r\nOn the idea behind the minimalist cover design, Corral told Men’s Journal, “Sneakers mean so many things to so many different people. I don’t want to explain Sneakers away visually, but it also can’t be too conceptual. It needs to grab your attention and then let you make it personal. You know which shoes are inside the white box, I don’t want to fill that space for you.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-3.jpg\"><img class=\"alignnone size-large wp-image-10917\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-3-1024x576.jpg\" alt=\"\" width=\"1024\" height=\"576\" /></a>\r\n\r\n<strong>3. She Should Run branding by CBX\r\n</strong><em>Systematic, compelling design to get women to run for office\r\n</em>\r\nOver at our sister site <em>Design Observer</em>, they marked Tuesday’s elections with a conversation with Lesley Stordahl, creative director at CBX, about working with the non-profit She Should Run. The organization was founded with the impressive goal of getting 250,000 women to run for elected office by 2030, and Stordahl talked about using design and strategy to help them accomplish it. How do you reach and speak directly to women who might be thinking about running for office, but need the support and resources to do so?\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/she-should-run.jpg\"><img class=\"alignnone size-large wp-image-10918\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/she-should-run-647x1024.jpg\" alt=\"\" width=\"647\" height=\"1024\" /></a>\r\n\r\nCBX took the existing logo and created an evolving icon system that can be used variously for their different endeavors. The most interesting parts of the interview were in Stordahl’s distilling down of the details:\r\n\r\n“We’re living in this world of amazing new breakthrough political design and also—I hate to say ‘terrible’—staid design. Compare the Hillary [Clinton] identity with ‘Make America Great Again’ and there’s a clear line around political parties, innovation, and young and old.\r\n\r\n“She Should Run is bipartisan and they were very clear about the need to appeal to both sides. How do we bring a modernity to the visual but still make it feel bipartisan? For us, it was softening the red a little bit—not going with a really harsh, traditional red—giving it almost a slight coral. It was using more of a cyan than a navy or an overly masculine dark blue. And to make sure that we’re showing women and there’s representation, because there’s so much reflection [from their audience] that ‘this is for me.’ We have to be inclusive to all ages, races, backgrounds. That’s something that we try to keep in mind as we develop with them.”\r\n\r\n<strong>4. Artists for Gender Equality film series</strong>\r\n<em>Artsy and Gucci launch a three-part film with the women of the art world\r\n</em>\r\nGender inequity isn’t just a problem in politics, as we all know. Despite the increasing exposure of feminist artists and artworks in recent years, the artists represented by the top galleries across New York, Los Angeles, and Chicago are still roughly 70 percent male, according to artist Micol Hebron’s ongoing “Gallery Tally” project. In collaboration with Gucci, Artsy has set out to address the ever-prevalent issue with a beautifully shot film series, put out in three parts. Part One, “Past,” features Barbara Zucker, Lynn Hershman Leeson, Faith Ringgold, Joan Semmel, and Todd Levin discussing the barriers women faced in the 1970s, and the events and individuals that broke through them. In the upcoming segments on “Present” and “Future” we’ll hear from Marilyn Minter and Petra Collins, among others. See the full lineup here.\r\n\r\n<strong>5. Sirio Luginbühl book, designed Riccardo Pirotto</strong>\r\n<em>A beautiful homage to the experimental Italian cinematographer\r\n</em>\r\nItalian-born, Berlin-based Riccardo Pirotto describes himself as a “concept/art designer,” but by any name we’re sure his work would smell as sweet. We’re impressed with one recent project in particular, a book he designed about Sirio Luginbühl, an experimental cinematographer in the Italian “underground” cinema scene of the 1970s and ’80s. “The book is designed as an auto-biographical diary with a series of small texts, short stories, images (old postcards, documents) and photographs collected by the author during his lifetime,” Pirotto explains. “The cover is a lenticular image made by two frames shot in one of his movie.”\r\n\r\nA beautiful piece of work about a fascinating artist, who hung out with the likes of Pasolini, Emilio Vedova, Gregory Markopoulos.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-4.jpg\"><img class=\"alignnone size-large wp-image-10919\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/11/art-4-1024x683.jpg\" alt=\"\" width=\"1024\" height=\"683\" /></a>\r\n\r\nOriginally published by <a href=\"https://eyeondesign.aiga.org/no-168-milton-glaser-talks-trump-cbx-dissects-the-branding-of-politics-rodrigo-corral-gets-deep-into-sneakers-more/\">AIGA Eye on Design</a>\r\nPhotos courtesy of AIGA Eye on Design', 'No. 168: Milton Glaser Talks Trump, CBX Dissects the Branding of Politics, Rodrigo Corral Gets Deep Into Sneakers + More', '', 'inherit', 'closed', 'closed', '', '2299-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2299, 'http://cbx.cappendev.com/2299-revision-v1', 0, 'revision', '', 0),
(2623, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<strong>As consumers demand greater transparency from CPG brands, brand owners are blazing new trails with refreshingly honest and real on-pack messaging—even for ‘delicate’ products.</strong>\r\nHave you noticed that brands have been “getting real” lately? I’m talking about refreshingly honest, no-BS messaging in ad campaigns and on packaging that tells it exactly like it is. This trend is not surprising. In today’s challenging market, honesty is a surefire way to establish reliability and connect with consumers. In fact, according to an October 2014 study on authentic brandsby global public relations firm Cohn &amp; Wolfe, the number-one quality or behavior that people demand of big brands is that they communicate honestly about their products and services. With information about a brand in real time readily available, consumers are now investigative reporters, and companies can’t risk having the public discover that something about their brand is dishonest.\r\n\r\nWe’re seeing this trend transcend categories. Under Armour’s “I Will What I Want” campaign, in which Misty Copeland proves that not all prima ballerinas are stick figures, and Sir Richard’s condoms’ ads, with copy lines like, “Let’s Change Positions, Not Diapers,” are blazing new trails with their honesty and humor. Forget about “beating around the bush,” to quote Hello Flo, a brand that mails out care packages for women’s and girls’ feminine protection needs. This is straight talk, pure and simple.\r\n\r\nThe movement toward transparency means that consumers are attaching themselves to companies that operate with honesty and integrity, rather than aligning with brands that try to pull the wool over their eyes. And while this kind of transparency first gained traction in advertising, it is now carrying over to packaging design. Companies are using this frank style of language and graphics to stand out on shelf.\r\n\r\nThree recent examples of brands that are “getting real” through frankness and intelligence on their packaging are Coca-Cola Life, which touts its use of “real ingredients,” Dollar Shave Club, which uses “real talk,” and The First Years, which showcases “real people.”\r\n\r\n<strong>Real ingredients</strong>\r\n\r\n<img class=\"alignnone wp-image-9413 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/10/coke_carton.jpg\" alt=\"coke_carton\" width=\"668\" height=\"703\" />\r\nWhen the biggest beverage company in the world starts getting honest, you’re damn straight people are going to sit up and take notice. And that’s what happened when Coca-Coca Life launched in South America in 2013 and made its U.S. debut in the fall of 2014. Coca-Cola Life, which is Coke’s “natural” answer to the outcry against processed ingredients like high-fructose corn syrup and Aspartame, was created to combat the era of the soda backlash. Coke had to do something to save falling sales and maintain category relevancy.\r\n\r\nCoca-Cola Life’s packaging is the epitome of transparency, with a green color that is a dramatic departure from its iconic red and immediately conveys that it is something new and different for the brand—something natural (or should we say, more natural). An approachable script font is used for the word “Life,” and an icon that closely resembles a leaf draws your eye to the fact that this soda is “Sweetened with Cane Sugar and Stevia.”\r\n\r\nCoca-Cola Life also claims to be a “reduced calorie soda” that has “35% less calories than Coca-Cola*” (albeit with an asterisk next to that line). Whether or not the product actually is better for you than other sodas has yet to be seen, but in this case, the departure from the brand equities communicates a desire to move away from consumer expectations of the brand and offer them something more real.\r\n\r\n<strong>Real talk</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/05/dollar_shave.jpg\"><img class=\"alignnone wp-image-9422 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/05/dollar_shave.jpg\" alt=\"dollar_shave\" width=\"900\" height=\"900\" /></a>\r\nWhile Coca-Cola Life is an example of an established brand trying to regain market share through honesty, a newer (circa 2011) brand, Dollar Shave Club, is using a no-BS messaging strategy to build its online subscription business and procure customers. The tag line sums up the brand’s mission best: “Shave Time. Shave Money.”\r\n\r\nUsing clever, tongue-in-cheek language, the brand gets right to the point: Dollar Shave Club is a simple and easy way to avoid the cost and hassles of traditional shaving brands. Who wants to engage with the drugstore attendant every time they need a new razor? The brand’s message is conveyed everywhere you look. In fact, the words “simple” and “easy” are splashed across all of the brand’s touch points. Even back-panel copy on packaging is used to “get real.” One moisturizer says it is “the ultimate fix for the disruptive exercise of shaving,” while the blade packaging features an on-brand, though fictitious quote, “I like shaving with a dull razor” and then credits it to “No one ever.”\r\n\r\nAnd when it comes to real talk, who can deny the honesty of Dollar Shave Club’s One Wipe Charlies—certainly the only product on the market dubbed “buttwipes made for men.” If the statement, “the civilized way to wipe” isn’t transparent enough for you, well then, I don’t know what is.\r\n\r\n<strong>Real people</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/08/First-Years_SS_1.jpg\"><img class=\"alignnone wp-image-9261 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/08/First-Years_SS_1-1024x648.jpg\" alt=\"First Years_SS_1\" width=\"1024\" height=\"648\" /></a>\r\nSince we’re on the topic of wipes, The First Years—a brand of infant and toddler products such as potty training seats, dishware, and health and grooming items that has been trusted by mothers since the 1950s—recently rebranded itself with younger moms in mind. Anyone who has kids can tell you that new motherhood does not consist of a picture-perfect baby being fed rice cereal while politely cooing at an immaculate table. More often it’s a pretty dirty job. And no consumer group wants to hear the plain truth about that more than Millennials.\r\n\r\nMillennials are looking for a real conversation about parenting, warts and all, with on-point information so that they can make informed choices. This isn’t the end of an era for them like previous generations felt; it’s a new beginning. The First Years gets them excited about this new phase by cutting through the baby poop and telling it like it is, as shown through the “real photography” used on the packaging.\r\n\r\nGone is the Boomer fantasy of old—with angelic babies and perfect parents blissing out in la-la land; The First Years uses casual, often funny, selfie-style photography that a parent might post on Instagram or Facebook showing all the imperfections of new parenthood. By being supportive, friendly, and above all, honest, The First Years forges a relationship with consumers that will continue as their children grow.\r\n\r\n<strong>Transparency begets loyalty</strong>\r\nThese brands are telling it like it is for one reason: Because transparency begets loyalty, plain and simple. Of course, if you are claiming to be real, you better make sure that you’re really being real.\r\n\r\nIn recent years, a few brands have learned that the hard way and watched the public turn on them as a result of their dishonesty. In 2011, a public interest group sued Coca-Cola for marketing its VitaminWater brand as a healthy beverage. But the brand’s response to that action was even more surprising: It defended itself by saying that “no consumer could reasonably be misled into thinking VitaminWater was a healthy beverage.” Which led consumers to ask, “How could Coca-Cola put the word ‘vitamin’ in a product name and not think that people would assume it had some health benefits?” That the brand belittled its consumers, rather than simply apologizing, was insulting and was reason enough for consumers to question the brand.\r\n\r\nJohnson &amp; Johnson—whose legendary credo states that its “first duty is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services”—lost the trust of those individuals when it pulled 22 products, totaling 300 million bottles, off its shelves beginning in 2009. But the worst part was that Johnson &amp; Johnson didn’t even offer its consumers so much as an explanation as to why they did this. Were the products tampered with? Were there quality control problems at their factories? Zilch. Not a peep. And then one day the product returned to shelves—after J&amp;J had lost $900 million in sales. Did consumers return to shelves as well? Only time will tell.\r\n\r\nTwenty, or even 10, years ago, consumers may not have held a Johnson &amp; Johnson or a VitaminWater accountable for trying to dupe them. But today, there’s no getting around the fact that transparency is the only real way to win the trust of the people giving you their dollars. Whether you’re speaking to health-conscious soda drinkers, fashion-conscious men, or Millennial moms, there’s no question that getting real is a win-win situation for today’s brands.\r\n\r\nOriginally published in <a href=\"http://www.packworld.com/packaging-gets-real\" target=\"_blank\">Packaging World</a>.', 'Packaging Gets Real', '', 'inherit', 'closed', 'closed', '', '2142-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2142, 'http://cbx.cappendev.com/2142-revision-v1', 0, 'revision', '', 0),
(2624, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<strong><em>Food and beverage packaging is providing product support, with designs that call out to targeted segments</em>.</strong>\r\nWith natural and organic brands continuing to inundate the marketplace, processors are turning to market segmentation to claim their niches. Packaging is providing essential support, with designs that call out to targeted segments.\r\n\r\nThe trend is occurring in both North America and Europe, within natural and organic categories ranging from peanut butter to sparkling water. In some instances, segmentation hinges on consumer values — like a desire for on-the-go convenience or locally sourced food. In other cases, demographic segmentation is the preferred strategy.\r\n\r\nIn the U.S., Hain Celestial Group Inc., Lake Success, N.Y., recently redesigned the distinctive black packaging for its Terra brand chips to emphasize the root vegetables from which the product is made. The new package graphics, which feature elegant photography of the chips and a fresh visual architecture, also reinforce the brand’s positioning as a premium, gourmet-quality natural snack.\r\n\r\nIn the redesign, “there were three key elements that we wanted to focus on,” says Sam Garfinkel, senior brand manager for the Terra brand. “The biggest thing we wanted to communicate was … our real vegetables. That gets to the heart of what separates us from all the other players in the snack category.”\r\n\r\nSecond, he says, “we wanted to modernize the brand. We had a brand that was so premium, but wasn’t as modern as some of the other players in the category.”\r\n\r\nRunning “a close third” was improved \"portfolio navigation.\" To help consumers navigate the Terra portfolio, which includes more than 20 varieties and some 50 stock-keeping units in various sizes, the package redesign changed how product varieties and seasonings are presented.\r\n\r\n“I think the clearest example of how we standardized and improved navigation was with our flavor banner,” Garfinkel says. On the old package, the location and size of the flavor banner varied by flavor. On the new bag, the product variety appears immediately below the Terra logo, and the seasoning cue is right under the variety: “Terra,” “Exotic Potato” and “Sea Salt,” for example.\r\n\r\n“We set up a clear architecture for communicating brand, flavor and seasoning, all in a very structured manner … across the brand, so that people would get to the shelf, quickly recognize it as Terra and then easily navigate to their flavor of choice,” Garfinkel explains.\r\n\r\nThe package’s glossy black surface and high-quality rotogravure printing position Terra as a premium brand, and artistic photography on the bags supports the modernization and real-vegetable communication.\r\n\r\n“Stylistically, it’s a very modern angle and look, but [the photography] also helps us highlight all those diverse vegetables that you see in the blend,” Garfinkel says. “It really helps tell that full story in just one image.”\r\n\r\nAugmenting the large product photo on the bag, a row of icons across the bottom of the package shows which vegetables are included in that particular flavor.\r\n\r\nBrand agency CBX, New York, worked with the brand team on the strategy for the redesign and also created the new package design.\r\n\r\n<img class=\"size-full wp-image-8059 alignright\" title=\"2_SkippySingle\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/2_SkippySingle.jpg\" width=\"214\" height=\"178\" />Meanwhile, on-the-go consumers are the target market for a different type of natural snack — peanut butter. In May 2014, Hormel Foods Corp., Austin, Minn., launched Skippy Natural Creamy Peanut Butter Spread and Skippy Creamy Peanut Butter in single-serving multipacks. The company calls the format Skippy Singles.\r\n\r\nEach resealable canister of Skippy Singles holds six 1.5-oz. cups of peanut butter. The small, sealed, individual cups make it easy to transport the product for an away-from-home treat teamed with other foods, or as a snack unto itself.\r\n\r\nThe canister, with a transparent front panel that displays the cups, simplifies pantry storage and also provides a visual reminder to restock the product as the supply dwindles.\r\n\r\n<strong>Happy European cows and bees</strong>\r\n\r\nRørosmeieriet, Røros, Norway, that country’s largest organic dairy, is redesigning all its packaging to attract consumers interested in locally produced organic products.\r\n\r\nThe first of the dairy’s redesigns, for its one-liter cartons of milk, launched this March throughout Norway. The company worked with Stockholm-based brand development agency Grow to execute the redesign.\r\n\r\nAll of Rørosmeieriet’s products “are organic and based on milk from farms in the Røros region and surrounding counties,” says Kjersti Svang Olsen, account director/director brand development at Grow.\r\n\r\nThe brand’s identity is wrapped up in the “culinary traditions and professional craftsmanship that the area is famous for,” she adds. These include dairy techniques that have been used for many generations in the region.\r\n\r\nTo communicate these local and traditional attributes to its target market, Rørosmeieriet’s new milk cartons are decorated with a full-size image of an old-fashioned glass milk bottle.\r\n\r\n“Compared to the general packaging in the milk [section] in Norwegian grocery stores, it represents a distinctive expression through the use of different graphical means,” says Olsen.\r\n\r\nA combination of photography and hand-painted watercolors communicates the milk’s provenance, with an emphasis on Røros, cows and traditional dairy equipment. Inspiration for the new logo came from dairy tools and milk-pail lids.\r\n\r\nGoing forward, Rørosmeieriet will work with Grow to redesign packaging for the dairy’s sour cream, cottage cheese, skjørost cheese, yogurt and butter.\r\n\r\n<img class=\"wp-image-8061 alignright\" title=\"3_Nectaflor-Honey\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/3_Nectaflor-Honey1.jpg\" width=\"213\" height=\"178\" />Also looking to capture local-minded aficionados is Nectaflor, Biel/Bienne, Switzerland. This natural-food company chose a simple but upscale package design for the launch of its limited-quantity, regional honey varieties. Each of the three varieties is named for its region of origin: the Swiss Jura Mountains, the Ticino region or eastern Switzerland. The products launched in summer 2013.\r\n\r\nNectaflor’s local honey “is a modest luxury product … for people who appreciate good local products,” says Christoph Schlatter, creative director at creative agency Allink GmbH, Zurich, Switzerland, which designed the packaging.\r\n\r\nThe 225g honey package is a stock container, a glass flip-top jar decorated with an elegant letterpress-printed tag. This design emphasizes the product’s natural quality and the brand’s personality.\r\n\r\nThe tag, which is attached to the jar by hand, “conveys the personal attribute,” Schlatter says. “The product does not assert itself as [a] mass product but as a product from your local beekeeper. The ‘non-design’ puts emphasis on the honey.”\r\n\r\n<strong>Babies and children</strong>\r\n\r\nDemographic segmentation is another way processors are slicing and dicing the natural/organic market.\r\n\r\n<img class=\"wp-image-8062 alignright\" title=\"4_Stonyfield_Pouches\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/4_Stonyfield_Pouches.jpg\" width=\"250\" height=\"178\" />Babies and kids — and their parents — are demographics of keen interest at Stonyfield Farm Inc., Londonderry, N.H. The company recently took a page from the baby food category’s packaging playbook, launching Stonyfield Organic YoToddler, YoBaby and YoKids refrigerated yogurts in spouted stand-up pouches. The company will continue to sell the products in multipacks of cups.\r\n\r\nStonyfield’s pouch products for babies and kids launched in the U.S. earlier this year. A co-branded version, created in partnership with organic food processor Happy Family, New York, will launch in July 2014. Both Stonyfield and Happy Family are owned by Danone, Paris.\r\n\r\nThe co-branded pouch products will be sold under the brand names YoTot, YoBaby and YoKids Squeeze! in pouches carrying both the Stonyfield and Happy Family logos. Fill size for the YoTot and YoKids pouches will be 3.7 oz., and for YoBaby, 3.4 oz. The reclosable stand-up pouches will be sold in four-packs and individually.\r\n\r\nAlthough the babies/kids market segment is not a new one for either of these brand owners, the products and packaging are pioneering new territory in their own way.\r\n\r\n“This is the first organic, refrigerated pouch yogurt, and what that allows us to do is have the real, live, active cultures” in the yogurt, says Seth Beamer, brand manager for the babies’ and kids’ products at Stonyfield. Other pouched organic yogurts on the market, including Happy Family’s, are shelf-stable.\r\n\r\nThe pouch format also provides parents with functional benefits vs. yogurt cups. “Convenience is certainly at the forefront,” says Beamer. “We know how busy moms are, and this gives them a convenient offering [for] yogurt on the go. It’s much easier for parents to feed their kids with these hand-held pouches.” In addition, the pouch products are “less-mess — almost mess-free.”\r\n\r\nFilm for Stonyfield’s form-fill-seal pouches is supplied by Clear Lam Packaging Inc., Elk Grove Village, Ill.; the caps are from Georg Menshen GmbH &amp; Co., Finnentrop, Germany. The pouch material is a multilayer film made from linear low-density polyethylene (LLDPE) and polyester, and the closures are polyethylene.\r\n\r\n<strong>Women with a thirst</strong>\r\n\r\nFor Something Natural brand sparkling water, a new focus on the female demographic led to a recent packaging redesign.\r\n\r\n<img class=\"size-full wp-image-8063 alignright\" title=\"5_SomethingNatural\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/5_SomethingNatural.jpg\" width=\"250\" height=\"178\" />Something Natural, Boston, launched the product in 2010 in a cobalt-blue glass bottle printed with the abstract image of a flock of birds. The product is now distributed throughout the U.S. in chains such as Safeway, Target and Stop &amp; Shop and also in local natural-foods stores.\r\n\r\n“Through being in the marketplace … they had identified a couple areas where we could strengthen the design,” says Pamela Long, director/client services at Little Big Brands, White Plains, N.Y. Little Big Brands created the original package design, and the redesign, for Something Natural.\r\n\r\nMaking the color coding for the five flavors more prominent was one focus of the redesign. “But more importantly, [Something Natural] decided to put a stake in the ground in terms of their target audience. Instead of being for everyone, they really felt like they had a bigger opportunity with the female market,” Long explains.\r\n\r\n“They were getting some sales data and some anecdotal data back from stores that … purchasing was 90 percent female,” she adds. “[They thought,] that’s who’s picking us up, so maybe we could skew a little more in that direction.”\r\n\r\nRather than throw out the original design and start over, Something Natural elected to evolve the brand’s look and feel. The result, graphically, was to keep the birds but make a more female-oriented statement with them.\r\n\r\n“Initially they had this blue bottle, and they had the name ‘Something Natural.’ The thing that came to mind to us was: What’s more natural than a flock of birds?” recalls John Nunziato, Little Big Brands’ founder and creative director.\r\n\r\nIn the redesign, the 11-oz. bottle remained the same, but the graphics changed from a flock of birds to five individual birds color-coded by flavor. And the new logo is more feminine than the old one, using a hand-drawn cursive font drawn out as a mono-weight line. The old logo was rendered in a rectilinear, businesslike sans serif font.\r\n\r\nNow “each logo is a piece of string that’s in the bird’s mouth, and each one ends differently on the ‘L’ in ‘Natural,’ so that piece of string runs a little bit differently to meet up with the bird,” Nunziato says. The concept plays to the female market in that “the bird is collecting string to build [a] nest.”\r\n\r\nThe bottles were decorated using applied ceramic labeling (ACL), a screen-printing technique. The designers leveraged the strengths and limitations of ACL to give the printed graphics a natural look while making the color coding more noticeable.\r\n\r\n“We switched to color coating a larger area of the bird to get a larger area of ink,” says Nunziato. “But we knew it was going to misregister. This type of printing has a tendency as it goes through the run to register an eighth of an inch left of center and an eighth of an inch right. So when we drew the [birds’] color coding, we drew it irregularly knowing that sometimes it would register and sometimes it wouldn’t.”\r\n\r\nHe adds that the variability of the printed design is “the beauty of it,” echoing the brand premise of “something natural.”\r\n\r\nLong characterizes the redesign as “a good example of a brand owner who listened to [its] retail partners and tried to capitalize on what was working for the brand and improve upon what they were hearing from the marketplace — how the brand could grow and become more powerful for consumers.\r\n\r\n“It’s a pretty simple package,” she says, with “just a couple main elements. They had a beautiful structure to begin with. It was really just about decorating it in a beautiful way.”\r\n\r\nRead more: <a href=\"www.foodprocessing.com/articles/2014/packaging-for-organic-and-natural-foods/\" target=\"_blank\">www.foodprocessing.com/articles/2014/packaging-for-organic-and-natural-foods/</a>', 'Packaging Provides A Segment-Specific Billboard For Organic And Natural Foods', '', 'inherit', 'closed', 'closed', '', '1915-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1915, 'http://cbx.cappendev.com/1915-revision-v1', 0, 'revision', '', 0),
(2625, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<strong>The chain debuts a prototype store that brings to life its brand slogan</strong>\r\nImmediately upon entering Kum &amp; Go LC’s new prototype store in Johnston, Iowa, it is clear to customers that this is not the convenience store they remember from their childhood.\r\n\r\nThe 6,000-square-foot razed-and-rebuilt store — located at 5225 NW 86th St. — is the largest location in the West Des Moines, Iowa-based convenience store operator’s portfolio to date and borders on the look and feel of a contemporary hotel, Mark Hastings, chief operating officer of Kum &amp; Go, told Convenience Store News during its recent visit to the prototype.\r\n\r\nCombining modern design with functionality, the new store concept emphasizes Kum &amp; Go’s foodservice offerings and brings to life the brand’s slogan: “Where &amp; Means More.”\r\n\r\n“The Marketplace design is the next evolution of a store design built to meet our customers’ needs,” explained Chris Jones, senior vice president of marketing. “We wanted to create a store experience that, in line with our brand promise, delivers more than our customers expect.”\r\n\r\n<strong>Starting a Revolution\r\n</strong>Developed over the course of two years, the Marketplace design is a “labor of love,” according to Hastings, and was conceptualized to “create a much more exciting [customer] experience.”\r\n\r\nTo bring this distinctive concept to fruition, Kum &amp; Go partnered with New York City-based branding firm CBX, as well as BRR, an architecture firm based in Kansas City, Kan.\r\n\r\nEnsuring a strategic alignment process from beginning to end was paramount to CBX. The firm immersed itself in the Kum &amp; Go brand to truly understand how to connect the c-store operator’s core values, passion for excellent service and heritage to the development of a new store design and experience that would be a true extension of the brand, Todd Maute, a partner at CBX who worked with Kum &amp; Go on the project, explained to CSNews.\r\n\r\n“Our collective goal was to bring consumer touchpoints together within the store under one brand and enhance consumers’ shopping experience,” Maute said. “Our core desire was to have the store become an extension of the brand [Kum &amp; Go team members] have worked so hard to build, while supporting the core values and services that make it such a great retailer.”\r\n\r\nWhen it came time for execution, this meant elevating the “physicality” of the store. The Marketplace prototype’s fuel canopy and store exterior are a far departure from Kum &amp; Go’s previous stores. “The design signals ‘change’ from the street all the way through the store,” Maute commented. “From a distance, you can tell this is something new.”<strong>\r\n</strong>\r\n\r\n<strong>The Foodservice Connection\r\n</strong>The Johnston store officially opened for business on Feb. 18 and got cooking.\r\n\r\nWith an emphasis on Kum &amp; Go’s foodservice offerings and its “Go Fresh Market” fresh food program, customers are immediately greeted in the Marketplace store design by a fresh pizza and made-to-order sandwich station directly ahead of them.\r\n\r\n“We had food [positioned] to the side for years and people weren’t making the connection. Now, it’s as soon as they walk in the door,” Hastings noted.\r\n\r\nTo draw even more attention, an oversized red ampersand is mounted over the station, where pizza and sandwich makers are clad in their new uniforms: chefs’ jackets and caps. The station backdrop is white subway title, which also can be found outside at the fueling stations.\r\n\r\nOther unique foodservice-related features of this store are: upscale bakery offerings, including fresh bread baked on the premises and Kum &amp; Go’s signature product, ampersand doughnuts; 42-inch menu boards displaying real pictures of Kum &amp; Go’s food, not generic images; a cold dispensed beverage station boasting 30-plus options and featuring flavor shot dispensers so customers can amp up their drinks; a crushed ice dispenser that uses filtration technology Starbucks helped Kum &amp; Go create; a toppings bar of condiments; and a special toppings bar for coffee and other hot beverages, designed with millennials in mind.\r\n\r\nThroughout the sales area, lowered gondola fixtures create greater visibility to engage customers and make it easier for them to shop. At the same time, snack quads in diagonally positioned aisles give customers the opportunity to seek out their favorite snacks or discover something new.\r\n\r\nThe Johnston site is also the chain’s first to feature indoor seating in order to create a social environment — including a five-seat community table similar to Starbucks, according to Hastings. The new prototype also debuts Kum &amp; Go’s first-ever growler station, which sells local, domestic and craft beers during peak business hours. A recently passed Iowa law now permits retailers in the state to sell take-home beer in growlers.\r\n\r\nSome additional unique features of the Marketplace design are:<strong>\r\n</strong>- A quick-service checkout station that doesn’t allow tobacco or lottery sales;\r\n- Patio seating complete with overhead heaters for availability during three seasons;\r\n- Complimentary Wi-Fi and charging stations;\r\n- An expansive beer cave and separate fridge for singles;\r\n- Music playing throughout the store;\r\n- Touchless restrooms;\r\n- E15, E85 and unleaded fuel options;\r\n- LED lighting in-store and at all fueling stations;\r\n- LEED certification (chain has more than 110 LEED-certified stores); and\r\n- Clutter-free counters, which coincidentally mirrored a recent CSNews story on why it’s important to keep your counters clean, according to Hastings.<strong>\r\n</strong>\r\n\r\n<strong>Where &amp; Means More\r\n</strong>Beyond just what it sells, the next-generation store is a physical representation of Kum &amp; Go’s core values, which include passion, integrity, teamwork, caring and excellence.\r\n\r\nPlaying off the retailer’s slogan, the ampersand symbol plays an integral role in the prototype store design. Displayed both strategically and whimsically throughout the Marketplace concept, the ampersand emphasizes that at Kum &amp; Go, you always get more.\r\n\r\nIn fact, because the ampersand is integral to the company’s branding, a piece of artwork was specifically commissioned for the Johnston site. An 8-foot-tall by 7-foot-wide, handmade ampersand sits on the north side of the building as a tribute to Kum &amp; Go’s slogan. Designed and produced by Des Moines art studio Sticks, the artwork honors the community of Johnston with keywords and images that reflect the area’s attractions and sayings on one side, while the other side showcases Kum &amp; Go’s core values and culture.\r\n\r\nAs Hastings shared with CSNews, the Johnston location is the “guinea pig” of the Marketplace concept, and company executives are already toying around with ideas they would like to bring to future Marketplace stores. These ideas include: electronic trash compactors to eliminate garbage bag usage and reduce waste; cabinets that will retrofit supplies like boxes for cups and lids to save space and keep storage areas well-maintained and organized; and faucets over the cold dispensed beverage slots to keep drainage areas easily maintained and cleaned, thus saving employees time from having to take the slots to the back room to wash.\r\n\r\nKum &amp; Go’s next location to feature the Marketplace design and enhanced Go Fresh Market foodservice offering will be in Joplin, Miss. This store will likewise have its own unique ampersand artwork, paying homage to the catastrophic tornado that struck the city in 2011.\r\n\r\nBefore the end of this year, the retailer plans to open a total of 28 locations featuring the Marketplace design in Iowa, Colorado, Oklahoma, Wyoming, Missouri and Arkansas. Kum &amp; Go currently operates 430 convenience stores in 11 states.<strong>\r\n\r\n</strong>Originally published in <a href=\"http://www.csnews.com/%25cat%25putting-%E2%80%98%E2%80%99-kum-go\" target=\"_blank\">CSN</a>', 'Putting the ‘&’ in Kum & Go', '', 'inherit', 'closed', 'closed', '', '2164-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2164, 'http://cbx.cappendev.com/2164-revision-v1', 0, 'revision', '', 0);
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(2626, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'The New York chapter of the Retail Design Institute (RDI) recently hosted its annual “Iron Design” Student Challenge at Steelcase in Columbus Circle, New York. Five teams of students from top New York design schools raced against the clock to create a winning holiday pop-up shop design. Ultimately, the Best Design Award went to “Team Orange,” comprised of students from the Fashion Institute of Technology (FIT) and LIM College for incorporating DIFFA: Design Industries Foundation Fighting AIDS (DIFFA)’s mission into a creative pop-up store concept and window display.\r\n“Our Iron Design Student Challenge represents a perfect blend of what the Retail Design Institute is all about—education, mentoring, career development and networking,” said Peter Tolin-Baker, president of Retail Design Institute and principal at PTB Design. “All of the teams were winners, but it was ‘Team Orange’s’ schematic that best incorporated both a pop-up retail concept, as well as an informative and compelling design narrative. Partnering with DIFFA for this year’s event adds the additional value of supporting a fellow non-profit organization and an important cause.”\r\n\r\nThe students had two hours to design a holiday pop-up shop featuring products donated by industry suppliers. Each team consisted of three to four students from FIT, LIM College and Parsons School of Design.\r\n\r\nThe teams were mentored and coached by professionals from design firms and retail brands, including: Leslie Ann Chiu, associate principal at Callison; Eduardo Figueroa-Ruiz, designer at CBX; Aya Matsumoto, senior designer at TPG Architecture; Norm Roberts, vice president/creative director of FRCH; Kate Russell, senior associate at Gensler; Adam Carmichael, director of store design at Saks Fifth Avenue; Stephanie Dobrosky, manager of international store design of Nine West Group; Megan Gundrum, director of store planning at Hudson’s Bay/Lord &amp; Taylor; Stephen Policano, vice president architectural and interior design at Kenneth Cole; and Niki Varadi, senior director of global store design at Kate Spade.\r\n\r\nThe student’s designs were judged on their overall concept for a shop and integration of messaging around HIV/AIDS. In addition to Baker, judges were Michael Sainato, vice president of creative at Design Within Reach; Johanna Osburn, executive director of DIFFA; Brian Guze, 2014 Iron Design winner and director of store design/visual at Tourneau; and Ana Pelucarte, co-founder of Pop Up Mob.\r\n\r\nTeam Orange’s winning design will be displayed in the Siegel &amp; Stockman Showroom located at 126 W. 25 St. in New York. There will be a private Opening Night Reception on World AIDS Day, Dec. 1, from 6 p.m.-9 p.m.; and the holiday pop-up shop will be open to the public from Dec. 2-6, 9 a.m.-5 p.m. All shop sales will benefit Gift For Life and DIFFA, an organization that provides grants to HIV/AIDS organizations across the country.\r\n\r\nFor additional information, visit <a href=\"retaildesigninstitute.org\" target=\"_blank\">retaildesigninstitute.org</a>, <a href=\"diffa.org\" target=\"_blank\">diffa.org</a> or <a href=\"giftforlife.org\" target=\"_blank\">giftforlife.org</a>.\r\n\r\nOriginally published in <a href=\"http://www.designretailonline.com/displayanddesignideas/industry-news/RDI-Announces-Winning-Student-Design-at-Annual-Iron-Design-Challenge-14164.shtml\" target=\"_blank\">design:retail</a>.\r\nAlso seen in <a href=\"http://www.giftshopmag.com/press_release/2015/10/retail-design-institute-of-n-y-announces-winning-student-design-at-annual-iron-design-challenge/\" target=\"_blank\">Giftshop Magazine</a>.\r\n\r\nPhoto courtesy of <a href=\"https://www.retaildesigninstitute.org/chapter/7/events/569\" target=\"_blank\">RDI</a>.\r\n\r\n&nbsp;', 'RDI Announces Winning Student Design at Annual Iron Design Challenge', '', 'inherit', 'closed', 'closed', '', '2146-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2146, 'http://cbx.cappendev.com/2146-revision-v1', 0, 'revision', '', 0),
(2627, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<strong>See how the office layout and decor energized the workforce</strong>\r\nAn office redesign can be the ultimate embodiment of how a new brand can motivate and energize a company’s employees, as demonstrated by the collaboration between brand agency CBX and Del Monte to create a new name and visual identity for its pet products business.\r\n\r\nThe company’s pet portfolio included several iconic brands, including Milk-Bone, Meow Mix, Natural Balance, Kibbles ‘n Bits, 9Lives, and Nature’s Recipe. Using its proprietary naming methodology, CBX first created a new name: Big Heart Pet Brands. It then developed a new visual identity centered on a “heartpaw” logo that combines a paw print with a heart to convey the emotional bond between pets and their “parents.\"\r\n\r\nPart of the assignment involved redesigning the client’s San Francisco headquarters to incorporate the new identity. The challenge was to implement the plan over a three-day weekend, so that when employees arrived for work the following Tuesday, they would learn for the first time they were working for a new brand.\r\n\r\n“Because we had so little time, we kept things very simple and went very big with it,” explained Joseph Bona, president of branded environments for CBX. “We wanted to make a big gesture that would achieve the greatest impact.”\r\n\r\nUpon returning to work, employees were summoned to the company’s second-floor conference space, where they were greeted along the floor’s corridors with larger-than-life photos of pets, along with the new logo and the brand message: “We nurture the bond between pets and the people who love them—making every day special.”\r\n\r\nThe impact on employees was immediate and dramatic, leading to a “casting call” that allowed staffers to have their pets professionally photographed for possible use in the company’s facilities. Employees’ dogs were photographed at a nearby dog park. To accommodate those with cats, a photographer went on location to photograph the pets in their home environments.\r\n\r\nEnthusiasm for the new brand identity and environment pervaded the company—which was subsequently acquired by the J.M. Smucker Company in February 2015 for approximately $5.8 billion. Eventually, field offices and even production plants received the same kind of graphic treatment.\r\n\r\n“Our goal was to create a brand, and to capture the spirit of pet parenting,” said Bona. “And we did it in a way that really brought the brand to life and created a wonderful environment that feels very natural.”\r\n\r\nOriginally published in <a href=\"http://www.interiorsandsources.com/interior-design-news/interior-design-news-detail/articleid/19477/title/redesign-motivates-employees-at-pets-product-business.aspx\" target=\"_blank\">Interiors &amp; Sources Magazine</a>', 'Redesign Motivates Employees at Pets Product Business', '', 'inherit', 'closed', 'closed', '', '2140-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2140, 'http://cbx.cappendev.com/2140-revision-v1', 0, 'revision', '', 0),
(2628, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<strong>Celebrating its 10th anniversary this month, the New York City-based brand agency and retail design firm is among the winners of DDI’s prestigious Portfolio Awards 2013.</strong>\nCBX was named a “Design Firm of the Year” in Display &amp; Design Ideas magazine’s Portfolio Awards 2013. The New York-based brand agency and retail design consultancy, which is celebrating its 10th anniversary this month, was also lauded for its contribution to one of the “Best Store Designs of the Year”—the redesign of Saks Fifth Avenue’s men’s store in Beverly Hills, Calif.\n\nDDI’s annual Portfolio Awards are the result of a reader-driven survey in which high-level retail and contract design professionals offer their picks for the best in design and branding over the past year. “The people, projects and companies highlighted in this annual awards program directly reflect what the readers of this magazine—your retail design peers—think to be the best and the brightest in the industry,” write DDI’s editors in the introduction to the awards feature, which appears in the magazine’s September issue.\n\nIn recognizing CBX as one of the five Design Firms of the Year, DDI’s editors pointed to CBX’s work on such diverse projects as Duane Reade’s New York City stores; Lord &amp; Taylor, metro Philadelphia; Saks Fifth Avenue’s Beverly Hills men’s store; Radio Shack locations across the United States; and the Terpel convenience stores and fuel centers in Columbia.\n\nIn the “Best Store Designs of the Year” category, the firm was recognized for its contribution to the transformation of Saks’ men’s store in Beverly Hills into The Fifth Man, a 54,000-square-foot, four-level lifestyle store. The project was led by Saks’ in-house design team with the assistance of CBX and Los Angeles-based Marmol Radziner.\n\n“The article quoted one of the slogans that guide us when we’re working on such projects: ‘Engage customers with the brand and every touch-point,’” noted CBX’s Joseph Bona, President of Branded Environments. “We’re proud to have been able to achieve this goal for our clients. We’re also very grateful for receiving this recognition from our colleagues in the industry, who live and breathe design and branding and do not give kudos lightly.”\n\nCBX’s leadership team is celebrating the brand agency’s tenth anniversary this month, and reflecting back on a decade of growth in the areas of consumer branding, corporate branding and retail environments. The agency was founded in 2003 by four of the partners who continue in senior leadership roles today – Gregg Lipman, Managing Partner; Nancy Brown, Managing Director/Partner; Rick Barrack, Chief Creative Officer/Partner, and Richard Villante, Partner. A fifth partner, Todd Maute, Chief Retail Officer, joined the firm in 2007. Today, CBX is based in New York\'s Flatiron District, with another office in Minneapolis, and has more than 130 employees. Nearly a quarter of these professionals have been with the firm for more than seven years, Lipman noted.\n\n“By pushing the bounds of creativity to help our clients innovate and expand, we have grown tremendously over the past decade—personally, professionally and as a company,” he said. “But to a remarkable extent, our evolution has and continues to be client-driven. During an early-stage planning session years ago, we asked, ‘What does CBX want to be when it grows up?’ We continue to believe in our answer: ‘We will go where our clients allow us and trust us to go.’”', 'Retail Experts Name CBX A \"Design Firm of the Year\"', '', 'inherit', 'closed', 'closed', '', '1861-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1861, 'http://cbx.cappendev.com/1861-revision-v1', 0, 'revision', '', 0),
(2629, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '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', '', 'inherit', 'closed', 'closed', '', '1951-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1951, 'http://cbx.cappendev.com/1951-revision-v1', 0, 'revision', '', 0),
(2630, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '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', '', 'inherit', 'closed', 'closed', '', '2009-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2009, 'http://cbx.cappendev.com/2009-revision-v1', 0, 'revision', '', 0),
(2631, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<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', '', 'inherit', 'closed', 'closed', '', '1956-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1956, 'http://cbx.cappendev.com/1956-revision-v1', 0, 'revision', '', 0),
(2632, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', 'Snapple is looking to boost its share across the US. Helping it stand out as consumers reach for cold drinks this National Iced Tea Day and beyond: Vibrant new graphics, including a new logo that aims to “amplify the playfulness, wit and simple goodness of its brand.”\r\nOwned by Dr Pepper Snapple Group, Snapple is a leader in US premium beverages. Founded in 1972 by three childhood friends, Snapple got its start in Greenwich Village, New York and is now available throughout the United States. Its Big Apple roots play into the brand refresh with the tagline, “Born in New York, Made for Everyone.”\r\n\r\nIn addition to joining fellow iced tea brands in pouring out free samples across America this National Iced Tea Day, the introduction of Snapple’s new visual identity comes as the beverage is moving beyond its traditional East and West Coast strongholds to ramp up growth in key markets across the US and globally.\r\n\r\nThe brand refresh touches all Snapple products—more than 20 different flavors of regular and diet teas and juice drinks—and is hitting store shelves today.\r\n\r\nThe new Snapple logo includes a sun graphic in a hand-drawn style to provide the playful, natural character of the brand. The evolved logo also uses letterforms with a bit more movement and personality, yet maintains the curl of the iconic Snapple ‘S’.\r\n\r\n“Snapple has a strong following on both coasts, and now it’s about reaching the center, so to speak, as it moves to boost household penetration throughout the country,” said Rick Barrack, Chief Creative Officer for CBX, the agency responsible for its new look.\r\n\r\nAdditionally, CBX created an Earth icon to embody “Made from the Best Stuff on Earth,” one of the brand’s long-lasting trademarked statements, dating back to its small Brooklyn storefront origins. “We wanted to make that statement more ownable,” Barrack said. “And we carried this element through to the top of the Snapple cap.”\r\n\r\nWith a campaign that includes a hand-drawn New York skyline, the refresh emphasizes Snapple’s New York roots. “New York consumers are some of our most passionate brand advocates—they absolutely love the great taste of Snapple—which is part of the reason our work with CBX included a strong focus on Snapple’s New York heritage. We want people all across the country to share this excitement about the brand because, although it was born in New York, it’s truly made for everyone,” said Brent Chism, Snapple Director of Marketing.\r\n\r\nSatoru Wakeshima, CBX General Manager, added: “CBX has been responsible for Snapple’s visual identity and packaging for the past 10 years. That’s a great honor that comes with the responsibility of respecting the brand’s heritage, maintaining what makes Snapple different and continually evolving the brand to remain relevant in an ever-changing marketplace.”\r\n\r\nThe refresh included the use of flavor captions such as “Life’s a Peach,” “Lemon Large,” “Takes 2 to Mango” and “Kiwi Meets Berry.”\r\n\r\n“The captions help establish a sense of delight in Snapple’s great flavors,” noted Wakeshima, “and unlike its competitors, Snapple doesn’t take itself too seriously. These visual and verbal elements of the refresh work together for a uniquely engaging experience and add to the brand’s approachability.”\r\n\r\nSnapple prides itself on developing, producing and marketing a wide variety of premium beverages, including ready-to-drink iced teas, juice drinks, 100% juices and water. Dr Pepper Snapple Group is a leading producer of flavored beverages, marketing Snapple and 50-plus other brands across North America and the Caribbean.\r\n\r\nOriginally published in <a href=\"http://www.brandchannel.com/2015/06/10/snapple-new-logo-061015/\" target=\"_blank\">brandchannel</a>.', 'Snapple Unveils New Logo and Look For National Iced Tea Day', '', 'inherit', 'closed', 'closed', '', '2110-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 2110, 'http://cbx.cappendev.com/2110-revision-v1', 0, 'revision', '', 0),
(2633, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<strong>THE ‘DEATH OF RETAIL’ HAS BEEN GREATLY EXAGGERATED, RENWICK WRITES</strong><em>--But CBX strategist cites need for socially relevant stores in new column for Chain Store Age Online.</em>\n\nPessimistic pundits claim that “show-rooming” and the explosive growth of ecommerce will be the death of brick-and-mortar retail. But by drawing inspiration from the kinds of social experiences Americans crave—live-action football games, rousing concerts, moving religious services and the like—retailers stand to reap big profits even as they prove the pundits wrong, writes Crosby Renwick, executive director of strategy at brand agency and retail design consultancy CBX, in a May 30 column published at Chain Store Age Online.\n\n“Is retail really dead?” Renwick asks in the piece. “No, but its role is changing.” The veteran CBX strategist begins the column—titled “ ‘Social Retail’ to the Rescue”—by outlining the basic problem as just about everyone sees it: “When retail is literally everywhere, when we can buy virtually anything off our phones and have it delivered, why go to a store?” he writes.\n\nBut while Renwick concedes that many stores will close in the decades to come—particularly those focused on commoditized goods that shoppers can easily buy online—he describes the rise of ecommerce as an opportunity for retail to refocus. “When Pablo Picasso was asked if painting human figures was still possible after the technologies of photography and cinema were depicting them much more truly, his response was, ‘Now at least we know everything that painting isn\'t,’” Renwick writes. “Technology had killed painting’s previous purpose: depiction. But, on the other hand, technology freed painting to become something else.”\n\nLikewise, the proper role of retail in the 21st century is not to sell humdrum commodities in cavernous, uninspiring big-box stores, Renwick writes. “What to do with the empty storefronts?” he asks in the piece. “The success of social media provides the clue because it highlights the deep desire for human connection. People get lonely. They’ll pay for the chance to enjoy real-world social experiences with others who have similar interests.”\n\nRenwick describes several popular—and in some case, expensive—social experiences that continue to inspire consumers. But the point is not to try replicate, say, a Bruce Springsteen concert, but to tap into the brand-, traffic- and loyalty-building potential that is inherent to such an experience. “These are the kinds of social experiences people pay money for,” he writes. “Am I suggesting a chain of stores that hosts rock concerts? No. But lessons drawn from these social experiences can and should be applied to retail. Lululemon has already done so with its in-store yoga classes. Likewise, I’d love a store where I could buy clothes that speak to the sensibilities of the classic rock fan. Where the staff would ‘get’ me.”\n\nShopping in a physical store has to be as much about social experiences, unique environments and customer validation as it is about the merchandise, Renwick notes in the conclusion to the piece. “Today’s shoppers can have nearly any merchandise brought right to their doors with little more than the swipe of a finger,” he writes. “But if we can bring them the kinds of experiences that forge memories, friendships and lifelong brand loyalties, they will keep getting in their cars and coming to us.”\n', 'The Death of Retail Has Been Greatly Exaggerated', '', 'inherit', 'closed', 'closed', '', '1826-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1826, 'http://cbx.cappendev.com/1826-revision-v1', 0, 'revision', '', 0),
(2634, 1, '2018-09-27 17:42:12', '2018-09-27 17:42:12', '<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', '', 'inherit', 'closed', 'closed', '', '1980-revision-v1', '', '', '2018-09-27 17:42:12', '2018-09-27 17:42:12', '', 1980, 'http://cbx.cappendev.com/1980-revision-v1', 0, 'revision', '', 0);
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(2635, 1, '2018-09-27 17:42:13', '2018-09-27 17:42:13', 'A weekly roundup of small-business developments.What’s affecting me, my clients and other small-business owners today.\n\n<strong>Washington</strong>\nHere are <a href=\"http://www.calculatedriskblog.com/2013/09/update-four-charts-to-track-timing-for.html?\" target=\"_blank\">four charts</a> that will help you track whether the Federal Reserve will taper its quantitative easing.\nIt seems the sequestration budget cuts are hurting small consulting firms: “The $85 billion in budget cuts officially began March 1, but owners like LaJuanna Russell started feeling the effect last summer. Government employees cut contracts in advance, anticipating they’d lose funding. Among those badly hurt were businesses that provide training and consulting services not considered essential. Like Russell, they’ve had to lay off workers as their revenue plunged.”\n\n<strong>Start-Ups</strong>\nMark Cuban’s <a href=\"http://www.entrepreneur.com/article/222524\" target=\"_blank\">12 rules</a> for starting a company.\n\n<strong>Employees</strong>\nThis <a href=\"http://econintersect.com/b2evolution/blog1.php/2013/09/08/infographic-of-the-day-do-business-owners-and-employees-see-eye-to-eye\" target=\"_blank\">infographic</a> examines whether employees and business owners see eye-to-eye when it comes to how they view their companies.\nAn organization with 30 employees <a href=\"http://recruiterbox.com/blog/top-5-hr-time-savers/\" target=\"_blank\">wastes more than 150 hours</a> — or four weeks — every year tracking vacations.\n\n<strong>Management</strong>\nResearch reveals that more business travelers are <a href=\"http://www.tourism-review.com/business-travelers-mix-work-with-vacations-news3834\" target=\"_blank\">taking time for themselves</a> as well.\nGregg S. Lipman says there is much management wisdom that <a href=\"http://www.huffingtonpost.com/gregg-s-lipman/risky-business-management_b_3868895.html\" target=\"_blank\">you can glean from ’80s movies</a> like “Stripes”: “What can I say about a movie whose tagline was, ‘The story of a man who wanted to keep the world safe for democracy … and meet girls’? Well, a lot actually. This quote is so fitting to what we do every day, because having realistic expectations for any given project is key to getting the job done, and done well.”\n\n<strong>Around the Country</strong>\nMore than a thousand people near Los Angeles stood in a line on Saturday to get a taste of the <a href=\"http://www.orlandosentinel.com/features/food/la-dd-ramen-burger-la-first-taste-20130907,0,682944.story\" target=\"_blank\">Ramen Burger</a>.\n\n<strong>Social Media</strong>\nHere are <a href=\"http://mashable.com/2013/09/06/vine-brands/\" target=\"_blank\">15 brands</a> doing great on Vine.\nBelle Beth Cooper sums up <a href=\"http://thenextweb.com/socialmedia/2013/09/07/a-scientific-guide-to-posting-tweets-facebook-posts-emails-and-blog-posts-at-the-best-time/\" target=\"_blank\">the best times to tweet, post, blog and send your e-mails</a>. For example: “Seventy percent of users say they read blogs in the morning, and Mondays are the highest traffic days for an average blog.”\n\nTechnology\nApple’s new iPhone will <a href=\"http://www.usatoday.com/story/tech/2013/09/07/iphone-finger-print/2777849/\" target=\"_blank\">read your fingerprints</a>, but Amazon may be building a smartphone that will sell for … <a href=\"http://www.huffingtonpost.com/2013/09/06/amazon-smartphone-free_n_3882721.html\" target=\"_blank\">nothing</a>.\n\n<a href=\"http://boss.blogs.nytimes.com/2013/09/09/today-in-small-business-mark-cubans-rules/?_r=1\" target=\"_blank\">http://boss.blogs.nytimes.com/2013/09/09/today-in-small-business-mark-cubans-rules/?_r=1</a>', 'Today in Small Business: Mark Cuban’s Rules', '', 'inherit', 'closed', 'closed', '', '1855-revision-v1', '', '', '2018-09-27 17:42:13', '2018-09-27 17:42:13', '', 1855, 'http://cbx.cappendev.com/1855-revision-v1', 0, 'revision', '', 0),
(2636, 1, '2018-09-27 17:42:13', '2018-09-27 17:42:13', '<strong>Why Victoria’s Secret is still thriving in America’s malls</strong>\r\nTo wring all that I could out of said store experience, I arranged to walk through the brand\'s Fifth Avenue flagship store with Anthony Deen, the creative director of branded environments for CBX, an agency that\'s worked with everyone from Duane Reade to Saks Off Fifth to M&amp;M\'s. On the walk over to the store, he admits he has always been skeptical of how Victoria\'s Secret panders to the male gaze while selling to a customer base of millions of women.\r\n\r\n\"Obviously, there\'s an aspect of the Angels that is just totally geared toward this male audience,\" he tells me. \"And I always saw that as somewhat cynical. But in going into the stores, you realize that there\'s actually something more to it, which is this proximity to beauty, and wanting women to associate beauty with this product, so that they feel beautiful when they purchase it and wear it.\"\r\n\r\nAs soon as we step into the store, he starts to point out the store\'s signature touches, like the framed pictures of Angels hanging from the walls, which feed into this idea of beauty proximity. \"This is like a rich person\'s private dressing room,\" he says, pointing out the faux dresser drawers doubling as wall decor. Tables and chaise lounges feature bras laid out on their cushions instead of on hangers on a rack; a range of sizes and styles are tucked into actual drawers under the tables so shoppers can help themselves to what they want. \"In the back of your head, you know that\'s what\'s going on, but you don\'t necessarily put it together to say, ‘Oh yeah, this is my closet.\'\"\r\n\r\n\"You realize that there\'s actually something more to it, which is this proximity to beauty, and wanting women to associate beauty with this product.\"\r\n\r\nThe store\'s sexier rooms, outfitted with black wallpaper and low lighting, are usually the first ones you walk into, while the milder ones featuring more everyday bras are set towards the back of the store. \"It says, ‘This is for women,\'\" Deen explains as we venture into a girly pink room. \"And it says, ‘Guys, you\'re not allowed back here.\'\"\r\n\r\nSalespeople greet us at the front of the store and hover in every room but don\'t approach us, which Deen counts as a plus. \"They\'re not overly solicitous,\" he says. \"People like to shop. If you get in their way, you inhibit them from actually exploring.\"\r\n\r\nCustomer service is indeed a big part of how Victoria\'s Secret differentiates itself from competitors, and Wexner laid out plans to invest more heavily in sales staff at the company\'s annual investor update meeting, saying that he wanted to pay \"fewer, better people\" up to $20 an hour in the stores.\r\n\r\n\"I\'m imagining in a couple of years virtually every sales associate is looking forward to a career in retailing,\" he explained. \"And 10 or 20 percent of them will be store managers somewhere in the world in a year. They can literally go from $40,000 to more than $100,000 a year in compensation and we can really teach and train and retain them.\" However, the brand only just got rid of on-call scheduling, where employees were forced to stay available for possible work shifts without pay or guarantee that they\'d be actually needed earlier this year.\r\n\r\nI visited stores in New York City; Pittsburgh; Amherst, Massachusetts; and Buffalo, New York over the past month to test out one of the brand\'s lauded features, the in-store bra fitting, and had no trouble finding sales staff eager to help at each store. The actual fitting wasn\'t always a seamless process, though — sometimes it took 10 minutes, sometimes it took 30 — and I left each store with a pink card proclaiming different results every time. In New York\'s Herald Square, I was confidently measured at a 32B, while in Amherst, I was surely a 34B. In Pittsburgh, I was a 34A, but in Buffalo, the bra specialist declared me a 36A.\r\n\r\nThis wasn\'t entirely surprising, as bra sizing is a Herculean task that apparently no one can get right — everyone from industry specialists to Kate Middleton\'s bra fitter has proclaimed that millions and millions of women are walking around in broad daylight, wearing the wrong bra size. When I went back to present my findings to the bra specialist at my hometown store, after getting four different results at four different stores, she was hardly shocked.\r\n\r\n\"I think each specialist does it differently,\" she explains. \"They have a different opinion. We all have the same method of measuring, but the way the bra looks — every specialist is a little bit different.\"\r\n\r\nIn the Fifth Avenue store, Deen and I start making our way through the beauty products. \"There aren\'t a lot of mirrors, which is kind of counter to any beauty environment,\" he says. \"It\'s a lot of skincare, so again it\'s about this idea of pampering, indulging in you and making you feel really comfortable and feminine.\"\r\n\r\nUp on the walls, more framed photos of overwhelmingly white, blonde Angels stare down at us, with the occasional close-up shot of Angel butt and Angel boob mixed in. \"There\'s an extent to which you can do this stuff, and then there\'s a point where you\'re pushing too far,\" Deen says. \"Ultimately, it can\'t be aspirational. People aren\'t just going to look like that. If I went into any store and saw nothing but male body builders, at a certain point I\'d be like, ‘This is not my store.\' There\'s definitely a point at which this beauty becomes oppressive.\"\r\n\r\nI mention that it doesn\'t seem to be slowing the brand down at all, and Deen points back to the fact that there is no real competition out there in this mass market space. As we head for the door, we again pass by the front displays of sequined holiday lingerie and busts with wings sprouting out of their backs. \"They really doubled down on this Angel metaphor,\" Deen says. \"They\'re reaching out to women and they\'re saying that they\'re angels. How that translates into the physical environment is a little bit tougher. The wings... that\'s a little over the top. Although, we\'ll see, in two years, maybe people will be walking around with their wings on outside.\"\r\n\r\nSee the full article on <a href=\"http://www.racked.com/2015/12/8/9870132/victorias-secret-brand-fashion-show\" target=\"_blank\">Racked.com\r\n</a>Photo courtesy of <a href=\"http://www.racked.com/2015/12/8/9870132/victorias-secret-brand-fashion-show\" target=\"_blank\">Racked.com</a>', 'Touched by an Angel', '', 'inherit', 'closed', 'closed', '', '2151-revision-v1', '', '', '2018-09-27 17:42:13', '2018-09-27 17:42:13', '', 2151, 'http://cbx.cappendev.com/2151-revision-v1', 0, 'revision', '', 0),
(2637, 1, '2018-09-27 17:42:13', '2018-09-27 17:42:13', '<p>The History Channel’s “Modern Marvels” makes clear in a new episode on the convenience-store phenomenon that there is much more to America’s go-to pit stops than just coffee, soda, snacks and hot dogs.\r\nIndeed, convenience stores are carefully designed for maximum speed and efficiency, explained Joseph Bona, president of the retail division for global branding firm CBX, in on-camera interviews for the hour-long program.\r\n\r\n“The successful development of any store starts with the layout,” said Bona, who has designed convenience stores for more than 30 years, often relying on a zoning system that maximizes impulse-buying while also making the shopping experience as quick and easy as possible. Such innovations, according to the program, have been responsible for the c-store industry’s impressive track record in recent years. Today, there are more than 144,000 stores across the country, with the sector accounting for about one out of every $23 spent in the U.S. in a given day.\r\n\r\nBusiest from 6 a.m. to 9 a.m., c-stores are a symphony of coordination—built for speed, designed to influence customers, constantly on guard for crime and equipped to stop it, the show explains. During the morning rush alone, U.S. c-stores sell about 11 million cups of coffee, along with millions of doughnuts, bagels, breakfast biscuits and other items. The average customer visit, however, lasts only 3.5 minutes. To make this happen in clockwork fashion, c-store companies in North America and abroad have relied on Bona’s design expertise for decades. During the program, Bona told viewers about some of the important principles of good c-store layout, such as specific zones designed to help customers get their bearings, to encourage them to make impulse purchases or to help them find everyday items like the morning newspaper.\r\n\r\nDuring the show, Bona appeared at a metro New York area 7-Eleven store (which was not designed by CBX), where he walked viewers through some of these features. In a typical convenience store, he noted in the program, the design of the coffee service area makes it possible to sell hundreds of cups of coffee in a given day with a minimum of wait time for customers. “It’s like a production line,” Bona said. “Somebody comes in, they grab a cup, get their coffee, add their cream and sugar, and then they’re able to move out of the way.”\r\n\r\nExplaining that a third of a c-store’s sales can come from cold beverages, Bona pointed out that coolers are deliberately placed farthest from the door, which helps drive traffic through the store. Even subtle details like the location of a cooler’s door hinges can make a big difference in directing how customers move through the space, he explained.\r\n\r\nLikewise, the visual experience in any store is critically important. “People buy with their eyes,” Bona said, in describing what he called the “Impulse Zone,” an area of the store stocked with common impulse purchases.\r\n\r\nWhile the featured 7-Eleven store offers about 5,000 different items, its total selling area amounts to only about 1,600 square feet. Certain merchandising principles help maximize the efficiency of this diminutive space, Bona explained. “One of the important things is putting like things together,” he noted.\r\n\r\nThe show, which covers everything from the history of 7-Eleven’s Slurpee to recent innovations in convenience store security, is downloadable from iTunes. To watch the program online, visit: <a href=\"http://www.history.com/shows/modern-marvels/videos/modern-marvels-convenience-stores#modern-marvels-convenience-stores\" target=\"_blank\">http://www.history.com/shows/modern-marvels/videos/modern-marvels-convenience-stores#modern-marvels-convenience-stores</a> ', 'Veteran Designer Joseph Bona shares trade secrets with viewers of TV’s ‘Modern Marvels’.', '', 'inherit', 'closed', 'closed', '', '1706-revision-v1', '', '', '2018-09-27 17:42:13', '2018-09-27 17:42:13', '', 1706, 'http://cbx.cappendev.com/1706-revision-v1', 0, 'revision', '', 0),
(2638, 2, '2018-09-27 17:49:08', '2018-09-27 17:49:08', '', 'BBM-1-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbm-1-1920_1080-2', '', '', '2018-09-27 17:49:08', '2018-09-27 17:49:08', '', 2570, 'http://cbx.cappendev.com/app/uploads/2018/09/BBM-1-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0),
(2639, 2, '2018-09-27 17:49:37', '2018-09-27 17:49:37', '', 'BBM-thumbnail', '', 'inherit', 'open', 'closed', '', 'bbm-thumbnail', '', '', '2018-09-27 17:49:37', '2018-09-27 17:49:37', '', 2570, 'http://cbx.cappendev.com/app/uploads/2018/09/BBM-thumbnail.jpg', 0, 'attachment', 'image/jpeg', 0),
(2640, 2, '2018-09-27 17:51:47', '2018-09-27 17:51:47', '', 'BBM-2-1920_1080', '', 'inherit', 'open', 'closed', '', 'bbm-2-1920_1080-2', '', '', '2018-09-27 17:51:47', '2018-09-27 17:51:47', '', 2570, 'http://cbx.cappendev.com/app/uploads/2018/09/BBM-2-1920_1080.jpg', 0, 'attachment', 'image/jpeg', 0),
(2641, 2, '2018-09-27 17:52:24', '2018-09-27 17:52:24', '', 'BBM-3-1920_800', '', 'inherit', 'open', 'closed', '', 'bbm-3-1920_800-2', '', '', '2018-09-27 17:52:24', '2018-09-27 17:52:24', '', 2570, 'http://cbx.cappendev.com/app/uploads/2018/09/BBM-3-1920_800.jpg', 0, 'attachment', 'image/jpeg', 0),
(2642, 2, '2018-09-27 17:52:52', '2018-09-27 17:52:52', '', 'Designed<br>To Delight', '', 'inherit', 'closed', 'closed', '', '2570-revision-v1', '', '', '2018-09-27 17:52:52', '2018-09-27 17:52:52', '', 2570, 'http://cbx.cappendev.com/2570-revision-v1', 0, 'revision', '', 0),
(2643, 2, '2018-09-27 17:54:53', '2018-09-27 17:54:53', '', 'Designed<br>To Delight', '', 'inherit', 'closed', 'closed', '', '2570-revision-v1', '', '', '2018-09-27 17:54:53', '2018-09-27 17:54:53', '', 2570, 'http://cbx.cappendev.com/2570-revision-v1', 0, 'revision', '', 0),
(2644, 2, '2018-09-27 17:55:29', '2018-09-27 17:55:29', '', 'A Modern<br>Classic', '', 'inherit', 'closed', 'closed', '', '2560-autosave-v1', '', '', '2018-09-27 17:55:29', '2018-09-27 17:55:29', '', 2560, 'http://cbx.cappendev.com/2560-autosave-v1', 0, 'revision', '', 0),
(2645, 2, '2018-09-27 17:55:40', '2018-09-27 17:55:40', '', 'A Modern<br>Classic', '', 'inherit', 'closed', 'closed', '', '2560-revision-v1', '', '', '2018-09-27 17:55:40', '2018-09-27 17:55:40', '', 2560, 'http://cbx.cappendev.com/2560-revision-v1', 0, 'revision', '', 0),
(2646, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'When you visit <a href=\"http://www.starbucks.com/\" target=\"_blank\">Starbucks.com</a>, the “Responsibility” tab is front and center. Click on it, and you’ll find nearly 30 different links under headings such as “Community,” “Environment” and “Ethical Sourcing,” along with a 19-page Global Responsibility Report for those who would take an even deeper dive into the company’s practices. Starbucks, in other words, makes a real effort to walk the talk of responsibility. And yet, when the company launched its <a href=\"https://twitter.com/search?q=%23racetogether&amp;src=typd\" target=\"_blank\">#RaceTogether</a> campaign back in March, the mockery was swift and merciless. The plan, as we all remember, was for baristas to write “Race Together” on customers’ cups in an effort to spark dialog about race in America.\r\nUnfortunately for Starbucks, #RaceTogether is now synonymous with #PRdebacles.\r\n\r\nSo what happened? How could Starbucks have gotten it so wrong? In the age of the self-aware consumer, brands have no choice but to engage with their customers on the issues of our time, right?\r\n\r\nThe risk lies in losing track of the all-important difference between integrity, an objective state of being, and the far-more-subjective sphere of morality/ethics. When brands focus on achieving the integrity of their purpose (making whole on their promise), these campaigns tend to get results. When brands stray into opportunistic preaching or moralizing, the response from consumers is often “Who the hell do you think you are?”\r\n\r\nHarvard University business professor Michael Jensen puts it best when he defines integrity as “a state or condition of being whole, complete, unbroken.” Morality and ethics, by contrast, are normative, subjective concepts: What is moral or ethical to someone in the Bay Area might be immoral or unethical to somebody in the Bible Belt. By contrast, integrity—or the lack of it—is objective and easy to spot. It either exists or it doesn’t. Chipotle Mexican Grill, for instance, routinely talks about the high quality of its grass-fed beef and humanely raised pork. If the chain were to be busted for lying about its food sources, we would all see this as a breach of integrity, regardless of what we happened to think about the morality or ethics of eating conventional beef, pork and poultry. (And in fact, Chipotle’s integrity is now under fire: The chain faces a <a href=\"http://www.msn.com/en-us/money/companies/lawsuit-claims-chipotle-has-been-deceiving-customers/ar-AAdPKEx?ocid=mailsignout\" target=\"_blank\">class action</a>  alleging it has been deceptive about being GMO-free.)\r\n\r\nTherefore, with regard to campaigns prioritize and highlight the great things your brand does to make good on its promises. Resist the impulse to try to boost your brand’s cachet by taking stances you believe will be popular or politically correct—especially if those stances are largely unrelated to your core purpose.\r\n\r\nIn the age of the self-aware consumer, complying with the radically varying moral demands of diverse audiences is impossible. However, any company can look within and focus sincerely on making sure its brands have integrity. These internally consistent, honest stories then become building blocks for campaigns that will boost customer loyalty over the long term—and keep you out of #PRdebacles on Twitter.\r\n\r\nOriginally published in <a href=\"http://www.commpro.biz/public-relations/avoiding-prdebacles-integrity-is-the-key-to-brand-campaigns-that-never-backfire/\" target=\"_blank\">CommPRO.biz</a>.\r\n\r\nPhoto courtesy of <a href=\"http://www.finerminds.com/consciousness-awareness/integrity-honesty/\" target=\"_blank\">finerminds.com</a>.', '\'Avoiding #PRdebacles’: Integrity is the Key to Brand Campaigns That Never Backfire', '', 'inherit', 'closed', 'closed', '', '2127-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2127, 'http://cbx.cappendev.com/2127-revision-v1', 0, 'revision', '', 0),
(2647, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'By Nancy Brown:\r\nThe consumer trend toward locally grown fresh food has infiltrated the mass market. Learn how to utilize your packaging to convey premium, farm-fresh authenticity.\r\n\r\n\"Farm-to-fork\": It’s the foodie buzz term of recent years, the hip culinary expression on everyone’s lips. New restaurants boasting farm-fresh ingredients are popping up in neighborhoods all over the country, greenmarkets are hotter than ever, and farm-to-fork ambassadors like chefs Dan Barber of Blue Hill, British sensation Jamie Oliver, and Alice Waters of Chez Panisse have become bona fide celebrities.\r\n\r\nAnd now, this movement is starting to infiltrate the mass market.\r\n\r\nIt’s no surprise. With E. coli outbreaks happening every few months (it seems) and books like The Omnivore’s Dilemma making people fearful of what they put in their bodies, today’s consumers want to know exactly where their food comes from. Farm-to-fork delivers on that need. It is defined as “food that has come to your table from a specific farm,” and more often than not, these are greenmarket-bought fruits, vegetables, and meats that come from farms within a certain distance from one’s home.\r\n\r\nSure, it seems that consumer packaged goods would be the antithesis of farm-to-fork, but the truth is that certain CPG brands—such as Land O’Lakes and Ocean Spray—have been offering farm-fresh products for years. Now other brands, many with the word “farm” in their names, are pinpointing a need in the market to not only use the highest-quality, farm-fresh ingredients, but also to provide consumers with information about the origins of those ingredients.\r\n\r\nThere are a few different ways that companies are interpreting farm-to-fork for the mass audience. Some brands, like Green Giant, focus on the farm-fresh aspect, while others, like Cabot Creamery dairy products from Vermont, focus on local. Kashi—whose tagline is “seven whole grains on a mission”—is all about sourcing authentic ingredients from around the world. Häagen-Daz’ Five ice cream brands and Yoplait’s Simplait yogurt are stripping down the ingredients to the bare essentials.\r\n\r\n<strong>Conveying farm-fresh through packaging</strong>\r\n\r\nA lot of brands have been conveying the “farm-to-fork/local/sourced/simple ingredients” aspects of their offerings through advertising, but how are they communicating the fresh, farm-to-fork aspect of their offerings through their packaging? For starters, they’re making it more premium. Consumers seem to be willing to pay a bit more for the quality aspect of farm-to-fork offerings, and the upscale design of these products reflects this. Quite simply, the products cost more because people are willing to pay more. But there are many more ways that brands can capitalize on this trend to try and seize some of the $860 million worth of unmet demand for farm-fresh products (according to <a href=\"http://farm2tablecopackers.com\" target=\"_blank\">Farm2Table Co-Packers</a>, a company in upstate New York).\r\n\r\nHere are five lessons the “big boys” can learn from some of today’s smaller, but well-established, farm-to-fork brands.\r\n\r\n1. <strong>It’s all in a name</strong>. For many CPG products, you can just envision the dozens of meetings and focus groups that it took to come up with a snazzy name for some new beverage or cleaning product. But farm-to-fork is all about origins, first and foremost. Farm-to-fork product names just say it like it is: Ronnybrook Farm milk, from Ronnybrook Farm Dairy in the Hudson Valley; Dorset Cereals, named for the county of Dorset in England, where it is made; The Immaculate Baking Company, made with only all-natural ingredients. With names like these, the products speak for themselves, because they are that fresh, that good, that worthy of your dollars.\r\n\r\n2. <strong>Tell your story</strong>. Farm-to-fork products don’t have the most creative stories in the books—they just have honest stories that make us trust their brands. And since the products are so proud of where they’ve come from, these stories tend to be featured front-and-center on their packaging. Why, Green Giant has been telling their “picked at the peak of perfection” story—about how farmers who grow vegetables for the company receive a knock on their doors from company representatives who tell them, “It’s time to pick the peas!”—for several decades now. And why not? It’s a terrific story to tell.\r\nSiggi’s Icelandic-style yogurt features its story—about a guy who missed the thickness of skyr, the yogurt from his native country, and now makes it here in America with milk from family farms in New York State—on the back of its label, which consumers are encouraged to tear off and read via a little paper tab.\r\n\r\n3. <strong>Talk up your strengths</strong>. Farm-to-fork products tend to be superior to other products due to their fresh, often organic natures, and brands have every right to talk up these benefits. Bellwether Farms, an “artisan creamery” out of Sonoma, CA, promotes the fact that those who are intolerant to cow’s milk can enjoy their sheep-milk products, which are made from the milk of “healthy, pastured animals” and are “an excellent source of B vitamins.”\r\nHäagen-Daz’ Five ice cream line lists all five of its ingredients on its container, complemented by a photograph of one key ingredient (e.g., a mound of brown sugar). On its Web site and promotional materials, Frito-Lay boasts that many of its products consist of only three ingredients, but this claim has yet to turn up on its packaging…yet.\r\n\r\n4. <strong>Hype the goods</strong>. Since farm-to-fork products are all about authenticity, it makes perfect sense for brands to showcase their farm-fresh products and sources of origin on their packaging. Siggi’s yogurt features a lovely illustration of a key ingredient, such as blueberries. Red Jacket Juices, made at the Red Jacket Orchard, feature a large apple that reflects the all-natural flavor of the juice. Ronnybrook Farm features cows on its packaging, while Old Chatham Sheepherding Company and Bellwether Farms feature sheep. Packaging for Kate’s Homemade Butter boasts a photo of a little girl, presumably Kate herself, who the consumer is led to believe may have churned the butter inside.\r\n\r\n5. <strong>Don’t skimp on the details</strong>. Details like package structure and printing methods signal the quality, upscale nature of farm-to-fork products to consumers. Rick’s Picks pickles and Ronnybrook Farm’s milk products are both housed in ball jar-type glass bottles that reference the farm-fresh aspect of the offerings, let consumers see their freshness, and harken back to their greenmarket origins. Siggi’s yogurt has a matte-paper wrapper that is both incredibly spare and undeniably upscale. Dorset Cereals come in uncoated paper boxes with peak-a-boo windows that let you see the product and mirror the natural nature of the oats, grains, and dried fruits inside.\r\n\r\nOf course, not all CPG companies will be able to bring their products to consumers straight from the farm. But by following the lead of some of the successful farm-to-fork companies out there right now and by utilizing at least a few of the five steps mentioned, they can definitely capitalize on the movement and take measures to make their products seem as local, simple, and authentic as possible.\r\n\r\n<a href=\"http://www.packworld.com/package-design/graphic/farm-fork-drives-consumer-packaging\" target=\"_blank\">http://www.packworld.com/package-design/graphic/farm-fork-drives-consumer-packaging</a>', '\'Farm-to-fork\' drives consumer packaging', '', 'inherit', 'closed', 'closed', '', '1793-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1793, 'http://cbx.cappendev.com/1793-revision-v1', 0, 'revision', '', 0),
(2648, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'By Nancy Brown:\r\nThe consumer trend toward locally grown fresh food has infiltrated the mass market. Learn how to utilize your packaging to convey premium, farm-fresh authenticity.\r\n\r\n\"Farm-to-fork\": It’s the foodie buzz term of recent years, the hip culinary expression on everyone’s lips. New restaurants boasting farm-fresh ingredients are popping up in neighborhoods all over the country, greenmarkets are hotter than ever, and farm-to-fork ambassadors like chefs Dan Barber of Blue Hill, British sensation Jamie Oliver, and Alice Waters of Chez Panisse have become bona fide celebrities.\r\n\r\nAnd now, this movement is starting to infiltrate the mass market.\r\n\r\nIt’s no surprise. With E. coli outbreaks happening every few months (it seems) and books like The Omnivore’s Dilemma making people fearful of what they put in their bodies, today’s consumers want to know exactly where their food comes from. Farm-to-fork delivers on that need. It is defined as “food that has come to your table from a specific farm,” and more often than not, these are greenmarket-bought fruits, vegetables, and meats that come from farms within a certain distance from one’s home.\r\n\r\nSure, it seems that consumer packaged goods would be the antithesis of farm-to-fork, but the truth is that certain CPG brands—such as Land O’Lakes and Ocean Spray—have been offering farm-fresh products for years. Now other brands, many with the word “farm” in their names, are pinpointing a need in the market to not only use the highest-quality, farm-fresh ingredients, but also to provide consumers with information about the origins of those ingredients.\r\n\r\nThere are a few different ways that companies are interpreting farm-to-fork for the mass audience. Some brands, like Green Giant, focus on the farm-fresh aspect, while others, like Cabot Creamery dairy products from Vermont, focus on local. Kashi—whose tagline is “seven whole grains on a mission”—is all about sourcing authentic ingredients from around the world. Häagen-Daz’ Five ice cream brands and Yoplait’s Simplait yogurt are stripping down the ingredients to the bare essentials.\r\n\r\n<img class=\"alignright  wp-image-5878\" title=\"01_14_12_NancyCBX1\" src=\"http://www.cbx.com/wp-content/uploads/2013/01/01_14_12_NancyCBX1.jpg\" alt=\"\" width=\"620\" height=\"412\" />\r\n\r\n<strong>Conveying farm-fresh through packaging</strong>\r\n\r\nA lot of brands have been conveying the “farm-to-fork/local/sourced/simple ingredients” aspects of their offerings through advertising, but how are they communicating the fresh, farm-to-fork aspect of their offerings through their packaging? For starters, they’re making it more premium. Consumers seem to be willing to pay a bit more for the quality aspect of farm-to-fork offerings, and the upscale design of these products reflects this. Quite simply, the products cost more because people are willing to pay more. But there are many more ways that brands can capitalize on this trend to try and seize some of the $860 million worth of unmet demand for farm-fresh products (according to <a href=\"http://farm2tablecopackers.com\" target=\"_blank\">Farm2Table Co-Packers</a>, a company in upstate New York).\r\n\r\nHere are five lessons the “big boys” can learn from some of today’s smaller, but well-established, farm-to-fork brands.\r\n\r\n1. <strong>It’s all in a name</strong>. For many CPG products, you can just envision the dozens of meetings and focus groups that it took to come up with a snazzy name for some new beverage or cleaning product. But farm-to-fork is all about origins, first and foremost. Farm-to-fork product names just say it like it is: Ronnybrook Farm milk, from Ronnybrook Farm Dairy in the Hudson Valley; Dorset Cereals, named for the county of Dorset in England, where it is made; The Immaculate Baking Company, made with only all-natural ingredients. With names like these, the products speak for themselves, because they are that fresh, that good, that worthy of your dollars.\r\n\r\n<img class=\"alignright  wp-image-5874\" title=\"01_14_12_NancyCBX2\" src=\"http://www.cbx.com/wp-content/uploads/2013/01/01_14_12_NancyCBX2.jpg\" alt=\"\" width=\"620\" height=\"530\" />\r\n\r\n2. <strong>Tell your story</strong>. Farm-to-fork products don’t have the most creative stories in the books—they just have honest stories that make us trust their brands. And since the products are so proud of where they’ve come from, these stories tend to be featured front-and-center on their packaging. Why, Green Giant has been telling their “picked at the peak of perfection” story—about how farmers who grow vegetables for the company receive a knock on their doors from company representatives who tell them, “It’s time to pick the peas!”—for several decades now. And why not? It’s a terrific story to tell.\r\nSiggi’s Icelandic-style yogurt features its story—about a guy who missed the thickness of skyr, the yogurt from his native country, and now makes it here in America with milk from family farms in New York State—on the back of its label, which consumers are encouraged to tear off and read via a little paper tab.\r\n\r\n<img class=\"alignright  wp-image-5875\" title=\"01_14_12_NancyCBX5\" src=\"http://www.cbx.com/wp-content/uploads/2013/01/01_14_12_NancyCBX5.jpg\" alt=\"\" width=\"620\" height=\"540\" />\r\n\r\n3. <strong>Talk up your strengths</strong>. Farm-to-fork products tend to be superior to other products due to their fresh, often organic natures, and brands have every right to talk up these benefits. Bellwether Farms, an “artisan creamery” out of Sonoma, CA, promotes the fact that those who are intolerant to cow’s milk can enjoy their sheep-milk products, which are made from the milk of “healthy, pastured animals” and are “an excellent source of B vitamins.”\r\nHäagen-Daz’ Five ice cream line lists all five of its ingredients on its container, complemented by a photograph of one key ingredient (e.g., a mound of brown sugar). On its Web site and promotional materials, Frito-Lay boasts that many of its products consist of only three ingredients, but this claim has yet to turn up on its packaging…yet.\r\n\r\n<img class=\"alignright  wp-image-5876\" title=\"01_14_12_NancyCBX6\" src=\"http://www.cbx.com/wp-content/uploads/2013/01/01_14_12_NancyCBX6.jpg\" alt=\"\" width=\"620\" height=\"620\" />\r\n\r\n4. <strong>Hype the goods</strong>. Since farm-to-fork products are all about authenticity, it makes perfect sense for brands to showcase their farm-fresh products and sources of origin on their packaging. Siggi’s yogurt features a lovely illustration of a key ingredient, such as blueberries. Red Jacket Juices, made at the Red Jacket Orchard, feature a large apple that reflects the all-natural flavor of the juice. Ronnybrook Farm features cows on its packaging, while Old Chatham Sheepherding Company and Bellwether Farms feature sheep. Packaging for Kate’s Homemade Butter boasts a photo of a little girl, presumably Kate herself, who the consumer is led to believe may have churned the butter inside.\r\n\r\n<img class=\"alignright  wp-image-5877\" title=\"01_14_12_NancyCBX4\" src=\"http://www.cbx.com/wp-content/uploads/2013/01/01_14_12_NancyCBX4.jpg\" alt=\"\" width=\"620\" height=\"903\" />\r\n\r\n5. <strong>Don’t skimp on the details</strong>. Details like package structure and printing methods signal the quality, upscale nature of farm-to-fork products to consumers. Rick’s Picks pickles and Ronnybrook Farm’s milk products are both housed in ball jar-type glass bottles that reference the farm-fresh aspect of the offerings, let consumers see their freshness, and harken back to their greenmarket origins. Siggi’s yogurt has a matte-paper wrapper that is both incredibly spare and undeniably upscale. Dorset Cereals come in uncoated paper boxes with peak-a-boo windows that let you see the product and mirror the natural nature of the oats, grains, and dried fruits inside.\r\n\r\nOf course, not all CPG companies will be able to bring their products to consumers straight from the farm. But by following the lead of some of the successful farm-to-fork companies out there right now and by utilizing at least a few of the five steps mentioned, they can definitely capitalize on the movement and take measures to make their products seem as local, simple, and authentic as possible.\r\n\r\n&nbsp;\r\n\r\n<a href=\"http://www.thedieline.com/blog/2013/1/14/farm-to-fork-drives-consumer-packaging.html\" target=\"_blank\">http://www.thedieline.com/blog/2013/1/14/farm-to-fork-drives-consumer-packaging.html</a>\r\n\r\n&nbsp;', '\'Farm-to-fork\' drives consumer packaging', '', 'inherit', 'closed', 'closed', '', '1796-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1796, 'http://cbx.cappendev.com/1796-revision-v1', 0, 'revision', '', 0),
(2649, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '<p>CHICAGO -- In a video montage of retail creativity and business best practices, the 2011 Ideas 2 Go session at the 2011 NACS Show in Chicago this week featured nine retailers, including two operators in Hawaii, a truckstop, a single-store operator, a grocery legend and a few well-known regional chains.\r\nDespite the diversity, all take a different stab at selling fresh food that other retailers can emulate.\r\n\r\nPak-A-Sak\r\n\r\nPak-A-Sak Inc. has made drive-throughs work where other retailers have failed. The retailer acquired two sites in Amarillo, Texas, originally designed as Starbucks drive-throughs and repurposed them to fit a smaller version of its c-stores. As customers queue up in the drive-through lane, they can see the store\'s selection of packaged beverages through large glass windows.\r\n\r\n\"We had to train customers that they get anything in the store, so seeing through the wall helps,\" said vice president Brian McKee.\r\n\r\nAlthough the 1,700-square-feet sites are smaller, they still sell 90% of the SKUs in Pak-A-Sak\'s large stores; 67% of sales are made through the drive-through.\r\n\r\nStew Leonard\'s\r\n\r\nAnother retailer with a slimmed-down offering is Stew Leonard\'s, a four-store grocery chain based in Norwalk, Conn.\r\n\r\nAs president and CEO Stew Leonard Jr. explained, his sites feature around 2,000 SKUs, compared to an average of 80,000 in a traditional supermarket. A bakery section located right at the entrance greets customers with the smells of fresh bread, pies and other baked goods. While cherries are traditionally packaged in bags, Stew Leonard\'s sells them loose and lets customers pick themselves. Another unorthodox move: The grocer encourages mothers to apply for positions at its sites, despite their often constrained schedules.\r\n\r\n\"Your schedule is our schedule,\" said Leonard, noting that these moms excel at customer service and are seasoned food shoppers themselves.\r\n\r\n(See Related Content below for previous CSP Daily Newscoverage.)\r\n\r\nTedeschi Food Shops\r\n\r\nTedeschi Food Shops Inc., a 190-store chain based in Rockland, Mass., transformed a former mattress store into a showcase of fresh food. \"When you first walk in, you see fresh all around,\" said vice president Joe Hamza, noting that the effort is aimed at attracting the female shopper.\r\n\r\nCues include fresh flowers, the smells of bread and brewed coffee, as well as meats being sliced and sandwiches made at the store\'s in-house deli. To help customers in their efforts to stay healthy, signs ask them to inform employees of any food allergies, and prepared foods are labeled clearly with their nutritional content.\r\n\r\n\"The concept of a healthy c-store is an oxymoron today,\" said Peter Tedeschi, president and CEO. \"We need to change that.\"\r\n\r\nNourish Market\r\n\r\nNourish Market has taken that theme to heart, said Karen Sherwood, founder and CEO of the McLean, Va., single-store operator. The shop specializes in home-made prepared foods, and has gotten a boost by catering open houses for local real-estate agents.\r\n\r\nOther offerings include organic wine and gluten-free beer and crackers. \"People are giving up health for the sake of convenience,\" said Sherwood. \"We\'re proving it doesn\'t have to be the case.\r\n\r\nCocoCove\r\n\r\nThe Coco Cove store brand from The Sullivan Family of Cos., Honolulu, also wants to be a destination for fresh food, with its grab-and-go section stocked with bento boxes, made fresh every four hours. A full-blown deli and Asian sushi case serve up premade or custom edibles.\r\n\r\nMeanwhile, at the store\'s salad bar, customers pick their own greens and fixings and have the salad tossed fresh. The entire store has an open, accessible feel thanks to open-air coolers. Even cut fruit has a utensil included in the package to make eating fresh as effortless as possible.\r\n\r\nKwik Trip\r\n\r\nNo stranger to foodservice, Kwik Trip Inc., LaCrosse, Wis., has seen category sales grow 10% each year, according to Steve Loehr, vice president of operations support. The chain is famous for bananas, selling 48 million of them a year, in addition to 6 million apples and 5 million oranges.\r\n\r\nIts latest healthful salvo is a launch of the 500 Club, a program created in partnership with a local hospital chain that highlights all Kwik Trip foodservice offerings that clock in at 500 calories or less.\r\n\r\nRussell\'s Truck & Travel Center\r\n\r\nHealthful living and truckers may not be synonymous, but Russell\'s Truck & Travel Center, Glenrio, N.M., is hoping to make the connection clearer. The site offers a clean destination point for truckers, or \"an oasis in the desert,\" as described by Mark Russell, director of operations. This includes a fresh-fruit program and exercise equipment, along with a lounge and Laundromat. An in-house chapel and a car museum are a couple other unusual attractions.\r\n\r\nOpen Pantry\r\n\r\nOpen Pantry Food Marts of Wisconsin Inc., Pleasant Prairie, Wis., also aims to remake the convenience mold--and attract more female customers--with one of its newest sites.\r\n\r\n\"To find incremental customers, you have to invest,\" said Robert Buehler, president and CEO of the 27-site chain.\r\n\r\nThe high-end store includes 72-inch gondolas, flat-screen TVs above the coolers in lieu of signage, and a beer cave glowing with ice-blue lighting and stocked with a huge microbrewery beer offering. Restrooms also get the high-end, stylized treatment with gleaming granite countertops and hotel quality furnishings.\r\n\r\nAloha Petroleum\r\n\r\nHonolulu-based Aloha Petroleum\'s Aloha Island Mart chain has also used design to make a new convenience statement with a tear-down and rebuild. The 3,000-square-foot site, designed by Joseph Bona of retail branding and design firm CBX, has a Polynesian feel to tie into its tropical surroundings. Tall, loft style ceilings and large windows lend an open feel, and angled gondolas enable customers to more easily navigate the store.As a complimentary service to customers, the site has two water fountains installed outside for local fitness enthusiasts to enjoy.\r\n\r\nRichard Parry, CEO, acknowledged that the store might lose some bottled-water sales, but is more than making up for it with customer loyalty. (See Related Content below for previous CSP Daily Newscoverage.)\r\n\r\nEach of these concepts should serve as inspiration for retailers looking to refresh their own offering. As Leonard with Stew Leonard\'s noted, despite his chain\'s reputation for originality, it is even better at taking a good idea and running with it. That\'s why the \"R&D\" in its R&D department stands for \"retrieve and duplicate.\"\r\n\r\n<a href=\"http://www.cspnet.com/news/corporate/articles/retrieve-duplicate\" target=\"_blank\">http://www.cspnet.com/news/corporate/articles/retrieve-duplicate</a>', '\'Retrieve & Duplicate,\' 2011 edition of NACS Ideas 2 Go features nine fresh takes on convenience', '', 'inherit', 'closed', 'closed', '', '1733-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1733, 'http://cbx.cappendev.com/1733-revision-v1', 0, 'revision', '', 0),
(2650, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '<p>CHICAGO -- Today\'s consumers may be difficult to pinpoint, but two things are evident: They interact with food in a way they never have before, and they genuinely want to be connected to a brand.\r\nWith this foundation, Joseph Bona, president of retail for New York-based CBX, dove into his workshop on foodservice design and function at the 2011 NACS Show in Chicago.\r\n\r\nConsumers today want an \"authentic food experience,\" said Bona. They\'re accustomed to more variety, greater selection, fresher ingredients and healthier, tastier choices. The task of the retailer is to craft a connection between their stores and their offerings. That is done through design and branding.\r\n\r\nTo do so, retailers must treat their stores as literal stages from a design perspective, while settling on a brand positioning that is at once highly relevant and differentiated from the rest of the pack.\r\n\r\nBona breaks it into three steps:\r\n\r\nStep One: Capability, Opportunity & Positioning. In this step, a company must determine its own bandwidth, the opportunities in the marketplace and where the two meet.\r\n\r\nBona gave the example of a recent client, Arby\'s. The quick-serve brand sought to reposition itself for long-term growth. Through customer research, current trends and the company\'s capabilities, they created five \"stories,\" or hypothetical branding positions. One focused on the craftsmanship and quality of Arby\'s roast beef sandwich. Another focused on customization and the guest\'s ability to create his or her own experience. A third story spoke of \"a better choice\" and trust in ingredients.\r\n\r\nIn the end, the positioning was boiled down to a single sentiment: \"The food I crave,\" emphasizing the consumer\'s love of Arby\'s roast beef backed by those traits of quality ingredients, craftsmanship and customization.\r\n\r\nStep Two: Curb Appeal & 360-Degree Design. Once a brand has been positioned or repositioned, it\'s time to turn to the store design. It starts with curb appeal, said Bona: How do you get the customer in your store in the first place? Next comes full attention to the interior: placing product with which you want to tell a narrative of your brand up front, using ingredients as display and creating a natural flow through a store.\r\n\r\nThis step also includes touch points beyond physical design. How do your packaging, websites, social media and mobile apps tell a story that is consistent with your initial positioning?\r\n\r\nStep Three: Stay Focused, Stay Flexible. \"It\'s very easy to get discouraged [with foodservice],\" said Bona. \"Food takes time, you\'re changing people\'s habits.\" Particularly for c-store operators who are accustomed to easily projecting sales, foodservice requires a lot of patience. Sit tight, be consistent and stay focused on your initial brand road map.\r\n\r\nAt the same time, be flexible. The foodservice business changes at the drop of a hat, and foodservice companies must constantly be fresh, exciting and relevant. Bona points to McDonald\'s and its recent nimbleness: This massive, global brand changed consumer perception of its coffee by rolling out specialty drinks, appealed to health-conscious consumers with salads and smoothies and stayed relevant with a modernized store design.\r\n\r\nAnd throughout the entire foodservice design and branding process, retailers must always deliver one thing: freshness.\r\n\r\n\"Fresh is table stakes,\" for c-store foodservice today, said Bona. \"If you\'re not fresh, you\'re not in the game.\"\r\n\r\n<a href=\"http://www.cspnet.com/news/foodservice/articles/staging-authentic-food-experience\" target=\"_blank\">http://www.cspnet.com/news/foodservice/articles/staging-authentic-food-experience</a>', '\'Staging\' an Authentic Food Experience', '', 'inherit', 'closed', 'closed', '', '1735-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1735, 'http://cbx.cappendev.com/1735-revision-v1', 0, 'revision', '', 0);
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(2651, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '<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\'', '', 'inherit', 'closed', 'closed', '', '1990-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1990, 'http://cbx.cappendev.com/1990-revision-v1', 0, 'revision', '', 0),
(2652, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1-150x150.jpg\" alt=\"\" title=\"Rick_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1070\" /></a>By Rick Barrack:\r\nA thorough understanding of the environment in which products are stored and used is the first important step to medical package design. While conducting research for the 10,000-product design overhaul for Boston Scientific, researchers were embedded with medical practitioners around the world. Vital insight was gained from watching the experts in action, listening to how they spoke about and requested supplies, and following them everywhere from the operating room to the supply closet. Similarly for Kimberly-Clark, CBX traveled to hospitals to observe practitioner interaction with the devices.\r\n\r\nBy closely observing the products’ end-users in their own environment, CBX was able to identify the one or two pieces of vital information to communicate on a label. Ultimately, each medical package’s design has to successfully achieve one goal: convey clear, quick, and succinct information to the end-user.\r\n\r\nIn the case of Boston Scientific, brand identity was inconsistent, and packaging was overly complicated because the company was composed of many businesses and many of the products within the portfolio were the results of acquisitions. Therefore, the goal of the redesign program was two-fold: to create a strong masterbrand in order to establish the brand’s credibility and authority and to simplify the packaging. It was determined that the medical device’s name and size were the most important elements on the label. Other pieces of information may have been required by regulations, but were not critical to the immediate selection and usage process. A review of existing packaging found vital name and size information being communicated in thousands of different ways. Clearly, the need to standardize and systemize the packaging for the clarity and benefit of the end-user was paramount.\r\n\r\nOnce critical information is identified, the next question is how best to communicate it. CBX developed an easy rubric to keep in mind highlighting the three Cs in medical package design: clarity, corridor, and consistency:\r\n\r\nClarity. Understand what information the end-user is looking for, and clearly and boldly communicate it.\r\n\r\nCorridor. Create a hierarchy of information, and design an information corridor, a systemized and basic approach to aligning information on the package in the form of a chart or grid.\r\n\r\nConsistency. Once the hierarchy and information corridor is established, use it consistently. Always convey the same information in the same spot across the labels. This helps the end-user find the information needed.\r\n\r\nAt this point, the actual process of design can begin. For Boston Scientific, very large, legible, black type communicated the most important information on the top of every label. Secondary and tertiary information was placed in a less prominent position. Symbols and words were added to convey those pieces of information. When working on a multilingual label packaging assignment, such as Boston Scientific’s, globally recognized symbols play an important role in communicating the next levels in the communication hierarchy.\r\n\r\nThe Kimberly-Clark program employs information corridors to convey critical information. For example, in addition to instantly answering the question, “What is this product?” each package had to address differentiation within the category as well as size.\r\n\r\nThe Kimberly-Clark branding system presents a duotone photograph of a health professional at the top of the package closely linked with the Kimberly-Clark brandmark. This imagery, along with the brand, conveys innovation, quality, and trust. Like the Boston Scientific program, this system utilizes information corridors as areas to convey critical information. The primary or most important information was placed in a dominant orange band toward the top of the packaging. All secondary information was conveyed in words and symbols in a dark blue field at the bottom of the package. The colors chosen, a combination of blue, orange, and white, were selected because they were unique to the category and would help the products stand out.\r\n\r\nThe last, most important step in medical package design is going back to the medical community to ask questions. What do they think of this design, and does it work for them?\r\n\r\nFor Boston Scientific, focus groups were conducted with medical practitioners worldwide with the new design alternatives. Packaging changes were well received as long as significant improvements were evident and would allow them to perform their jobs quicker and easier.\r\n\r\nCommitment to clear design goes along with the goal to create preference in a medical setting for products where there may be dozens of manufacturers represented. A truly great package design will incorporate breakthrough design in the category while also organizing key information and conveying the trust and professionalism required for the medical community.\r\n\r\nThe National Academy of Science’s Institute of Medicine estimates 44,000 to 98,000 Americans die each year in hospitals from preventable medical errors. Mistakes in drug dispensing and dosing are the reason for a reported half of all adverse, often dangerous, drug reactions, warns the same report. Medical missteps are, in fact, the eighth leading cause of death in the United States today, wrote Tamar Nordenberg in “Make No Mistake: Medical Errors Can Be Deadly Serious,” in the September/October 2000 issue of FDA Consumer.\r\n\r\nWith statistics like these and medical mistake coverage front and center in the news, such as actor Dennis Quaid’s newborn twins given 1000 times the intended dosage of Heparin not once but twice, the critical role clear communication plays in medical device/medical product packaging design can not be underestimated.</p>\r\n\r\n<a href=\"http://www.pmpnews.com/article/research-nerve-central\" target=\"_blank\">http://www.pmpnews.com/article/research-nerve-central</a>', '\"Research at Nerve Central: We can save lives through package communication.\"', '', 'inherit', 'closed', 'closed', '', '1575-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1575, 'http://cbx.cappendev.com/1575-revision-v1', 0, 'revision', '', 0),
(2653, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'Actually, scratch that. RadioShack\'s new top management pulled the plug on \"The Shack\" moniker when they green lighted a brand overhaul just shy of a year ago.\r\nAnd change was needed. The storied Fort Worth, Texas-based retailer that ushered in the personal computing era with its TRS-80 microcomputer in 1977-once dominating Apple, IBM, Commodore and Wang-had been struggling for years against vertically integrated brands, as well as big-box and mass merchants.\r\n\r\nBut industry veteran and current Radio Shack CEO Joe Magnacca is working to change that. With more than 20 years in retailing, Magnacca joined RadioShack from Walgreens, where he is credited for the turnaround of its Duane Reade stores. Magnacca in turn recruited Mike DeFazio, also a key player in the Duane Reade reinvention effort, as senior vice president, store concepts.\r\n\r\nLast year, Magnacca created a buzz with a fast track plan to reinvent the company. Founded in 1921, RadioShack is one of the country\'s oldest retail brands and one of the largest, not to mention ubiquitous. It operates some 4,300 stores stretching across the United States, as well as more than 1,200 international units. The retailer\'s merchandise includes 7,000 SKUs-from adapters and antennas to flashlights, batteries, radio-controlled toys and two-way radios-nearly 70 percent of which are private label.\r\n\r\nRationalizing Radio Shack\'s assortment was a big part of Magnacca\'s vision, although RadioShack will continue to sell mainline brands, such as Apple. \"We wanted to become a destination for our own brands, because that will keep customers coming back to just us,\" DeFazio says. For that reason, RadioShack merchants are working to source new and proprietary goods.\r\n\r\nMagnacca also wanted to pay homage to the brand\'s heritage as a place for fun and Innovative products, and a \"Let\'s Play\" platform became the foundation on which to build an advertising campaign, as well as in-store communication. However, both stores and merchandise needed to be embraced by existing mobility customers while wooing women and younger customers who were not Radio Shack loyalists. So, the CEO tamed to New York-based CBX for Its store design and packaging expertise.\r\n\r\nThe first remodeled RadioShack store opened at Sundance Square In Fort Worth last May, followed by a New York location at Broadway and 81st Street In June. Both concept stores, averaging 2,000 sq. ft., showcase a number of new features to be rolled out throughout the Un1ted States and internationally over time. At the end of 2013, the retailer had made Improvements to nearly every one of its stores, ranging from new paint and graphics in it’s \"Brand Statement\" stores, which represent its smallest footprints or revenue generators, to major resets that include custom fixturing in the higher-volume\r\nconcept stores.\r\n\r\nThe 2,357-sq.-ft. Fort Worth flagship sports a mid-century modem feel, and has been dubbed a \"retro\" store. It features an authentically styled \"radio shack\" inside-a nod to the structure that houses a ship\'s radio equipment, complete with retro knobs and dials, and the term that supplied the chain\'s name 92 years ago.\r\n\r\nInside, a variety of vintage photos, old radios and technology as door suggest the store is part museum. \"It\'s all about playing on our name and heritage, while telling a whole new consumer base who we are and what we stand for, \" DeFazio says.\r\n\r\nWhile the Fort Worth store clearly is a customized homage to its headquarters, all stores will eventually feature a refreshed color palette and logo. The former red, black and white palette Radio Shack signature colors-has given way to burnt orange, deep metallic brown and stainless steel. Inside, customers will find a well-lit, visually open store with plenty of room to move, as well as a reordered experience.\r\n\r\nThe new design is easier to navigate thanks to large, simplified departmental signage calling out \"Power It, \" \"Rock It, \" \"Create It\" and \"Discover It.\" From a product point of view, the store Is no longer overwhelming,\" says Joseph Bona, president of branded environment, CBX. \"We wanted customers to easily find what they\'re looking for, but we also wanted to encourage Interaction with the products, so the displays needed to be\r\nmore accessible. \"\r\n\r\nNewly configured custom fixtures highlight a wide range of products from mobile phones to flat screen TVs. A conveniently located touchscreen computer allows customers an opportunity to enter their choice of phone or other device, and have their technical questions answered, or learn product benefits. A new speaker wall with a control console allows customers to test any or all speakers 1nd1vidually by playing music from their own Bluetooth-enabled mobile devices. A 65-ln. television allows customers to control the size of what\'s displayed (all the way down to 19 in.) In order to give them a sense of how televisions of various sizes will look In their home. There\'s also a headphone display with working headphones ranging In style and price, as well as a presentation of several GoPro camera models.\r\n\r\nBut, it\'s not only high touch. Helpful \"Texperts\" can answer shoppers\' question about RadioShack services and products. There\'s also an in-store kiosk that makes it convenient and easy fur customers to order items not in stock. Given its prime real estate, Radio Shack customers can stop by stores to place orders by kiosk for home delivery. And because part of Magnacca\'s vision included omnichannel selling, product packaging, already part of the RadioShack reinvention plan took on additional importance. In the months following the launch of the first amped-up stores, DeFazio explains, \"We\'ve made some tweaks. We feel we\'ve done all the things necessary to make it a good interactive experience, a comfortable environment that\'s easy to navigate and get around.\r\n\r\nWill it be enough to regain a share of consumers\' wallets in the highly competitive electronics sector? Only time will tell, but DeFazio says customers already are showing the love by spending money and driving revenue up in these first remodeled stores. So, when the time comes, don\'t call it a comeback-RadioShack\'s been here for years.', '\"The Shack\" is back and on a roll', '', 'inherit', 'closed', 'closed', '', '1912-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1912, 'http://cbx.cappendev.com/1912-revision-v1', 0, 'revision', '', 0),
(2654, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '\"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', '', 'inherit', 'closed', 'closed', '', '2043-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2043, 'http://cbx.cappendev.com/2043-revision-v1', 0, 'revision', '', 0),
(2655, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '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', '', 'inherit', 'closed', 'closed', '', '2036-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2036, 'http://cbx.cappendev.com/2036-revision-v1', 0, 'revision', '', 0),
(2656, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '7Up, U by Kotex and Barbasol use promotional packaging this summer to help make consumers feel like they are getting something special and unique—because they are.\r\nPeople are willing to go to great lengths to attract our attention—just look at presidential candidate Donald Trump and his latest shock-worthy remarks. Brands, like people, often do the same to regain market share, increase sales and/or grow their consumer base. They come out with new product innovations. They redesign their packaging. They create new formulas—gluten-free/sugar-free/fat-free—you name it. And they employ one of the best ways for a brand to get consumers’ attention: They launch a promotional packaging campaign.\r\n\r\nPromotional packaging often features unique graphics, compelling messaging and a call-to-action that creates intrigue, promotes trial and provokes purchase. In this age where it seems like everything is readily available (and via two-day shipping nonetheless), consumers need to feel like they are getting something unique to make a purchase.\r\n\r\nBrands like Coca-Cola and M&amp;M’s understand this, and have responded accordingly with inspiring campaigns. Coke has been personalizing its cans with people’s names to delight and encourage selfie-centric consumers to buy its products. M&amp;M’s not only finds innovative ways to surprise its consumers with new products, it also presents its fun-loving candy characters in a variety of seasonal outfits and situations worthy of collecting.\r\n\r\nBecause I’m always on the lookout for provocative new promotional packaging, I recently hit the supermarket to see what novel campaigns had cropped up for summer 2015. I noticed that this year’s summer promotions use three distinctive tactics to speak to consumers:\r\n\r\n<strong>1. Embrace a trend</strong>\r\n<strong>2. Develop strategic partnerships</strong>\r\n<strong>3. Get seasonal</strong>\r\n\r\nLet’s look at each tactic.\r\n\r\n<strong>1. On trend, on the dance floor</strong>\r\n\r\n<strong><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/07/MSP-15-06-24-15.25.05.jpg\"><img class=\"alignnone wp-image-9420 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/07/MSP-15-06-24-15.25.05-1024x683.jpg\" alt=\"MSP 15-06-24 15.25.05\" width=\"1024\" height=\"683\" /></a>\r\n</strong>It’s nothing new for a brand to want to stay on trend, but it is always impressive when they are able to target an unmet demographic at the same time. That’s what 7Up is doing with its new EDM-inspired cans.\r\n\r\nRecognizing that there was a void for products that targeted Hispanic Millennials, which comprised 38% of the market, 7Up went after this segment of positive, experience-seeking young people. At the same time, 7Up also recognized that no beverage brand was capitalizing on the huge Electronic Dance Music (EDM) trend that is so popular with Millennials, and decided to take action.\r\n\r\nThe 7Up team created new promotional packaging (shown above) that is vibrant, colorful and cool—the kind of packaging that Millennials want to be seen holding in their hands. A partnership with EDM stars Martin Garrix and Tiesto led to the creation of cans that convey the energy of an all-night EDM party. These designs reflect different consumers’ distinctive style and capture the essence of this music trend.\r\n\r\n<strong>2. Partnering for success</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/07/MSP-15-07-01-13.06.31.jpg\"><img class=\"alignnone wp-image-9417 size-large\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/07/MSP-15-07-01-13.06.31-1024x683.jpg\" alt=\"MSP 15-07-01 13.06.31\" width=\"1024\" height=\"683\" /></a>\r\nIn recent years, retailers have gotten savvy about how to use promotional packaging exclusive to their stores as a way to keep consumers loyal and to keep brands happy. That’s what happened when Target teamed up with U by Kotex on its Style n’ Store boxes.\r\n\r\nThis summer, after recognizing that young women value great design, U by Kotex —which revolutionized the category with its black boxes, bright colors and no BS-tone of voice—launched Style n’ Store boxes to target young women craving style and balance. The boxes are so great looking that people simply don’t want to throw them out when they are done with them.\r\n\r\nSold exclusively at Target, Style n’ Store features bright, poppy designs in a box that serves a dual-purpose. Once emptied, it is used as storage for makeup, cotton balls, bobby pins and other knick-knacks that women need to store. It’s a great product for girls headed off to overnight camp, teen tours and college, who may be needing trendy storage units. And it is consistent with the great design that Target consumers expect to find at the store.\r\n\r\n<strong>3. Always in season</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/07/Barbasol-JW-Original-and-Aloe-300-dpi.jpg\"><img class=\"alignnone wp-image-9419 size-full\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/07/Barbasol-JW-Original-and-Aloe-300-dpi.jpg\" alt=\"Barbasol JW Original and Aloe 300 dpi\" width=\"750\" height=\"422\" /></a>\r\nPromotional packaging and seasonal tie-ins pretty much go hand-in-hand, but the real challenge is to find a fresh, eye-catching way to inspire consumers to purchase a product.\r\n\r\nMovie partnerships are the classic summer promotion and, every June, a slew of new promotional packaging comes out to coincide with the launch of the summer blockbusters. Yes, we expect Chiquita bananas to promote “Minions,” but what does a Barbasol can have to do with dinosaurs? Well, a lot, it turns out, as the hundreds of millions of people who have seen the “Jurassic Park” movies over the years know.\r\n\r\nIn the first film in that series, a Barbasol can was used to nefariously smuggle dinosaur embryos off the island. That attempt failed, however, and the can was lost in the jungle, only to be brought back 22 years later. Barbasol’s Limited Edition “Jurassic World” cans feature various illustrated dinosaurs sitting against Barbasol’s iconic striped can.\r\n\r\nBy thinking out of the box and offering an unexpected twist on the movie tie-in, Barbasol offered a fresh take on promotional packaging and created a must-have collectors’ item for both fans of the movie and fans of good design.\r\n\r\nBy using unique approaches to promotional packaging, each of these brands has inspired consumers to keep them top of mind. It’s no surprise that the 7Up, U by Kotex and Barbasol promotions have created interest and buzz amongst consumers.\r\n\r\nPromotional packaging continues to be an important part of the marketing mix, and my prediction is that it will continue to be so in years to come. Even though I’m not so good with the changing of the seasons, I can’t wait to see what fall brings in terms of promotional packaging—and to see how “The Donald” will shoot his mouth off next.\r\n\r\nOriginally published in <a href=\"http://www.packagingdigest.com/packaging-design/3-tactics-provocative-packaging-promotions/page/0/2\" target=\"_blank\">Packaging Digest</a>.', '3 Tactics for Provocative Packaging Promotions', '', 'inherit', 'closed', 'closed', '', '2143-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2143, 'http://cbx.cappendev.com/2143-revision-v1', 0, 'revision', '', 0),
(2657, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'In creating product packaging for upstart brands, one approach is to look at the ultimate goal—rising to become a top brand in the category nationally or even internationally—and to then copy the look of brands that have already reached this summit. The problem with this approach, though, is its inherent lack of authenticity. Copying others is what you do when you have low self-esteem, right?\r\nThis “knockoff play” sometimes works, of course, but it can certainly be problematic in today’s marketplace, where the need for authenticity is playing an ever-larger role and will continue to do so as Millennials and Generation Z’s take the reins. Simply put, today’s consumers are looking for authentic stories. This is precisely why so many of them are strolling through farmer’s markets every week, befriending neighborhood chefs and food truck operators, and just generally doing all they can to live by the mantra “think globally, buy locally.”\r\n\r\nIn fact, the rapid success of so many local operators is translating into growing demand for an alternate strategy to the knockoff play—namely, helping brands maintain their authenticity and potential for category disruption even as they scale up to become players on the national stage.\r\n\r\nOne example of this phenomenon is Man Cave Craft Meats. Over the past couple of years, this plucky startup moved from its tent at the Minneapolis Farmers Market to a rapid and aggressive rollout, now underway, to more than 500 grocery stores across the country.\r\n\r\nThe founders of Man Cave Meats, Nick and Josh Beste, were university students when they launched the business. These young entrepreneurs started out by selling grilling products and other male-oriented stuff at product parties held in Minneapolis homes. However, when customers began raving about the standout flavors of the meats they were serving at these events, the Beste brothers smartly decided to switch gears. Man Cave Meats was born.\r\n\r\nAs the popularity of Man Cave Meats’ food truck and farmers market tent skyrocketed, the brothers also made the smart strategic move of bringing in a national agency for expert help with their brand identity and product packaging. Unlike the typical products on grocery store shelves, after all, Man Cave Meats’ flavors were true standouts. They included 50/50 bacon burgers, sriracha chicken sausages, buffalo-style bratwursts with bleu cheese and more.\r\n\r\nUntil recently, the de-facto approach might have been for the agency to try to persuade the Beste brothers to make Man Cave Meats another Hillshire Farms or Johnsonville Brats. But given the strength of local narratives in today’s marketplace, that would have been a mistake. Would the likes of craft beer icons Founders Brewery Co. or Summit Brewing Co. have tried to imitate the packaging of Coors or Budweiser? No way. Thus it made perfect sense for this local company to take a bold, independent approach to packaging as well.\r\n\r\nMan Cave Meats’ packs feature black backgrounds, attention-grabbing typography treatments and gritty photographs of manly characters with beards, tattoos—and no apologies. This is in keeping with the original inspiration of the brand and conveys the Beste brothers’ love of their craft. However, it also happens to contribute to a packaging design system that is distinctive enough to be disruptive at shelf.\r\n\r\nAnd disruptive is the operative word: These packs were definitely not designed to appeal to everybody. A grandma who has always bought Hillshire Farms or Johnsonville meats might indeed do a double-take at Man Cave Meats’ “Long live the butcher!” slogan, or the brand’s photographs, commissioned by the agency, of a muscular, bearded, tattooed butcher staring confidently into the camera.\r\n\r\nFoodies and down-to-earth meat eaters, however, immediately understand and respond to this packaging. So, too, do curious customers who are more adventurous and eager to branch out. Maybe they are already familiar with, say, small-batch bourbon, but haven’t yet tried craft meats. Man Cave Meats gives them the opportunity to discover something new.\r\n\r\nAs agencies increasingly work with local brands that have big dreams, then, here are four principles to keep in mind:\r\n\r\n1. Be not afraid.\r\n\r\nIt can be a joy to work with local brands that are not consumed with handwringing over how to be all things to all people. If the agency responds to this with conservative naysaying—“No, you can’t do that because you’ll put people off”—authenticity will be lost in the process. So, too, could the business opportunity represented by the offbeat brand’s disruptive potential. If the brand’s founders have achieved success locally by expressing a sardonic sense of humor, using edgy models, or being high-brow and uncompromising, your job is to make this scalable, not to play “Church Lady” and shut it down.\r\n\r\n2. Emphasize quality—but tell the truth.\r\n\r\nIn today’s marketplace, consumers who seek out authentic and local brands are typically obsessed with quality as well. Today’s consumers are highly educated. They regard generalized terms like “eco-friendly” or “top quality” as dubious, to say the least. Consumers know that meaningless terms such as these are the first resort of inauthentic brands (imprecise language can get you in trouble with regulators as well, but that’s another story…).\r\n\r\nBe specific. Tell people exactly how the brand differentiates itself from a quality standpoint, and make sure the story is true. The trick, though, is to avoid clutter in the process. Provide only as much information as the consumer needs to feel informed.\r\n\r\n3. Emphasize the local angle—but be subtle.\r\n\r\nHave you ever been to an airport or tourist trap gift shop where the “local angle” was laid on so thick you wanted to head for the exit? Emphasizing a brand’s local roots requires some subtlety. A visual or textural reference here or there to the city and state of origin is fine, but avoid laying it on thick via hackneyed and obvious references to geography. “Welcome to Florida!” is not what you’re trying to say with the brand.\r\n\r\n4. Be happy with smaller market share.\r\n\r\nSounds like sacrilege doesn’t it? And it is—for some of the mass-market players. In the case of local-inspired brands, however, being disruptive and nipping at the heels of the big dogs can be a perfectly sound strategy. Apologies to people with those big foam fingers, but you don’t always have to be No.1.\r\n\r\nAcquired by Unilever in December 2014, Minneapolis-based Talenti Gelato is a case in point. This local brand made its mark by going after the likes of Ben &amp; Jerry’s and Häagen-Dazs in a savvy and disruptive fashion. Taking on Breyer’s wasn’t the goal. With its plastic jars and screw-on tops, Talenti was too different to have any hopes of occupying the No.1 spot. But this and other differentiators contributed to the brand’s growth within the category. If a local brand has disruptive potential, in other words, make sure the packaging leverages this rather than neuters it.\r\n\r\nWe live in a world of paradox. One of the funny things about local brands is that their authentic stories make them popular, not only with consumers, but with the brand-acquisition departments at multinational corporations as well. General Mills snapped up Annie’s. Hershey’s bought Krave jerky. And of course, most of the seemingly independent brands at Whole Foods—Tom’s of Maine, Odwalla, you name it—are owned by huge corporations. For me, this speaks to the power of local brands and the authentic stories behind them. If these brands weren’t appealing to consumers, after all, the biggie corporations would leave them be.\r\n\r\nStrong local brands have lots to be proud of. Knocking off others is the last thing they want to do. Our job as storytellers is to help them communicate as clearly and effectively as possible. If they ultimately make millions of dollars in the process and become household names well beyond the borders of their hometowns, who are we to complain?\r\n\r\nOriginally published in <a href=\"http://www.packagingdigest.com/packaging-design/4-tips-applying-local-inspiration-scalable-brands-big-dreams\" target=\"_blank\">Packaging Digest</a>.', '4 Tips for Applying Local Inspiration to Scalable Brands with Big Dreams', '', 'inherit', 'closed', 'closed', '', '2145-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2145, 'http://cbx.cappendev.com/2145-revision-v1', 0, 'revision', '', 0),
(2658, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'Inspiration works best when it’s right where you need it — at work. So, we went out in search of the workspaces with the most creative interiors for their employees, in hopes that some ideas from these unique design studios might help spark you and your team to get creative within the walls of your workspaces.\r\nEach of these featured unique design studios (all gathered from firms located in the eastern United States) takes a different approach to instilling inspiration into their workspaces: Some are sleek and modern, while others are raw and rustic. There are those swathed in bright colors, while others take on more subdued color palettes. There are dramatic structures and impressive lobbies, vast chalkboards for doodling and all sorts of other outlets erected to spark employees’ creativity in these workspaces.\r\n\r\nThat variety goes to show that cool workspaces can take on many different faces, but, most importantly, they help designers get back to what matters most: creating.\r\n\r\nHere are some of our favorite workspaces of design firms located throughout the Eastern United States. HOWdesign.com’s Creative Workspaces section is your place to see more roundups and posts about clever interiors in the future, giving you a sneak peek inside some of the most inspirational setups. Check out our roundup of 5 Creative Workspaces in the Western U.S., too.\r\n\r\n<strong>Firm: CBX, New York City</strong>\r\n\r\nLook and feel of the office: Chief creative officer Rick Barrack paid tribute to his Kentucky roots through such details as a 1900s wood tractor wheel integrated into his desk, seating fashioned from school-auditorium chairs, old carnival lights, and a working garage door (along with shingles, partial roof and antique paint) in one of the conference rooms.\r\n\r\nGoal of the workspace’s design: “First and foremost, we were going for transparency,” Barrack says. “We want to put on a show, yet give visitors to our office a behind-the-scenes look at how we operate on a daily basis. We also love the idea of an open floor plan that is conducive to open, collaborative experiences and a collective environment. Low walls, plexiglass and wall cut-outs all provide a lens into our everyday magic (and madness).”\r\n\r\nFavorite element of the office: A red velvet curtain that references The Wizard of Oz, as a nod to the magic that happens when “wonder is at work,” Barrack explains. Plus, the curtain’s crimson hue is also CBX’s trademark color.\r\n\r\nWorkspace’s influence on creativity: Each room was thoughtfully crafted as a way to reinforce the firm’s culture and help keep designers inspired. For instance, every conference room has been “CBX-ified,” whether that means featuring the color red or simply having a ready supply of the office’s official candy, M&amp;Ms, on hand. There are also designated brand rooms where folks can immerse themselves in the brands they’re working on.\r\n\r\n<a href=\"http://www.howdesign.com/design-creativity/creative-workspaces/eastern-creative-workspaces/\" target=\"_blank\">http://www.howdesign.com/design-creativity/creative-workspaces/eastern-creative-workspaces/</a>', '5 Creative Workspaces in the Eastern U.S.', '', 'inherit', 'closed', 'closed', '', '1779-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1779, 'http://cbx.cappendev.com/1779-revision-v1', 0, 'revision', '', 0),
(2659, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'To start off the New Year and lead up to the judging of the first 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\nToday’s conversation is with Rick Barrack, Chief Creative Officer &amp; Managing Partner, CBX of the U.S.\r\n\r\n<strong>1. What do you look for in great Brand design?</strong>\r\nBreaking through the obvious.\r\nDesign that communicates a clear and concise message with a point of difference. Something that differentiates in the marketplace and from the competition. Don’t just push product with basic product shots, benefit statements and a cheaper price. Look to make a paradigm shift in a category, celebrate your brand’s unique difference in the marketplace.\r\n\r\n<strong>2.How can Design help retailers and their brands differentiate?</strong>\r\nRetailers all have some attributes that are unique to them — whether that be the way the arrange their goods, the way they make their goods, their service, etc. Design shows how to put those unique attributes on a pedestal — make those unique elements the hero and thus create a lasting image in consumers’ minds as to why they can get something from that retailer that they can’t get from anyone else — and that’s the most important piece of retail today because if they can get it someplace else, it’s a price game.\r\n\r\n<strong>3. How do you help retailers select great design instead of obvious or easy design?</strong>\r\nReminding our clients the value of good brand design is not just about being a national brand equivalent, but standing for something more than that and building brand equity and loyalty.\r\n\r\nDesign is about solving a particular puzzle (all the variables: physical, merchandising needs, space constraints, consumer desires, etc.) in an elegant way where the end solution makes a total impact greater than the sum of all the parts. Design is about creating more for less. Design puts together a puzzle of needs in a way that creates more impact with less resources. Great design has to solve for certain challenges within certain constraints. If it does that well, in a way where the investment is less than the net experience, then you have great design. However, great design doesn’t have to mean design that’s never been done before. Great design takes the core idea of “obvious” and makes it special, unique, nuanced and desired.\r\n\r\n<strong>4. What advice do you have for retailers working with design consultancies/branding agencies?</strong>\r\n\r\nTrust them. Partner with them. Trust in the process and recognize that the creative process is iterative.\r\n\r\nTake the time upfront to work with the team to understand what all the possible opportunities are. Only then will you be able to make decisions confidently along the way because you’ve explored the alternative paths and know why you did or didn’t pursue them. If you dive right into design, thinking you know what you want, in the short term you may have less confidence in all the decisions that must be made along the way, and in the long run you might regret not stretching your ideas further because retail design is a long term investment.\r\n\r\n<strong>5. How can retailers avoid the mistakes of the past and the missteps of national brands?</strong>\r\n\r\nThe biggest mistake national brands make is not “sticking with it”. Whether that be good values, advertising, their customer base, their long-term equities or any other unique-ness. Particularly in public companies where the pressure to grow is constant, too many brands and retailers will try anything new to light sales. But, creating consumer awareness of what you’re doing is quite expensive and is likely to wipe out the margin that might have been gained in increased sales. When brands “Stick with it,” they build on the momentum that has been banked over the long-term.\r\n\r\nRead More: <a href=\"http://mypbrand.com/2014/01/07/5-questions-the-vertex-judges-rick-barrack/?utm_source=feedburner&amp;utm_medium=email&amp;utm_campaign=Feed%3A+mypbrand+%28Myprivatebrand%27s+Blog%29\" target=\"_blank\">http://mypbrand.com/2014/01/07/5-questions-the-vertex-judges-rick-barrack/?utm_source=feedburner&amp;utm_medium=email&amp;utm_campaign=Feed%3A+mypbrand+%28Myprivatebrand%27s+Blog%29</a>', '5 Questions The vertex Judges: Rick Barrack', '', 'inherit', 'closed', 'closed', '', '1913-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1913, 'http://cbx.cappendev.com/1913-revision-v1', 0, 'revision', '', 0);
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(2660, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '<strong>The gasoline canopy: For most of its existence, it has been a function-first structure, there to provide shelter from the weather and lend light at night.</strong>\r\nAnd in the 50 years since states began legalizing self-serve gas pumps, the canopy has largely retained the shape that reflects this practical purpose: the rectangle. Pure economics has bested creativity, keeping this architectural element frozen in time.\r\n“In the United States, you have so many legacy sites that have been around for so long that to tear [the canopy] down … it’s easier to repaint, restripe and reclad what already exists,” says Joe Bona, founding partner and president of retail design firm MoseleyBona Retail, Franklin, Mass.\r\n\r\nBut as fuel’s share of overall c-store profits continues to fall and in-store profitability rises, it’s time to redefine the canopy’s function and reconsider its investment potential. Yes, it still needs to protect customers from rain and sun. But the entire forecourt can do so much more.\r\n\r\n“It’s one of first things you see, a piece of communication that really reaches out, grabs people’s attention and signals the business that you’re in,” says Bona, who has designed canopies for retailers such as Wawa in the United States, COPEC in Chile and Axion in Argentina. “From that standpoint, the canopy is a pretty important piece of communication.\"\r\n\r\nFueling is an act of faith, Bona says. And through the forecourt, retailers must show that they sell quality fuel via visual, perceptive and experiential elements. A look at leading retailers and their signature canopies shows the potential when one breaks the rectangular mold.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/1.png\"><img class=\"alignnone size-full wp-image-10424\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/1.png\" alt=\"1\" width=\"885\" height=\"524\" /></a>\r\n\r\n<strong>1. Shape it up</strong>\r\n\r\nConsider the Wawa wing. Scott Boorse, facilities senior external vendor manager for Wawa Inc., Wawa, Pa., was part of the team that orchestrated the chain’s entry into the fuel business 20 years ago. The big question back then: How could Wawa grab a greater share of the declining liquid-fuels market?\r\n\r\nWawa understood that one factor guiding customers’ fuel buying process was the external appearance of the site. It needed to be inviting, “a place you want to go, that drives enthusiasm,” Boorse said during an educational session at the 2016 NACS Show. With that in mind, Wawa attempted to convey a “fresh and friendly” feel for its fuel island, beginning with a distinctive, cantilevered wing-shaped canopy designed by New York-based design firm CBX, where Bona previously was retail division president.\r\n\r\n“This is really a branding element that can dictate what your store is all about,” said Boorse, who describes the canopy as one of the most underused branding opportunities. The shape is so unique that Wawa trademarked it, and even chose to omit its logo.\r\n\r\n“Wawa’s canopy is so recognizable, you don’t need it,” Bona says. “It becomes part of the brand.\"\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/2.png\"><img class=\"alignnone size-full wp-image-10425\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/2.png\" alt=\"2\" width=\"885\" height=\"524\" /></a>\r\n\r\n<strong>2. Light it up</strong>\r\n\r\nLighting is another element of Wawa’s exterior branding, with the goal of providing a feeling of safety without blinding the neighbors, Boorse said. It designated six zones of lighting for store exteriors, using LED bulbs with varying levels of lumens and footprints for different aesthetic effects and purposes.\r\n\r\nWhen it comes to the canopy, consider lighting possibilities beyond the underside, Bona says. “At nighttime you’re competing with other retail establishments on the street: fast-food places, shopping malls, etc.,” he says. “How can you stand out a little bit? You can get the underside of the canopy and the face to be engaging and stand out.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/3.png\"><img class=\"alignnone size-full wp-image-10426\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/3.png\" alt=\"3\" width=\"885\" height=\"524\" /></a>\r\n\r\n<strong>3. Material matters</strong>\r\n\r\nMost canopy faces today are made from aluminum composite material, which is durable and easy to maintain, with a fairly long usage life. The face can be positioned flat or at an angle, and it accepts film for graphics.\r\n\r\nFiberglass offers another medium for producing alternative, proprietary shapes. For example, when Bona worked for CBX, he helped design an oval fuel canopy prototype for Terpel, the fuel retail arm of Colombian oil and gas company Organizacion Terpel S.A., in 2013. “To create that complex, compound curve, we made fiberglass molds and created the canopy from fiberglass. It’s durable, unique [and] allowed us to do something different,” says Bona.\r\n\r\nBut the more you break the mold, the more costs could rise. “If you’re not a sizable chain that could justify the cost, look at the asset you have and how to improve it without ripping it apart,” he says.\r\n\r\nLarger chains with sizable advertising budgets, however, should consider whether a custom canopy is a good justification of marketing dollars, Bona says: “It’s a one-time cost, but one you can leverage and amortize over the life of the site.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/4.png\"><img class=\"alignnone size-full wp-image-10427\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/4.png\" alt=\"4\" width=\"885\" height=\"524\" /></a>\r\n\r\n<strong>4. Follow the leader</strong>\r\n\r\nThe curved, red, fabric-covered canopy at Sheetz’s newest stores carries over the look and feel of the main profıt center: the c-store.\r\n\r\nBut at the same time, the canopy pulls its own weight.\r\n\r\n“That whole look, it’s curvilinear, it’s internally illuminated, it glows red: The whole canopy acts as a beacon from a distance,” says Limbach of Chute Gerdeman, which spearheaded the store and canopy redesign.\r\n\r\nA unique canopy such as this helps chip away at the “gas penalty” that fuel retailers continue to pay as they move increasingly into foodservice, Bona says. And it helps further delineate the identity of the retailer, which can be especially important for major-oil-branded operators.\r\n\r\nDuring one project for a branded multinational retailer, CBX conducted consumer research that found most customers referred to the operator’s sites by the name of the fuel brand, not the store brand. Although branded retailers may face constraints on the canopy design, they should still attempt to forge some degree of distinction.\r\n\r\n“As the store plays greater importance on the profitability of the site, it’s time to rethink this,” says Bona. “You still want to be ... that piece of communication that they’re in the [fuel] business, but also find balance that doesn’t negatively impact the store.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/5.jpg\"><img class=\"alignnone size-full wp-image-10428\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/01/5.jpg\" alt=\"5\" width=\"885\" height=\"534\" /></a>\r\n\r\n<strong>5. Room to move</strong>\r\n\r\nAs in-store sales play a bigger role in site profitability, more retailers are moving toward canopies disconnected from the store. And with that, Bona says, “up-front parking becomes key to success.”\r\n\r\nIn positioning the canopy, retailers should consider sufficient up-front parking, with room for customers to drive into and back out of spaces, plus maneuver around pumps. They also should consider ingress and egress.\r\n\r\nThis isn’t just about physics. “It’s about comfort,” says Lynn Rosenbaum, vice president of brand environments for Chute Gerdeman. Beyond space, landscaping can also play a role, creating a comfortable ambience around the concrete-heavy fuel island.\r\n\r\nA detached canopy also helps highlight the store brand, especially as more retailers expand into foodservice. Rosenbaum points to Chute Gerdeman client Stripes, Corpus Christi, Texas, owned by Sunoco LP, Philadelphia. The stores have a detached, Sunoco-branded canopy spaced in front of a Stripes c-store featuring its Laredo Taco Company foodservice program.\r\n\r\n“They want to be known as a great convenience store, and Laredo Taco wants to be recognized as a real restaurant alternative, so they separate the building from the canopy,” says Rosenbaum.', '5 Reasons to Make Over Your Fuel Canopy', '', 'inherit', 'closed', 'closed', '', '2286-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2286, 'http://cbx.cappendev.com/2286-revision-v1', 0, 'revision', '', 0),
(2661, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '<strong>1. Channel Blurring</strong>From AXION’s coffee-centric Spot! Café in Argentina to the fast casual-inspired Kum &amp; Go Marketplace in Iowa, c-stores no longer are bound by old formats and product offers. Is something working in another channel? Adapt it and weave it in. Consumers no longer expect hard-and-fast divisions between c-stores, QSRs, coffee shops and drugstores.\r\n\r\n<strong>2. Outside-In</strong>\r\nIn the fuel-based c-store context, what if consumers could use something like Apple Pay to order food on a touchscreen while filling up and have it delivered to their car? Zarco USA, for one, is already giving this a try. Expect more technology-assisted design changes, outside and in.\r\n\r\n<strong>3. Sit and Stay a While</strong>\r\nAt many Sheetz stores in the Carolinas, people lounge on couches and sip coffee. Retailers may need larger stores and parking lots to accommodate this kind of offer, because excessive crowding is a visual cue suggesting slow checkout lines. However, even c-stores with less-ambitious seating areas can up the ante with better furniture and more considered environments.\r\n\r\n<strong>4. Inside-Out</strong>\r\nWhen you cover the windows from floor to ceiling with promotional posters, the store actually repels customers. Contemporary c-store designs offer unobstructed views through oversized windows. The idea is to look appealing both from the roadway and the threshold. Taking this “inside-out” approach to the next level is a developing trend.\r\n\r\n<strong>5. Food Is King</strong>\r\nTo engage the modern consumer, c-stores are ramping up the authenticity of their food and beverage offers. At Fresh Corner’s MOL stores in Eastern Europe, customers find spacious food counters with made-to-order sandwiches and other fresh fare. Many c-stores are bringing in food carts stocked with the kind of specialty cuisine typically found in urban food trucks.\r\n\r\nOriginally published by <a href=\"http://www.designretailonline.com/galleries/retail-trends/5-Retail-Trends-in-C-Store-Design-26145.shtml#\" target=\"_blank\">design:retail</a>', '5 Retail Trends in C-Store Design', '', 'inherit', 'closed', 'closed', '', '2188-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2188, 'http://cbx.cappendev.com/2188-revision-v1', 0, 'revision', '', 0),
(2662, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', 'In today’s digital age of networking and communication, you might think the paper business card is a lingering relic of an ancient era. While it’s true that we don’t use them functionally the same way we used to, they still serve as ambassadors for you and your business, and they’re an extension of your professional identity.\r\nWe spoke to Dave Weinberger, vice president and engagement director at brand agency CBX in New York City, to learn why business cards are still important and how people can design effective, memorable ones.\r\n\r\n1. Simplicity is key — avoid the tricks and gimmicks.\r\n\r\n“You want a business card to be pretty easy to use. Like most design, simple is better — don’t over-design things,” says Weinberger. Keep your card clean and uncluttered by being thoughtful about what information you include, as well as how you include it. “You don’t need to do tricky things with your phone number and address, because that’s obnoxious and people need to access that information,” he says. The same applies to font color; he recommends sticking with simple colors like black or dark/medium gray.\r\n\r\n2. Treat your business card like a marketing tool, and use it in a deliberate, purposeful way.\r\n\r\nSure, we all know that the direct purpose of business cards is contact information, like your name, job title, and email address. But nowadays, when it’s super simple and fast to connect with someone on LinkedIn, “the information almost becomes the least important part of a business card,” says Weinberger. “It’s kind of an antiquated aspect.”\r\n\r\nSo instead, you should treat your business card like a marketing tool and first figure out: What’s the purpose of using this, and how can I achieve these goals?\r\n\r\nFor example, you might want to use your business card to make a good first impression or act as a conversation starter. To do so, you could use heavier or thicker paper stock, sandwich multiple layers of stock together, or play around with the orientation, colors, and ink on the card. Weinberger says that he’s designed vertical business cards in the past in order to stand out from the crowd: “It allows you to stack information, and if you have a lot of phone numbers and a long address, it’s actually helpful.” Changing up the size of the card is another creative way to make it unique. Rather than stick with the standard 3.5” x 2” size, try designing a larger or smaller one. These all add visual surprise and complexity.\r\n\r\nYou could also experiment with die-cuts, letterpress, or unconventional materials (like wood or plastic, to name a few) in order to get people to notice you in an unusual, inventive, and memorable way. Avoid printing cards on glossy paper, which can look low-quality. “You generally want to do it on uncoated stock. Gloss and too much varnish can look cheap and gaudy,” says Weinberger.\r\n\r\nAlternatively, you might want to use your business card as a meeting tool. Weinberger says what makes his CBX business cards unique is that their first names are the largest things on them, which make them valuable during meetings. “When people put the cards in front of them in a meeting, they quickly glance down and the names are huge so they can see who they’re talking to, which is helpful,” says Weinberger.\r\n\r\n3. Use the back of the card as extra real estate.\r\n\r\nIn order to maximize your business card to its fullest potential, try using the back for supplemental branding or messaging. Weinberger says he’s seen companies put photos, brand statements, and logos on the back, which can help make your card more memorable. “If you have a card that you want to use as part of your first impression, it certainly costs more to print 2-sided, but it could be worth the effort,” he says.\r\n\r\n4. Enlist professional help.\r\n\r\nThis seems like an obvious tip, but don’t overlook the importance of using professional designers, printers, and photography. Because a business card is part of your first impression, you don’t want to present something that’s confusing, poorly designed, or unprofessional. The card should reflect well on your business and also quickly convey who you are and what you value. Graphic designers can easily create creative cards that are innovative yet professional, and printers can provide the proper paper stock and ink that are well worth the money. If you’re looking for beautifully designed, ready-to-customize business cards, you can also check our Business Card Templates lightbox.\r\n\r\n5. Avoid putting temporary messaging on the card.\r\n\r\nPutting ad slogans, campaign taglines, and coupons on your business card might seem like a good idea because it’s additional brand messaging, but Weinberger cautions against it. “We generally say: You don’t want things that aren’t evergreen on your business card. You want it to be a permanent statement because someone’s going to keep it for a long time,” he says. Stick to evergreen items like basic contact information and logos.\r\n\r\nYes, business cards are a formality. However, a well-designed business card will communicate information clearly, lend credibility to you and your business, and make you memorable with the people you meet. They are more than just a means of conveying contact information; they are marketing tools that can be used in a purposeful way. It’s up to you to explore your purpose, goals, and then design accordingly.\r\n\r\nOriginally published on <a href=\"http://www.shutterstock.com/blog/5-tips-for-designing-an-effective-business-card\" target=\"_blank\">Shutterstock</a>.', '5 Tips for Designing an Effective Business Card', '', 'inherit', 'closed', 'closed', '', '2118-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2118, 'http://cbx.cappendev.com/2118-revision-v1', 0, 'revision', '', 0),
(2663, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '<strong>Dr Pepper Snapple Group aims to engage a fresh young generation with the redesigned graphics for the number one orange soda brand</strong>.\r\nCBX, a brand agency based in New York City, recently collaborated with Dr Pepper Snapple Group to refresh the packaging graphics for Sunkist® Soda, the number-one orange soda brand. Introduced in 1978, Sunkist Soda was once known for its California style.\r\n\r\nPrior to engaging CBX, Dr Pepper Snapple Group recognized an opportunity to reposition the Sunkist Soda brand, going back to its “fun in the sun” roots and targeting teens with a bull’s-eye age of 16 years, in order to better differentiate from competitors within the orange segment. There was then the opportunity to better align the packaging graphics with the revised brand positioning – “Sunkist Soda lets you shine.” CBX was engaged for this challenge.\r\n“Since 2008, our packaging has been missing the original sun graphic, an equity that has been present for much of the brand’s history. Without it, we lost a connection to our California beach story and lacked differentiation within the orange segment,” said Eric Blackwood, Director of Brand Marketing, Core Flavored Soft Drinks at Dr Pepper Snapple Group.\r\nWith this in mind, the CBX team worked with Dr Pepper Snapple Group to determine the visual opportunity areas for Sunkist Soda. “The sun graphic provided us with a great platform for expressing the brand. Our opportunity was to visually express the idea of ’liquid sunshine’ – it was all about harnessing the positivity and vitality we associate with the sun and using that energy to gain relevancy with our target,” said Satoru Wakeshima, CBX General Manager.\r\nThe design solution – the playful script brandmark was refined to capture a California surf vibe, and fresh flavor colors were introduced to give the package a sun-like glow. The reintroduction of a vibrant sun and refreshing condensation convey summer beach energy. By reversing the blue and white brand colors, and staging the logo right on the sun, CBX helped Sunkist Soda embody \"liquid sunshine\" and stand out on the shelf.\r\n\r\nRead More: <a href=\"http://www.packworld.com/package-design/graphic/liquid-sunshine-refresh-sunkist-soda\" target=\"_blank\">http://www.packworld.com/package-design/graphic/liquid-sunshine-refresh-sunkist-soda</a>', 'A \'Liquid Sunshine\' refresh for Sunkist Soda', '', 'inherit', 'closed', 'closed', '', '1887-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 1887, 'http://cbx.cappendev.com/1887-revision-v1', 0, 'revision', '', 0),
(2664, 1, '2018-09-27 17:56:32', '2018-09-27 17:56:32', '<strong>As major manufacturers add smaller brands to their portfolios, they can either use them to boost their potential or contribute to their demise</strong>\r\nIt’s long been considered smart business practice to surround one’s self with people who make them look good.\r\n\r\nMany food and beverage manufacturers are applying this philosophy to their portfolios by aligning themselves with brands that appeal to today’s health-conscious consumer. These better-for-you companies benefit from strong “health halos,” or consumer perception that they are more authentic and nutritious than other companies.\r\n\r\nMany legacy brands are angling to capture some of that halo for themselves, sparking a wave of natural and organic brand acquisitions by industry power players. Dr Pepper Snapple recently acquired enhanced water manufacturer Bai Brands. In 2015, Hormel Foods bought Applegate Farms, a leader in natural and organic meats, and General Mills picked up Annie’s Homegrown the year before that.\r\n\r\nChris Konyk, business consultant at Salient Management Company, believes that it’s pivotal for major food and beverage brands to change their image because many consumers associate these companies with unhealthy, sugary products.\r\n\r\n“These companies finally got the message that people are looking to improve their health and are monitoring what they purchase for their families and eat or drink daily. They need an image makeover,” he told Food Dive. “The key will be how quick these manufactures can react and reposition themselves. The quickest way to realign to consumers and change their image is build their portfolio with items the consumers are seeking.”\r\n\r\nChristina Papale, vice president of strategy and director of innovation for branding agency CBX, said the “better-for-you” trend has grown, both in interpretation and cultural demand.\r\n\r\n“What was once considered a small pillar of a conventional portfolio is now a mass-culture table stake with consumers willing to pay more for options with cleaner ingredients and higher health benefits,” she told Food Dive. “The key is preemptively identifying cultural trends, scooping them up early on, then leveraging their core consumer base to further build and expand on the brands.”\r\n\r\nAs consumer demand for healthier products increases, better-for-you brands are becoming more attractive to major food and beverage manufacturers as acquisition targets.\r\n\r\n“Consumers are changing the way that they eat, trading unhealthy items like sugary beverages and fast food for water and whole foods. Additionally, they are looking for healthier versions of the packaged foods they love (e.g., pretzels and cookies), like those containing whole grains or added nutrients,” Beth Vallen, associate professor of marketing and business law at Villanova School of Business, told Food Dive. “And it’s not only demand that is driving the trend, it’s the fact that people are willing to pay more for these foods that is driving the acquisition of these brands.”\r\n\r\nVallen said that adding a better-for-you brand to a portfolio can create a halo effect for other, less healthy brands by association.\r\n\r\nMarie Chan, a partner at brand consulting firm Vivaldi, said that when companies acquire better-for-you brands, it’s important that they carefully consider what the acquisition will do.\r\n\r\n“With portfolio strategy, the BFY brand should have a clear role — meeting a different need-state, catering to a different consumer, offering different functional features/benefits, playing in a new daypart and/or new channel — to minimize cannibalization and brand overlap,” she told Food Dive by email. “Brand architecture is equally important. You must give consideration as to how much or how little emphasis will be placed on the corporate brand.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/cer.jpg\"><img class=\"alignnone size-large wp-image-10504\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/cer-1024x732.jpg\" alt=\"\" width=\"1024\" height=\"732\" /></a>\r\n\r\n<strong>Consumer attitude is everything</strong>\r\n\r\nDeveloping a brand, as a rule, may take a large company one to two years to get a product off the ground. With this timeframe, the manufacturer could already be beaten by a smaller, more nimble competitor.\r\n\r\n“Acquisitions are the quickest and easiest way to cut that time down,” Konyk said. “A company’s success is their speed to market. Some companies that seem to have the speed and dexterity to beat out competition are Preferred Popcorn with K &amp; W Popcorn acquisition, Danone acquiring WhiteWave, and Kashi with Pure of Holland.”\r\n\r\nMondelez also acquired a brand with a health halo when it purchased allergen-free manufacturer Enjoy Life Foods in 2015. The hope was that it could help the company attract new consumers to its products.\r\n\r\nGeneral Mills drove an early entry strategy by acquiring small natural brands. It started in 1999, acquiring Small Planet Foods and bringing brands like organic produce pioneer Cascadian Farms into its fold.\r\n\r\nChan said that PepsiCo has also done a great job at diversifying its portfolio with better-for-you brands. She said the soda and snacking giant used its acquisitions to recognize that many consumers have different needs, tastes and wants.\r\n\r\n“You may want to start your day with a healthy breakfast from Quaker, but re-energize in the afternoon with Mountain Dew. Either way, PepsiCo has the products to fit your life,” she said. “What makes PepsiCo successful is that it’s segmented its portfolio into Fun for You, Good for You and Better for You, so that brands have a clear role to play in the portfolio and are afforded the right focus and resources.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/quak.jpg\"><img class=\"alignnone size-full wp-image-10505\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/quak.jpg\" alt=\"\" width=\"568\" height=\"267\" /></a>\r\n\r\n<strong>How acquisition can help — and hurt — better-for-you brands</strong>\r\n\r\nFiliberto Amati, a partner at branding firm Amati &amp; Associates, said that when a conventional food or beverage producer buys a better-for-you brand, it usually is hoping to tap into a profitable niche where it would typically have no credibility to operate.\r\n\r\n“Normally, they keep the brands separated, albeit they leverage their distribution muscle and product supply efficiency as catalysts for growth of the acquired brand,” he told Food Dive. “This may not do anything for the image, but it certainly does a lot for the pockets.”\r\n\r\nIn many better-for-you acquisitions, Chan said, there is little to be gained from telling consumers about the acquisition upfront — like a label on products indicating animal welfare standard bearer Niman Ranch is a part of Perdue, or that organic and mission-based Annie’s is now a part of General Mills. In both cases, however, consumers benefit from greater distribution access and new products as a result of joining a much larger company.\r\n\r\nBy partnering with deep-pocketed corporations, smaller brands can expand the regions they serve, the lines they offer and the number of retailers that carry their products. They also get some big money behind them, which can help with marketing and any unforeseen challenges that arise.\r\n\r\nStill, this strategy doesn’t come without consequences. While the appeal of having deeper pockets and a larger reach could be mouthwatering to a startup or small brand, once a deal goes through, the better-for-you brand could suffer if the parent company treats it like the other brands in its portfolio.\r\n\r\n“It could lose its street credibility and put off customers by following traditional promotional routes,” Amati said. “However, if a brand stays true to itself, then the acquired brand image is immune to the effects of being associated with a larger manufacturer.\r\n\r\nKellogg\'s acquisition of organic cereal company, Kashi, did not give the company the exposure it wanted and led to a 35% market share loss to newer upstarts.\r\n\r\nAnalysts say many consumers supported these better-for-you brands in the first place because they weren’t large food companies. These smaller companies offered products that placed values above profit. If these brands jump aboard with multinational megacompanies and private equity, devotees could view their favorite brands as compromising those values.\r\n\r\n“Many of these brands started out as small, independent brands, and consumers may be skeptical that quality, ingredients and overall product healthfulness will remain after an acquisition of this type,” Vallen said. “This is especially true if the acquiring company is not known for healthy food brands.”\r\n\r\nPapale noted the impact depends on the type of acquisition and how the cultures of both companies mesh together. While some companies keep the brands and business intact, running as-is with existing leadership and changes that are “invisible” to its employees or day-to-day operations, others are executed more publicly with massive implications from the top down.\r\n\r\n“However way these acquisitions are played out, it becomes clear pretty quickly who the new sheriff is and how that’ll affect staff rationalization, brand spend, product changes etc.,” she said. “As such, it is imperative that companies are as transparent as possible when it comes to their actions, motives and goals moving forward with all brands.”\r\n\r\nKonyk has seen large companies acquire smaller ones and destroy any value the new company would have provided. Additionally, over the years, he’s witnessed acquisitions of a smaller company and never heard, saw or read anything of the larger brand they represented.\r\n\r\nOrangina, a popular European brand made with a juice blend and lightly carbonated water was purchased by Dr Pepper Snapple in 2006. Once part of the larger company\'s portfolio, it became obscure and less popular in the U.S. Odwalla, a smoothie brand, also lost most of its traction with consumers once rolled into Coca-Cola’s product line.\r\n\r\nSabra, makers of hummus spreads, is jointly owned by PepsiCo., and Israeli company Strauss. Eugenio Perrier, Sabra’s chief marketing officer, said he didn’t feel that PepsiCo interferes in Sabra’s operations at all. He also didn’t think the association with Pepsi reflected badly on Sabra — although understands that his brand helps Pepsi add more better-for-you products to its portfolio.\r\n\r\n“It has definitely given them [PepsiCo] openness to another part of the store—the perimeter of the store with our fresh offerings,” he told Food Dive. “We got with Pepsi the support of a company that was willing to advance growth. It’s a company that is in a good position to help us with distribution and management support.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/27741f982f6485590d3but-i-love-sabr9af72ceab5d3e.jpg\"><img class=\"alignnone size-large wp-image-10506\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/27741f982f6485590d3but-i-love-sabr9af72ceab5d3e-867x1024.jpg\" alt=\"\" width=\"867\" height=\"1024\" /></a>\r\n\r\n<strong>Should companies advertise BFY acquisitions or keep quiet?</strong>\r\n\r\nAn acquiring company needs to assess its objectives when deciding how to get the word out about a new BFY brand, Vallen said. If the objective is to grow sales of the acquired brand, care should be taken to ensure that association with the parent company does not erode consumer trust or perceptions of product healthfulness.\r\n\r\nSome manufacturers will issue a press announcement while others will keep it quiet. Papale said this can be a sensitive decision. Regardless of the action the larger manufacturer decides to take, consumers can still see it negatively.\r\n\r\n“No matter what is done, it’s important to try to communicate as authentically and truthfully as possible about the acquisition,” she said. “Packaging is a unique way for brands to signify the new merger, helping to tell a new story both to retailers and consumers. With new ownership often comes distribution, so creating some excitement in a tangible way the consumer will interact with is a good option.”\r\n\r\nIn a perfect world, an acquisition helps both parties, Amati said. Ben &amp; Jerry became truly global after the ice cream brand’s acquisition by Unilever, allowing the company to share its message on a larger scale.\r\n\r\n“Ideally, the acquisition is a win-win situation for all, allowing for wider distribution, the ability to leverage brand equity on both sides and an overall increase in consumer awareness,” he said.\r\n\r\nOriginally published in <a href=\"http://www.fooddive.com/news/a-balancing-act-does-getting-acquired-tarnish-the-health-halo-of-better-fo/441050/\" target=\"_blank\" rel=\"noopener noreferrer\">Food Dive</a>\r\nPhotos courtesy of Food Dive', 'A Balancing Act: Does getting acquired tarnish the health halo of better-for-you brands?', '', 'inherit', 'closed', 'closed', '', '2292-revision-v1', '', '', '2018-09-27 17:56:32', '2018-09-27 17:56:32', '', 2292, 'http://cbx.cappendev.com/2292-revision-v1', 0, 'revision', '', 0),
(2665, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'By Rick Barrack\nAt the end of the day, we’re in the interpretation business. In many cases, good design is a sign of how well a client and agency work together. I can almost envision the behind-the-scenes interactions that went on to land at the end results. And I’m willing to bet my girls’ college tuitions that the most successful designs are the result of the agency and the client knowing exactly where each other stands.\nRick Barrack, Chief Creative Officer and Founder of CBX, plays out a scenario for you on his personal life experience with clients and gives you five tips in how to avoid the \"WTF\" moments.\nOkay, here’s the scenario:\nWife wants to redecorate the bedroom, complete with hardwood floors, wallpaper and furniture. Thinking of summer camp tuition for my two girls (not to mention their eventual college tuitions), I quote the immortal Tom Waits: “Let’s put a new coat of paint on this lonesome old town.” Bickering ensues, we call a truce, and I ring the contractor. Explain the general vibe we’re going for. Ask him to bring us some paint samples.\nSo I’m all “WTF?” when he shows up a few days later with three samples in varying shades of blue: navy, cobalt and robin’s egg. And they are in an eggshell finish, not the flat we’d wanted.\n“Dude,” I say, motioning to the paints.\n“What?”\n“I hate blue.”\n“Oh. Sorry. You didn’t say that.”\nAnd that’s when it hit me: For a guy who spends his days trying to meet his client’s objectives, I completely forgot to provide my contractor with a clear creative brief, as we say in our business. Here I thought I was communicating my wants, when I’d obviously underestimated the details I’d provided during our conversation. The guy’s not a mind reader, so he did what he thought was right – anticipated my preferences – and told me what he thought would look best. Which was NOT what we were expecting – and actually pretty ballsy.\nHow many times have clients thought the very same way about design work presented to them by an agency? And how many brand managers, marketing VPs and CEOs have sat across from creative directors like myself and wondered, “Why couldn’t they make the package XX like we wanted, instead of YY?”\nSo there I was, having my second “WTF?” moment of the day. Because I’m definitely guilty of providing new ideas in a phase two presentation, even though the client never asked to see any. Or showing the client black along with the red they asked for. Probably because my personal philosophy is: Give them what they ask for, give them what they need. I’ll get an understanding of their creative brief so that I can then provide solutions they want as well as a few that maybe they haven’t thought of before. The riskiest proposition you can encounter is “change for change’s sake,” regardless of the clients’ personal preferences and business challenges. We need to listen to what’s been asked for and then deliver what we think is best.\nAt the end of the day, we’re in the interpretation business. In many cases, good design is a sign of how well a client and agency work together. I can almost envision the behind-the-scenes interactions that went on to land at the end results. And I’m willing to bet my girls’ college tuitions that the most successful designs are the result of the agency and the client knowing exactly where each other stands.\n \nHere are five fundamentals for clients and agencies to consider so they can avoid a “WTF” moment:\n<strong> \n1. Meet face-to-face.</strong>\nHad my contractor and I met in person to discuss what I wanted, there would have been little-to-no room for misinterpretation\n<strong> \n2. Play-it-back.</strong>\nAfter telling my contractor what I wanted, I should have made sure that he heard me, loud and clear, so that we were on the same page. After all, not everyone hears things the same way. It’s important to ask as many questions as you need to in order to reach a solution. (head nodding is the critical sign. . . Is everyone saying the same thing)\n<strong> \n3. Trust them.</strong>\nI hired my contractor for a reason – I should have trusted that any recommendation he made was considered and professional. Same goes for clients and agencies. Agencies may give you something different from what you asked for, but you can rest assured it is the result of thoughtful consideration.\n<strong> \n4. Think macro, not micro.</strong>\nI may not like the color blue provided to me by my but separating one’s own personal taste is critical to success.\n<strong> \n5. Don’t be too prescriptive.</strong>\nWhile we want a brief to be tight, you also want to have the freedom to be able to interpret that brief in creative ways. In retrospect, I should have left the door open a little so my contractor didn’t feel too confined, and had enough leeway to flex his muscle.\n \nFor your information, we ended up painting the bedroom grey, though I’m happy to say that a shade of blue was one of our Top Three choices. In the process, I learned two important lessons. #1: Always make your wife happy (while spending the least amount of money possible). And #2: Whenever you’re about to say “WTF?” to anyone – a contractor, a client, your kid – make sure you’ve been crystal clear in your expectations of them.\n<a href=\"http://www.thedieline.com/blog/2013/8/7/a-client-is-a-client-is-a-client.html\" target=\"_blank\">\nhttp://www.thedieline.com/blog/2013/8/7/a-client-is-a-client-is-a-client.html</a>\n', 'A Client is a Client is a Client', '', 'inherit', 'closed', 'closed', '', '1845-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1845, 'http://cbx.cappendev.com/1845-revision-v1', 0, 'revision', '', 0),
(2666, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<strong>Retailer Innovator of the Year Wawa recreates and enhances its brand in a new market</strong>\nTo say that Floridian consumers were desperately in need of a Wawa fix might be an overstatement. But then again, maybe not, according to posts on the Pennsylvania-based chain\'s heavily trafficked Facebook page.\n\n\"Desperately waiting for Sarasota FL Wawa\'s! Since moving from NJ having serious withdrawal!!!\" wrote one Florida convenience store customer.\n	\n\n\"Can\'t wait until the one opens on 301 and MLK and the one on Hillsborough across from the Hard Rock – that will be TWO Wawas within a mile of me – doin\' the happy Wawa dance,\" another giddy Floridian recently posted on Wawa\'s Facebook page, which has accumulated more than 1 million \"likes.\" The only convenience store retailer with more Facebook likes is 7-Eleven. The international retailer has more than 3 million likes, but 10 times as many stores as Wawa.\n\n\nWawa opened its first Florida store – and first store outside its traditional Pennsylvania-New Jersey-Delaware-Maryland-Virginia market area – on July 18, 2012, in Orlando. The chain opened its 25th Sunshine State store just last month, also in the central Florida area, and now operates more than 630 convenience stores.\n\n\nThe fact that Wawa\'s leap of almost 1,000 miles south of its traditional markets has met or exceeded all expectations is \"frankly humbling,\" Wawa President and CEO Chris Gheysens said in an exclusive interview with Convenience Store News.\n\n\n\"From the beginning, one of our mantras was that we had only one chance to make a great first impression,\" said Gheysens, who noted that the expansion has not been without its \"learning experiences\" for the company.\n\n\nTo make this great first impression, Wawa needed to do more than just transplant its Mid-Atlantic store model to the South. \"We felt we needed a fresh design, driven by the psychology of the Florida customer. The new store design has really informed the majority of people who didn\'t previously know Wawa and what the brand stands for: fresh, great-quality food and beverages, and convenience.\"\n\n\nAlways one of the leading innovators in the c-store industry, Wawa in the past year seems to be taking convenience retailing to a new level. With its successful entry into Florida, innovative use of social media, a mobile app initiative and continued focus on the consumer, Wawa has been selected by the editors of CSNews as the 2013 Retailer Innovator of the Year.\n\n\nTo introduce itself to customers in central Florida, Wawa worked with store design firm CBX to unveil the retailer\'s first major new store concept since the late 1990s. The new design uses \"fresh\" decorating cues such as natural materials, floor to ceiling glass windows, warm colors, an outdoor seating area and a redesigned, highly visible kitchen/sandwich-making area.\n\n\n\"When you walk into the store, you see people making food, as well as digital signs romancing the offer,\" said Gheysens. \"There\'s no mistaking that we are in the fresh food and fresh beverage business.\" (Editor\'s note: Wawa\'s new store concept won an Honorable Mention award in September in the 2013 CSNews Store Design Contest.)\n\n\nAnother new innovation at its Florida stores is the institution of \"ambassadors\" at the front door to introduce people to the Wawa experience as they walk in. These associates are armed with an iPad-type, touchscreen ordering device. \"They have been very successful at walking customers through our offer, our culture and helping show them how to shop at a Wawa. They help to demystify the Wawa experience,\" the chief executive explained.\n\n\nAs mentioned earlier, Wawa\'s expansion into Florida didn\'t happen without resulting in \"learning experiences\" for the c-store retailer. But it\'s a testament to the company\'s innovative thinking that it has turned potential pitfalls into opportunities.\n\n\n\"We\'ve learned quite a bit,\" Gheysens noted. \"We hold ourselves to high standards for customer service and we found we did not build the associate side of the store sufficiently to handle the high volume of business we did right out of the gate in Florida.\"\n	\n\nThe retailer found itself scrambling from the grand opening on July 18, 2012. To get customers in and out of the store within five minutes, Wawa quickly put in a speaker system for announcing to customers by order number when their food was ready for pickup at the counter.\n\n\nThe chain also needed to redesign the kitchen layout to make room for more sandwich-making equipment in order to handle orders more quickly. Subsequent Florida stores were built with more kitchen space to handle the high-velocity sandwich operation. Unexpectedly high initial sales also spurred the company to expand in other areas, such as its specialty espresso drinks and new milkshakes. Backroom storage space was also expanded at some stores.\n\n\nThe brand ambassador idea spurred more creative thinking as the retailer introduced expediters to work alongside the customer lines and take orders before they get to the counter.\n\nEven the outdoor seating concept has proven to be a happy \"learning experience\" for the retailer. Originally installed in the Florida stores to reinforce the food and beverage message, the seating areas are becoming very popular and heavily used by customers. So now, \"we are asking ourselves, how can we make it more functional?\" Gheysens told CSNews.\n\nAfter opening 25 stores in its first 13 months in Florida, Wawa expects to have 30 to 45 stores in the central Florida region by the end of this year. The company is currently pursuing more sites for ground-up units and its goal is to open between 20 and 25 stores per year in the area.\n</br>\n<strong>GETTING SOCIAL & GOING MOBILE</strong>\n\n\"People love to engage with our brand,\" Gheysens said.\n\nThe company sees the benefits of using social media from both a community and brand perspective. Wawa\'s 1 million-plus likes puts it among the top 1 percent of pages on Facebook. It also has more than 23,000 Twitter \"followers.\"\n\n\nThe secret to its success? \"We try to let our authentic voice come through and you can see that customers really love to have a personal engagement with us,\" the CEO said.\n\nWawa\'s call center monitors all its social media sites on a 24/7 basis and attempts to respond to all customer feedback in a voice consistent with the company\'s brand message.\n\nUnlike many other c-store retailers who struggle with measuring their return on investment from social and digital media, Wawa feels it has a good handle on its social media investments. \"We measure all our advertising media and we feel the return we get on social media is one of the highest of any media we utilize,\" said Gheysens.\n\nIn the future, he said Wawa will be more focused on doing product promotions online and through social media, but the ultimate aim of its social and digital media initiatives is to help the retailer \"simplify our customers\' daily life.\"\n\nToward that end, Wawa is currently in the process of developing its first mobile app, which is expected to debut next year. \"We\'re taking our time with this,\" cautioned Gheysens. \"We want to integrate our app completely with the experience at the store level.\"\n\nWithout getting into specifics, he ticked off some of the possible app components that would fulfill its mission:\n\n    Provide the ability to order and pay via the customer\'s mobile device. This could even be triggered automatically within a geographic perimeter of the store to which the customer is headed, or by a touch of the thumb.\n    Provide nutritional information for food offerings.\n    Find the lowest gas prices within a geographic range of the customer\'s mobile device.\n\n\"We know that 70 percent of our customers have a smartphone,\" noted Gheysens. \"And we know that a significant number of people at 4 p.m. don\'t know what they are having for dinner that evening. What Amazon.com has done to online retailing [in terms of speed of delivery and customizing offerings to customers] is going to happen to brick-and-mortar retailing. Mobile offers us the opportunity to do tailored marketing to customer-specific needs and to target offers to them that resonate better than anyone else\'s.\"\n\nGheysens described Wawa as more of a \"fast follower\" than a leader in innovation. Nevertheless, the c-store retailer\'s decentralized innovation process has made it \"very successful.\"\n\nMost of the focus of the past few years has been on product innovation, according to Gheysens. \"But now, we are thinking more about the process of innovation with the aim of getting ideas through the pipeline faster,\" he said. So, in addition to the product innovation being explored in the food area, the company is also looking at innovation in customer technology.\n\nGheysens expects product innovation will always be important, but customer technology and innovations in customer experience will be new areas that will extend and enhance the Wawa brand going forward.\n\nThe leap into Florida was certainly the high point of the past year for Wawa. Gheysens believes Wawa has not only made a great first impression, but it is continuing to build brand awareness and satisfaction with customers for the long term.\n<a href=\"http://www.csnews.com/article-a_great_first_impression-6321.html\" target=\"_blank\">\nhttp://www.csnews.com/article-a_great_first_impression-6321.html</a>', 'A Great First Impression', '', 'inherit', 'closed', 'closed', '', '1857-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1857, 'http://cbx.cappendev.com/1857-revision-v1', 0, 'revision', '', 0);
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(2667, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<em>As the Marketplace Fairness Act, otherwise known as the online sales tax, moves to the House, brick-and-mortar retailers should understand how it could affect their operations if it passes.</em><em></em>\n\nThe new kid on the retail block is here to stay. As consumers’ shopping habits shift toward mobile and web purchases, traditional brick-and-mortar retailers continuously feel e-commerce’s tightening grip on consumer pocketbooks, and pet stores are no exception.\n\nThe pet industry has seen an uptick in online competition over the last few years as retailers like PetMed Express, Foster and Smith, and Wag.com gain market share. Online sales of pet food and supplies reached $2 billion in 2011, and are expected to rise to $2.5 billion by 2016, according to a December 2011 report from IBIS World, a Santa Monica, Calif.-based market research firm. PetMed Express and Foster and Smith were top earners online, earning an estimated $168.9 million and $162 million in sales in 2011, respectively.\n\nWith little overhead and smaller staffs, online retailers can offer pet owners lower prices. And, under a precedence set by a Supreme Court ruling in 1992, Internet sellers are exempt from collecting state sales tax; except in states where the business has a physical presence.\n\n“The Internet is a terrific marketplace for comparing prices,” says Joe Dowley, a partner who monitors tax law for clients at international firm McKenna Long &amp; Aldridge, based in Washington, D.C. “If you add that on top of the fact that you don’t have to pay the sales tax, then you’re really cooking.”\n\nThese online advantages make competition stiff for Main Street, which is why many traditional retailers are hoping new legislation will help level the playing field. In May, the U.S. Senate passed the Marketplace Fairness Act (MFA), a bill that would require states to collect sales tax from online retailers at the time of the transaction—no matter where the business is located. Only online businesses with less than $1 million in annual sales would be exempt from the law.\n\nFor pet specialty retailers with stores in states that have a high sales tax, passage of the MFA could offer a break from online competitors. Teresa Miller, owner of Treats Unleashed, a St. Louis-based pet retail store with seven locations, says the nearly 10-percent sales tax her customers pay in some locations makes it harder for her to compete with online retailers. “At 10 percent [sales tax], it’s almost a premium if you’re buying local, and it becomes a complete disadvantage when you’re trying to compete online,” she says.\n\nMiller—who lobbied for passage of the bill in Washington, D.C., in April—says the Marketplace Fairness Act is important because it sets a standard and provides consistency across all states. “If passed, it will level the playing field with some of those gigantic online companies, who right now are strategically putting themselves [in locations] where they don’t have to pay the sales tax,” she adds.\n\nOther provisions of the bill could help brick-and-mortar pet retailers, like Miller, looking to add or grow an online store of their own. Under the MFA, states would be required to simplify their sales tax laws in an effort to make multi-state collection easier, or can join the Streamlined Sales and Use Tax Agreement (SSUTA)—a governing board that harmonizes the administration and collection of sales and use taxes among member states, of which 24 are currently members.\n\n“The Streamlined Sales Tax and Use agreement would make [this collection] easier for online sellers. It makes it easier for states to calculate who gets what in a transaction, and it makes it easier for retailers to purchase a software, which gives them the opportunity to determine how to assess the tax in a particular state or jurisdiction,” Dowley says.\n\nThat simplification, says Miller, will help her develop a business plan for growth of Treats Unleashed’s online store. While her online sales are still under $1 million, the MFA’s requirements of states to simplify their tax laws or join SSUTA, would help Miller move forward with her plans to grow the online store.\n\n“If it doesn’t get passed, I’m scared the states will develop their own enforcement policies, and I’m going to have to keep track of 50 different states with 50 different polices,” Miller says. “[The Marketplace Fairness Act] would give us a consistent way to put this in place, with a standard software and practice so retailers can collect [the taxes] without 50 different rules.”\n\nWhile the MFA awaits its vote in the House of Representatives, Dowley says the bill is inevitable. “The [Supreme Court] left it open for Congress to change the law, and it has been brewing for several years, particularly since the Internet has grown by leaps and bounds,” he says.\n\nStill, Miller recognizes that customers will continue to make purchases online. “It’s not really about brick-and-mortar versus the Internet sellers,” she says. “It’s about fairness or at least a consistency across both mediums.”\n\n&nbsp;\n\n<strong>Another Piece to the Puzzle</strong>\nWhile passage of the Marketplace Fairness Act (MFA) could offer brick-and-mortar pet specialty retailers more equality with their online competitors, online sales will continue to grow at double-digit rates over the next 10 years—and in order to stay competitive, traditional retailers will need to offer pet owners what online retailers simply cannot.\n\n“Retailers should not be looking at the Marketplace Fairness Act as any kind of relief from Internet competition,” says Crosby Renwick, executive director of strategy at CBX, a New York City-based brand agency and retail design consultancy. “It will level the field on sales tax, but that’s a small piece of the puzzle.”\n\nIn order to break through the barrier and ease the competition, asserts Renwick, Main Street retailers need to reinvent what their purpose is on the retail landscape. Services like grooming and daycare are benefits online retailers cannot offer, however many retailers may not realize that the greatest asset they have over their competitors is their physical space.\n\n“Retailers can use their physical space to their advantage to make their store a social meeting place,” Renwick says. Bringing pet owners together through events—for example, hosting an event that exclusively gathers Boston Terrier lovers—gives customers a reason to make an extra trip to the local pet store. And while customers are basking in Boston Terrier glory, they will browse and most likely make a purchase, Renwick says.\n\n“Retailers have their ace in the hole being a physical place where people of like minds can get together,” he says. “What they have to sell is a social connection and a relationship. The goods will surround that, and it will engender the sales of those goods.”\n\n<a href=\"http://www.petbusiness.com/articles/2013-07-01/A-Move-Toward-Equality\" target=\"_blank\">http://www.petbusiness.com/articles/2013-07-01/A-Move-Toward-Equality</a>', 'A Move Toward Equality', '', 'inherit', 'closed', 'closed', '', '1830-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1830, 'http://cbx.cappendev.com/1830-revision-v1', 0, 'revision', '', 0),
(2668, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<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', '', 'inherit', 'closed', 'closed', '', '1974-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1974, 'http://cbx.cappendev.com/1974-revision-v1', 0, 'revision', '', 0),
(2669, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1-150x150.jpg\" alt=\"\" title=\"Rick_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1070\" /></a>By Rick Barrack:\r\nIt’s just about that time again. My excitement at the fact that Punxsutawney Phil, the undisputed king of the prognosticating groundhogs, did NOT see his shadow last week (which as we’ve collectively convinced ourselves means Spring draws nigh!) was tempered somewhat by the fast approaching task of having to once again, rack my brain to find the perfect Valentine’s Day gift.\r\n\r\nI have a pretty illustrious track record of splendid Valentine’s Day gift (if I say so myself. My wife might disagree. But she’d be wrong) so setting such a high standard means my margin for error diminishes significantly every year. And as I am sitting staring at the eight open windows on my computer’s desktop, desperately trying to get ideas, inspirations, celestial epiphanies as to what to buy my wife this year, I was struck by the following realizations. I was outraged, actually—and they weren’t realizations, they were questions. Namely:\r\n\r\nWhat’s with the red? Everything I’m seeing is red. Why does everything HAVE to be red? When did red become the official color of Valentine’s Day? We all sort of accept it as a matter of cultural fiat but who made that decision?\r\nAnd what about the heart thing?\r\n\r\nSt. Valentine’s Day, historically speaking, started off with no sentimental or romantic elements whatsoever. In fact the Valentines—there were a couple—were martyrs who were killed by Roman emperors. Not exactly an occasion you remember through the giving of chocolates, is it? Where did the heart-shaped jewelry come in? The flowers?\r\n\r\nFor God’s sakes, the chocolate-covered strawberries in a heart-shaped box?!\r\n\r\nSo, why are we held hostage by those specific gift items, from heart-shaped jewelry to flowers?\r\n\r\nAnd this got me thinking as I was scrolling furiously: the whole held-hostage-by-gifts thing wouldn’t be so bad if the biggest (and honestly, the most practical) brands in Valentine-dom weren’t so, well, cheesy. Insipid. Dated. Antiquated. Dull. Here are my thoughts on just a few:\r\n\r\n<strong>Russell Stover</strong> They’ve been around since 1923, the year the actual Russell Stover founded the company. (Little known fact: Russell Stover also created the name Eskimo Pie.) And it shows because their branding would have looked totally appropriate on “Little House on the Prairie.” They’re also the foremost purveyor of the red, heart-shaped box of chocolates, which I find so utterly devoid of charm. Can the company stand for anything besides chocolate on Valentine’s Day? It’s a fairly limited piece of the pie they’re going for, and a refresh of their stale brand identity would seem to be in order, certainly if they want to appeal to a younger, more traveled and design-savvy audience.\r\n\r\n<strong>Hallmark</strong> When I think of Valentine’s Day cards. I think of Hallmark. Millions of people do. This is good. It’s a giant company that strives to help people express what’s in their hearts on A1-size cardstock (Hallmark even owns Crayola). Terrific brand value there—but would it kill them to modernize their identity a little bit? The company is 100 years old. The logo has remained virtually unchanged since the 1950s. Can we do something about the crown?\r\nFTD This company is so old, the original FTD acronym stood for Florists’ Telegraph Delivery. And the vaguely Silver Surfer-ish winged-foot-and-hatted eunuch clutching the bouquet of flowers as if he’s about to whip them at you like a discus? That’s Mercury Man (Hermes Man if you prefer the Greek version). He’s the Roman god of commerce and invention and was chosen as the company logo in 1914! FTD sorely needs to update that logo and think about a far more relevant contemporary iconography and overall brand identity.\r\n\r\nAnd I can think of a couple different ways to start.\r\n\r\nOne, since FTD delivers many things other than flowers nowadays. How about changing the meaning of the acronym from its current Florists’ Transworld Delivery (huh?) to Favorite Things Delivered? Because that’s what you do on V-Day isn’t it? You want to get your sweetheart’s (new) favorite thing delivered with unfailing timeliness.</p>\r\n\r\n\r\n', 'A Valentine’s Day Brand Gets a Makeover', '', 'inherit', 'closed', 'closed', '', '1558-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1558, 'http://cbx.cappendev.com/1558-revision-v1', 0, 'revision', '', 0),
(2670, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<strong>Readers weigh in on Van Gogh Vodka\'s redesign.</strong>\r\nIn an effort to animate and reinvigorate the brand’s connection to art, Van Gogh Vodka has redesigned its packaging. “With this new package, we strove to create a collection of labels that are equal parts artistic and appealing—each one had to be a work of art to match the craftsmanship of the liquid inside, translating the spirit of Van Gogh’s Expressionism and bold vision in an engaging manner,” Norman Bonchick, chairman and CEO, 375 Park Avenue Spirits, the importer of Van Gogh Vodka, tells <em>Package Design</em>.\r\n\r\n“It was important that the new package live up to and respect our namesake, Vincent Van Gogh. “By working with an artist who painted through the lens of Van Gogh we were able to have paintings created using our 16 signature flavors as inspiration. Each of these paintings then became one of the labels you see with the release of the new package.”\r\n\r\nIn this the final installment of Field Notes, we ask Package Design readers if the new packages are stars or if the designs leave 375 Park Avenue Spirits’ branding goals in the fields.\r\n<p class=\"p1\"><strong><span class=\"s1\">Allison Koller\r\n</span>Executive creative director, CBX</strong></p>\r\n<p class=\"p1\">There’s no question this is flavored vodka and that it will create a strong block at shelf. Perhaps the missed opportunity is in fully capturing the expressionistic spirit and style of Van Gogh’s paintings. The flavored variants could have been pushed further, so they were less literal and more abstract. This would have created a much more artistic spirit for a brand intent on celebrating its handcrafted tradition.</p>\r\nRead the full article in <a href=\"http://www.packagedesignmag.com/content/field-notes-a-work-of-art\" target=\"_blank\">Package Design Magazine</a>\r\nPhoto courtesy of Package Design Magazine\r\n\r\n&nbsp;', 'A Work of Art?', '', 'inherit', 'closed', 'closed', '', '2285-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2285, 'http://cbx.cappendev.com/2285-revision-v1', 0, 'revision', '', 0),
(2671, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p><strong>CBX Helps Create Brand Alternative Approach for Live Better,Preferred Pet and Market Spa Brands</strong>\r\n\r\nNew York, NY – September 14th, 2009 – The Great Atlantic & Pacific Tea Company (A&P) has been named Store Brand Retailer of the Year by Private Label Magazine for a reason. Since its acquisition of Pathmark in late 2007, the Montvale, NJ-based retailer has embarked on a massive expansion of its “Own Brands” private label program. Three of these brands, Live Better, Preferred Pet, and Market Spa are part of a portfolio of brands that provide proprietary, innovative, high-quality products to meet the changing needs of shoppers.\r\n\r\nCBX Strategic Branding worked on the three branding initiatives. \"We worked closely with the A&P team to tell a story with all of the products, so that each would be a unique and ownable brand for A&P,\" says Todd Maute, CBX Strategic Branding.\r\n\r\n\"We could not be recognized for our efforts without the creativity and insight provided by the CBX Team,\" says Doug Palmer, VP of Own Brands for A&P.\r\n\r\n<strong>The Way to Live Better</strong>\r\nThe first, Live Better, is a line of OTC pharmaceutical and beauty products. CBX approached this brand with a fresh, quality of life message. \"The challenge was to create a brand that is more about lifestyle and less about price. Ultimately, this would provide A&P with a unique, ownable brand that ties directly into their marketing strategy for the pharmacy department,\" says Maute, CBX Strategic Branding. The Live Better logo forms a banner stretching across a sky blue background and works to enhance the efcacy message. The brand architecture helps unify and identify products in a complex and competitive category. A color band system calls out product benets and provides differentiation between the products. The design system is applied across a range of over 1,000 SKUs while also addressing multiple packaging substrates, print technologies and marketing imagery.\r\n\r\n<strong>Preferred Pet to the Rescue</strong>\r\nWith improved product quality and a plan to expand the brand\'s presence, CBX redesigned the Preferred Pet brand and created a brand system that addresses the entire pet category including dry, wet, dog, cat, and treats. \"This was an opportunity to enhance value, but also create a brand strategy in tune with the needs of pet owners and the emotional connection they have with their pets,\" says Maute, CBX. After one A&P employee volunteered her pets, which were rescued dogs, to be the stars on the package, the idea of using rescue animals as packaging \"models\" across the entire line became reality. The animals featured on the packaging came from various rescue shelters and their stories appear on the back panel. A rened and elegant typeface chosen for the new brand identity signals the high-quality product while a heart-shaped graphic speaks to the emotional connection consumers have with their pets. Bright primary colors on a white background make the packages stand out on the shelf and easy to shop.\r\n\r\n<strong>Spend a Day at the A&P Spa</strong>\r\nFor consumers who want to be pampered, CBX created the brand name and packaging system for Market Spa, a line of health and beauty aids products. \"The name connotes a spa/quality experience and elevates the perception of products in the category,\" says Maute, CBX. \"We took a refined and sophisticated approach to the new brand identity and combined it with an apothecary style,\" says Maute. Soft, warm colors, and images that connote a visit to a spa adorn a line of body washes, shampoos, conditioners, lotions, etc. The line is designed to appeal across multiple consumer segments.\r\n\r\n\"Through expansion and redesign, we are providing our shoppers with alternative brands that fulfill their needs and offer complete solutions for different lifestyles,\" says Doug Palmer, Vice President of Own Brands at A&P.\r\n\r\n<strong>About The Great Atlantic & Pacific Tea Company, Inc.</strong>\r\nFounded in 1859, A&P is one of the nation\'s first supermarket chains. The Company operates 435 stores in 8 states and the District of Columbia under the following trade names: A&P, Waldbaum\'s, Pathmark, Best Cellars, The Food Emporium, Super Foodmart, Super Fresh and Food Basics.', 'A&P Tells its Own Story With Expansion of its Private Label Program', '', 'inherit', 'closed', 'closed', '', '1629-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1629, 'http://cbx.cappendev.com/1629-revision-v1', 0, 'revision', '', 0),
(2672, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>Kate Bittman joined the New York office of Rodale as associate director for communications at Men’s Health magazine. She had been public relations manager at The New Yorker magazine, part of the Condé Nast Publications division of Advance Publications.\r\nJames Brooks joined Forge Worldwide, Boston, as an interactive art director. He had been a senior designer at the Boston office of Digitas, part of the VivaKi division of the Publicis Groupe.\r\n\r\nAndrew Campbell and Dominick Cirigliano joined CBX, New York, as vice presidents, responsible for business development. Mr. Campbell had led business development efforts at Innovations and Development and Mr. Cirigliano had been director for business development at Brand Engineers.\r\n\r\nThe Coca-Cola Company expanded its relationship with the Indonesian operation of McCann Worldgroup, part of the Interpublic Group of Companies, by naming it agency of record for all sparkling beverages. The agency will continue to create campaigns for Coca-Cola and also handle the Fanta and Sprite brands, which had been handled by the Jakarta office of Ogilvy & Mather Worldwide, part of WPP. Billings were not disclosed.\r\n\r\nDave Damman, executive creative director at Carmichael Lynch, Minneapolis, owned by the Interpublic Group of Companies, was promoted to chief creative officer, which had been a vacant post.\r\n\r\nDiana DiGuido joined PM Digital, New York, in a new post, senior director for client services. She had most recently been an account director at Zeta Interactive.\r\n\r\nRick Doerr joined the New York office of T3 as senior vice president and managing director, succeeding Jane Crisan, who left to join the Garage Team Mazda, Irvine, Calif., part of WPP. Mr. Doerr had been managing director at BBDO Hong Kong, part of the BBDO Worldwide division of the Omnicom Group, and also served as regional business development director for Asia.\r\n\r\nGood Housekeeping, New York, part of the Hearst Magazines unit of the Hearst Corporation, made two appointments. Sara Rad, director for brand development, was promoted to director for advertising and brand development. And Christine Rannazzisi-Gerstein, associate publisher for marketing at another Hearst magazine, Country Living, will also serve as associate publisher for marketing at Good Housekeeping; that post had been vacant since last summer, when Renée Lewin became associate publisher for marketing at Harper’s Bazaar, also a Hearst magazine.\r\n\r\nHorizon Media, New York, promoted two executives in its Los Angeles office. Zach Rosenberg, general manager, becomes executive vice president and chief growth officer, a new post. Serena Duff, executive vice president and managing partner, becomes executive vice president and general manager for the Western region.\r\n\r\nRyan Ku joined Dojo, San Francisco, in a new post, planning director. He had most recently been a brand strategist at Eleven, San Francisco.\r\n\r\nGustavo Lauria joined the Vidal Partnership, New York, as managing partner and chief creative officer, succeeding Mauricio Galván, who left to become chief creative officer at Totality. Mr. Lauria had most recently been creative director at La Comunidad, Miami.\r\n\r\nRon Levy joined the New York office of Broadway Systems as senior vice president, overseeing client services and account management. He had most recently been senior vice president at MediaBank, which merged with Donovan Data Systems to form MediaOcean.\r\n\r\nPeter A. Mayer Advertising, New Orleans, hired five employees. They are Erin Durbin, a digital account executive; Emily Edison, a junior account executive; Valerie Galati, an associate project manager for the CenturyLink account; Brian Oberkirch, director for interactive strategy; and Danielle Russo, a graphic designer.\r\n\r\nJim Moise joined Good Technology, Sunnyvale, Calif., in a new post, chief revenue officer. He had most recently been senior vice president for sales and operations at SupportSpace.\r\n\r\nTim Morral, who had been a freelance copywriter for Walker Sands Communications, Chicago, was promoted to senior copywriter.\r\n\r\nBurns Patterson, executive vice president at Middleton & Gendron Brand Communications, New York, was promoted to a new post, chief operating officer. Also, two vice presidents, Jay Austin and Patricia Nugent, were promoted to senior vice presidents. The changes are part of a reorganization of the agency.\r\n\r\nRingling Brothers and Barnum & Bailey Circus, Vienna, Va., part of Feld Entertainment, chose the Geppetto Group, New York, part of WPP, as agency of record for the its 142nd show. Billings were not disclosed. The assignment had previously been handled internally.\r\n\r\nXiaoming Shao joined Maxifier, New York, in a new post, managing director for the Asia-Pacific region. He had held a similar post at AudienceScience, New York.\r\n\r\nEllen Sluder joined CoreBrand, New York, in a new post, director for business development. She had been director for marketing and business development at Fleet Aviation.\r\n\r\nSubway, Milford, Conn., consolidated its United States media services account by naming MediaCom, New York, part of the GroupM division of WPP, which already handles planning and buying for traditional media, to also handle planning and buying for digital media. The digital assignment, with spending estimated at $25 million to $30 million, had been handled by Publicis Modem, part of the Publicis Groupe. Spending in traditional media was estimated at more than $400 million.\r\n\r\nTillamook County Creamery Association, Tillamook, Ore., selected Vendor, Austin, Tex., to create two campaigns, one for the Texas market and one for several Western markets. Spending was not disclosed. The association, which makes cheeses, yogurts and other dairy products, had previously worked with Mono, Minneapolis, part of MDC Partners, for creative duties.\r\n\r\nU.S. Cotton, Gastonia, N.C., named Marcus Thomas, Cleveland, as agency of record for the Swisspers line of cotton-based health and beauty aids. Spending for the assignment, which had been handled by Breehl, Traynor & Zehe, Cleveland, was not disclosed.\r\n\r\nJeff Voigt joined Doner, Southfield, Mich., in a new post, senior vice president for media insights. He had been senior partner and group communications research director at Team Detroit, part of WPP.\r\n\r\nJim Wayand joined the San Francisco office of MRM Worldwide as global business leader for Team Intel, which is dedicated to the Intel account. He succeeds Marylee George, who will lead the digital marketing group relationship with Intel. Mr. Wayand had been at Microsoft, leading assignments for the Microsoft Store and the Bing Marketing Engagement Team.\r\n\r\nColby Wilson joined Parliament, Portland, Ore., in a new post, director for client services. He had been director for operations at the Opus Creative Group, Portland.\r\n\r\n<a href=\"http://www.nytimes.com/2012/02/13/business/webdenda.html?_r=1&pagewanted=all\" target=\"_blank\">http://www.nytimes.com/2012/02/13/business/webdenda.html?_r=1&pagewanted=all</a>', 'Accounts and People of Note in the Advertising Industry', '', 'inherit', 'closed', 'closed', '', '1690-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1690, 'http://cbx.cappendev.com/1690-revision-v1', 0, 'revision', '', 0),
(2673, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Gregg_web1.jpg\"><img class=\"alignleft size-thumbnail wp-image-1069\" title=\"Gregg_web\" src=\"http://www.cbx.com/wp-content/uploads/2012/09/Gregg_web1-150x150.jpg\" alt=\"\" width=\"150\" height=\"150\" /></a>By Gregg S. Lipman:\r\nLast month, there were mumblings that Spain might be saying \"adios\" to the siesta due to the Eurozone crisis that has been rocking Europe for the past several years. This mid-day break - often consisting of a multi-course meal followed by a snooze - is costly for both Spanish workers who no longer have money to spend on long meals, and for companies who cannot afford to have their workers being less productive in the afternoons. Now, in a time every Euro counts in the family budget, and every hour counts toward a company\'s bottom line, workers have taken to eating their lunches in the office with their co-workers or even (gasp!) eating lunch in front of their desks.\r\n\r\nThis behavioral shift in the Spanish culture means big opportunity for brands that previously have not had a huge presence in Spain. For the first time in their professional lives, Spanish workers will now need to figure out how to bring meals into the office, make meals in the office and enjoy meals - yup, you guessed it - in the office.\r\n\r\nFood storage brands like Snapware, Tupperware and Ziploc can obviously provide answers to the first question, through storage solutions that enable workers to bring their meals from home to the office with ease. Sure, this seems like an obvious choice for Americans, who have been taking their lunches to work for years. But for Spaniards, \"brown bagging\" is a foreign concept with which they are quickly becoming acquainted. These brands can break the taboo with sub-brands or products that target the needs of that region. Perhaps a sleeker, more European design would appeal to Spanish sensibilities and tastes.\r\n\r\nAmericans have been bringing microwavable meals - everything from soups to lasagna - to the office for decades. But Spaniards, and Europeans in general, tend to look down upon anything frozen or processed. Part of this is due to their access to fresh fruits, vegetables and meats at their local markets, and part of it is because the more leisurely meal, often enjoyed with family, has a greater emphasis - and longer history - in those countries. But brands like Buitoni, Amy\'s Organic and Healthy Choice have been offering, \"almost made fresh\" prepared foods in the US for many years now, and could likely translate their offerings to meet the tastes and needs of Spanish audiences. Incorporating typically Iberian flavors like saffron and vinegar, meats such as Jamon Serrano, fish such as shrimp and merluza, beans such as chickpeas and starches like rice would all help win over Spanish audiences. And whereas Americans often eat a single item for lunch, meals introduced to Spanish audiences could consist of anywhere from three to five courses, to be more consistent with the restaurant lunches they previously enjoyed.\r\n\r\nBut just changing WHAT people eat won\'t fill the void left by the siesta. People who previously left the office for two hours or more - and often had a nap during that time - are going to need to discover HOW relax in the office. One possible way they can fill the void is by having longer meals in the office, and to make these meals actual events, like \"pot-luck\" lunches in which workers bring dishes that can be shared. Google does a great job of keeping people happy in the office at lunchtime, by offering several different cafes at its Googleplex headquarters, all of them rumored to be good, a well as lunchtime entertainment, lunch-and-learns and lectures. The technology giant also recently implemented a monthly \"silent lunch\" that helps employees rejuvenate during the day and which revives the corporate culture of innovation, community and doing the right thing.\" While Spaniards aren\'t exactly known for being a quiet culture, this communal breath during the day might be a welcome break.\r\n\r\nAnd what about the nap that is the siesta\'s trademark? The new structure brings about a need for new innovations that will let workers take a snooze at their desks. As a result, companies may start having functional lounges, in which people can crash on a couch for a few minutes, or may even incorporate \"nap pods\" into their designs (not unlike the ones at the \"Oasis,\" HuffPo-sponsored centers at the Republican and Democratic National Conventions). Not to mention, a shorter lunch break could mean that the other two meals of the day - breakfast and dinner - may get expanded, in turn presenting even more brand opportunities. So while a siesta-less Spain may leave a void in the hearts of Spaniards, this potential cultural shift presents a huge business opportunity that today\'s food brands can fulfill.', 'Adios, Siesta...Hello Major Business Opportunity', '', 'inherit', 'closed', 'closed', '', '1649-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1649, 'http://cbx.cappendev.com/1649-revision-v1', 0, 'revision', '', 0),
(2674, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p><strong>For consumers, it’s a not-so-fine line between love and disgust           By: Robert Klara</strong>\r\n\r\nLegal disputes over advertising seldom get much public attention, but a recent decision out of the U.S. District Court for the District of Columbia was an exception: It made headlines.\r\nIn a controversial preliminary injunction, Judge Richard Leon blocked the Food and Drug Administration from forcing cigarette brands to place gruesome photos of blackened lungs and cancer-riddled corpses on its packs—a mandate that was to have gone into effect this September. Warning labels were one thing, the court said, because they were statements of empirical fact. But the proposed images, emotional and deeply disturbing, constituted “commercial speech” and as such were an effort to force a brand to advertise against itself. The FDA has since appealed, and some legal experts say that this case may well end up in the Supreme Court.\r\n\r\nUntil it does, however, the case has resurrected a larger issue that’s one of marketing’s most enduring hot potatoes: the use of explicit images to get consumers’ attention—also known as “shockvertising.”\r\n\r\nShock tactics have been around for awhile. Though some of the material may seem relatively tame today, the commercial featuring the 15-year-old topless Brooke Shields confessing that nothing came between her and her Calvin Klein jeans dropped many jaws in 1980, as did the Partnership for a Drug Free America’s “This is your brain on drugs” in 1987. (That spot showed a man cracking an egg on a hot frying pan.)\r\n\r\nWhile some have argued that shockvertising had been done to death by the end of the ’80s, that hasn’t stopped brands from playing the shock card, from fashion label Mangano’s bisexual orgy ads (2009) to Federici ice cream ads depicting a pregnant nun (2010) to dark-horse presidential candidate Terry Randall’s ad for the Super Bowl, featuring dead and dismembered fetuses (2012), banned just days before the game. Why do so many still use it?\r\n\r\nThat’s probably an obvious one. For as much as the Web may have toughened the societal skin to amateur porn and gross-out videos, graphic images still stand out in a crowded media landscape. According to a white paper presented in London last year at the Center for Innovations in Business and Management Practices, “Advertising agencies are facing difficulties in reaching the customer effectively, so they are using shock advertisements to pierce through this data clutter.”\r\n\r\nBut the piercing can be tricky. Images that may have offended a generation ago are ubiquitous today, which means brands looking to shock must keep increasing the voltage. “The identification with and understanding of metaphor has increased so much that you need to ratchet things up, keep pushing the envelope,” says psychologist Robert Passikoff, founder and president of consultancy Brand Keys. As veteran adman Ray Black has written, “The major flaw in shock strategy is that it’s like a drug. You have to increase the dose …to remain visible, but there’s a limit to how much of that the public will cop.”\r\n\r\nIndeed, there is a limit. Though nearly a third of consumers believed that shock value was an “effective” advertising tool, according to a Media Curves poll conducted in 2009, 58 percent of consumers preferred messages containing wit and humor. Shockvertising’s critics also note that while the tactic turns heads, there’s a big difference between generating attention and generating sales.\r\n\r\nThis is probably why many branding consultants are lukewarm on shockvertising when asked if it’s an effective and reliable way to build a brand’s reputation and bottom line. “The percentages on it are no better than with any other kind of advertising,” says Hayes Roth, chief marketing officer at global brand consultancy Landor.\r\n\r\n“Reliable? It’s clearly going to be very unreliable as far as what’s going to happen when you shock people,” adds marketing consultant Julia Beardwood of Beardwood & Co. “It gets people to pay attention—but how do you quantify that?” asks Rick Barrack, chief creative officer of brand consultancy CBX.\r\n\r\nYou can’t. But you can draw some conclusions from the textbook cases to follow. As the FDA/tobacco case slowly snakes its way through the courts, we decided to look back at a few of the more famous shock ads of the past two decades—and evaluate just how well (or not) they did their jobs.\r\n\r\n1. Deadly Smoking Pics (2011) When President Obama signed the Family Smoking Prevention and Tobacco Control Act into law in 2009, the FDA gained the authority to regulate the sales of cigarettes. In the summer of last year, the FDA selected nine compulsory images tobacco brands were to display, including a black lung, a mouth riddled with cancerous lesions and a bare-chested male cadaver. Not only did the FDA require the photos to appear on the top halves of cigarette packs (front and back), the agency admitted that the photos had been digitally manipulated to make them ghastlier. The tobacco brands fought back last August, and the legal ball remains in play. “By no means is this over,” says civil liberties litigator Daniel Schwartz, who works for renowned activist attorney Harvey Silverglate. What’s most interesting about the graphic images, Schwartz says, is that “the FDA doesn’t even think they’ll reduce smoking that much.” In fact, the FDA’s own analyst admitted: “Estimation of the effectiveness [of the graphic images] is subject to a large uncertainty.” Stay tuned on this one.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-01-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-01-2012.jpg\" alt=\"\" title=\"fea-shock-01-2012\" width=\"250\" height=\"357\" class=\"alignnone size-full wp-image-4861\" /></a>\r\n\r\n2. Four Nuns and a Naked Adonis (2008) In 2008, working with its new agency Fallon Worldwide, Minneapolis, the upscale fitness-club chain Equinox launched a campaign titled “happily ever...” Most of the glossy magazine ads were the fleshy sort of thing you’d expect from a health club. But one of them—which debuted in Boston magazine that January—was a bit more. The ad portrayed a surreal art class where students sketching the naked male model happened to be nuns, one of whom was wearing a garter belt. Equinox corporate called the ad “thought-provoking” and a “blending of fantasy and impact.” Well, they got the impact part right. The Catholic Action League slammed Equinox for its “callous contempt for the sensibility of Catholics,” and, while the ad disappeared soon after, the controversy itself spread as far as newscasts in Hawaii. Branding consultant Julia Beardwood (who has worked with Equinox, though not on this campaign) ventures that “the ad didn’t harm them in any way, even when they backed down. It got people talking, so there was probably a benefit.”\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-02-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-02-2012.jpg\" alt=\"\" title=\"fea-shock-02-2012\" width=\"400\" height=\"266\" class=\"alignnone size-full wp-image-4862\" /></a>\r\n\r\n3. Burger King’s “Seven Incher” (2009) Burger King, like most restaurant chains, skews conservative. However, 90 percent of its 12,300 locations are franchised, which makes it hard to police local campaigns. When a franchisee in Singapore thought it would be funny to create ads that took cues from a pornographic video box, the resultant firestorm erupted here in the U.S., on Fox News. A BK rep assured it that the chain “values and respects all of its guests”—and, incidentally, that the ad “generated positive consumer sales” in its market. But one franchisee’s revenues likely didn’t compensate for the overall PR damage. “Maybe they were thinking…they’d get attention they normally wouldn’t get for a new product,” says Brand Keys’ Robert Passikoff. Well, they sure got that much.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-03-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-03-2012.jpg\" alt=\"\" title=\"fea-shock-03-2012\" width=\"300\" height=\"293\" class=\"alignnone size-full wp-image-4863\" /></a>\r\n\r\n4. Basement Porn at Calvin’s House (1995) Calvin Klein, Landor’s Hayes Roth observes, “is always on the edge of taste.” He doesn’t mean the cutting edge; he means borderline tasteless. In 1995, the fashion brand fell off the cliff. Then again, after cramming Mark Wahlberg into too-tight briefs and shooting a naked, emaciated Kate Moss for Obsession, the only place to go was down. So Klein debuted a campaign featuring stripping adolescents in sequences that evoked ’70s basement porn, complete with a sleazy, off-camera voice telling the kids not to be nervous. The U.S. Justice Department investigated, and the brand retreated. But Klein came out ahead. While the American Family Association launched a boycott, its members weren’t Klein’s core demo anyway. As TBWAChiatDay’s Marian Salzman, then an agency director, said, the scandal pushed the brand’s “coolness factor from a 10 to a 60.”\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-04-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-04-2012.jpg\" alt=\"\" title=\"fea-shock-04-2012\" width=\"300\" height=\"345\" class=\"alignnone size-full wp-image-4864\" /></a>\r\n\r\n5. The Killer Advertising of Benetton (1982-2000) Benetton’s (former) creative director, Oliviero Toscani, has used some of the most shocking images ever seen in American advertising—but Benetton always slipped by with the defense of promoting political awareness and social equality. But in 2000, the Italian label misread its American audience. Ads featuring portraits of inmates awaiting capital punishment were supposed to show the barbarity of the death penalty. Instead, consumers felt it celebrated murderers. Victims’ rights groups protested. Missouri’s prison system sued. Sears banned the brand. Toscani resigned. Today, Benetton is back to PG-13 themes. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-05-2012.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/fea-shock-05-2012.jpg\" alt=\"\" title=\"fea-shock-05-2012\" width=\"480\" height=\"317\" class=\"alignnone size-full wp-image-4865\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/advertisings-shock-troops-138377\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/advertisings-shock-troops-138377</a>', 'Advertising\'s Shock Troops', '', 'inherit', 'closed', 'closed', '', '1687-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1687, 'http://cbx.cappendev.com/1687-revision-v1', 0, 'revision', '', 0),
(2675, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>How the developer-cum-TV star-cum-presidential candidate became a living product:\r\nPresident Trump?\r\n\r\nTo run for president, you have to be at least 35 and a U.S. citizen. Trump should know. He gave Obama hell over not releasing his birth certificate, then claimed credit when he did. (Obama, by implication, referred to Trump as a “carnival barker.”) Perversely, the birther issue has also served as Trump’s political platform, along with a promise to “make this country great again.” By what means? Well, that apparently depends. The first time Trump toyed with high office in 1988, he criticized the GOP and called for nationalized healthcare. In 2000, he courted the Reform Party and advocated a tax on the wealthy. With an announcement of his intent looming in May, he’s now tacked hard right. Not everyone on the right is impressed (Karl Rove has called Trump’s political aspirations “a joke”). Still, Trump has won cheers from the Tea Party. Hey, did we mention Trump has a brand of tea?\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/trump-time-line-new1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/trump-time-line-new1.jpg\" alt=\"\" title=\"trump-time-line-new\" width=\"652\" height=\"2358\" class=\"alignnone size-full wp-image-4979\" /></a>', 'Adweek: \"Brand Trump\"', '', 'inherit', 'closed', 'closed', '', '1764-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1764, 'http://cbx.cappendev.com/1764-revision-v1', 0, 'revision', '', 0);
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(2676, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2011/08/limited-edition-kotex-pic.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2011/08/limited-edition-kotex-pic.jpg\" alt=\"\" title=\"limited-edition-kotex-pic\" width=\"652\" height=\"367\" class=\"alignnone size-full wp-image-4955\" /></a>\r\nA cynic would say that no plain white surface can last long these days before some brand turns it into a marketing vehicle. But what if that surface belongs to a tampon, feminine pad, or panty liner? Off-limits territory, right?\r\n\r\nWell, no. Last March, Kimberly-Clark’s Kotex brand introduced U by Kotex, a line of feminine-care products in a staggering range of psychedelic patterns and neon colors, and it\'s been pushing the limits ever since. The tactic is working. K-C just announced that Q2 2011 sales in its personal-care division were up 7 percent to $2.3 billion. \r\n\r\n“It’s another opportunity to push this category that’s traditionally been institutional and clinical-looking,” said Kristi Bryant, design manager, Kimberly-Clark.\r\n\r\nNow comes the latest peg: a limited-edition “Designer Series”—assisted by New York brand-design consultancy CBX—featuring still more riotous color explosions in patterns\r\nincluding polka-dots, stripes, clovers, and various curlicue thingies: “Poptimistic,” “Boho,” and “Freestyle” for the pads, and a tampon called “Punk Glam.”\r\n\r\nKotex also recently sponsored an online design-your-own feminine pad contest that resulted in over 11,000 submissions (BanTheBland.com). Girls adorned liners with peace signs, umbrellas, strawberries, and argyle over leopard skin. One submission bore the name, \"Peace Love Period.\" Winning designs will hit the market next year.\r\n\r\nWhile the K-C marketing department\'s original question—“Who said period products have to be white to work well?”—has seemingly been answered, it couldn\'t have said for sure that women would thrill to the idea of lining undergarments with orange sunbursts or purple paisleys. But the U line seems to have reached the right Justin Bieber squealer demo. A recent comment on the U by Kotex website: “Yay! New pad designs! I’m excited! xD!” Enough said.\r\n\r\nAnd forgive us for asking, but there\'s something we want to know. What’s the point of expressing a personal fashion ethos if the product is, uh, not exactly something one can show off walking down the street? \r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/purple-tampons-why-not-134027\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/purple-tampons-why-not-134027\r\n</a>\r\n“They’re more of an extension of today’s young women’s personal style,” said Bryant.\r\n\r\nWith brands everywhere searching for that final frontier of personal-style extension, tampons may truly be it.\r\n\r\n', 'Adweek: \"Purple Tampons. Why Not?\"', '', 'inherit', 'closed', 'closed', '', '1748-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1748, 'http://cbx.cappendev.com/1748-revision-v1', 0, 'revision', '', 0),
(2677, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>Why do Americans buy Dad such cheap, boring Father\'s Day presents? \r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/tt-fathersday-hed-2011.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/tt-fathersday-hed-2011.jpg\" alt=\"\" title=\"tt-fathersday-hed-2011\" width=\"652\" height=\"367\" class=\"alignnone size-full wp-image-4963\" /></a>\r\n\r\nAccording to the 2010 Census, there are 70.1 million fathers in the United States. And this weekend, the majority of them will undergo a highly curious annual rite. Under the beaming gaze of their progeny, they will tear the wrapping paper off some of the dullest gifts in America. No offense to the brands that make socks, neckties, or mugs inscribed with golf jokes, but Father’s Day confirms one of marketing’s sadder truths: When it comes to gift giving, Mom rakes in flowers, perfume, and jewelry, while Dad gets...whatever he gets.\r\n\r\nThanks to marketers’ penchant for measuring everything, there’s proof of this paternal neglect. While Americans spent an estimated $16 billion on Mother’s Day gifts this May, they’re expected to spend only $11 billion on Father’s Day. Mothers received 139 million greeting cards; it’s expected dads will receive 94 million. And while the average Mother’s Day present cost $140.73, most people admit they’ll drop less than 100 bucks on dad—often shopping in a discount store and usually buying a “practical” gift. Automotive stuff and gardening tools rank among the top 10.\r\n\r\n“We’ve noticed this trend,” says Kathy Grannis of the National Retail Federation. “In recent years we could blame the economy. But even before the downturn, retailers noticed that Father’s Day gifts were smaller.”\r\n\r\nYet exactly how Father’s Day gifts arrived at this diminished state is open to dispute. Emily Valentine, with marketing firm CRT/tanaka, says it’s because brands simply pay less attention to men. “Moms get more coddling—from retailers and the media,” she says. Julia Beardwood of brand strategy firm Beardwood&Co proffers a kind of retail-oedipal theory: \r\n\r\n“Mom gets indulgent gifts because you were a pain in the butt as a child and she deserves something for what she had to put up with—including childbirth.” Sharon Banfield of market research firm PriceGrabber suggests the answer’s simpler: kids have already blown all their money on Mother’s Day. “The six [intervening] weeks leave little room to set aside funds,” she says.\r\n\r\nBut marketers like Gregg S. Lipman of branding consultancy CBX blame males themselves. Dad gets a lame-ass practical present because, directly or indirectly, he asked for one. “Men tend to want practical gifts,” Lipman says, adding that “there’s still a strong cultural bias against men receiving gifts because men prefer to earn everything.”\r\n\r\nIf Lipman’s right, fathers might not even mind paying for their own presents—and, sadly, many do. According to AT&T, Father’s Day has historically seen the highest volume of one special kind of phone call—the kind placed collect.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/TT-fathersday-01-2011.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/TT-fathersday-01-2011.jpg\" alt=\"\" title=\"TT-fathersday-01-2011\" width=\"480\" height=\"904\" class=\"alignnone size-full wp-image-4964\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/burdens-fatherhood-132525\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/burdens-fatherhood-132525\r\n</a>', 'Adweek: \"The Burdens of Fatherhood\"', '', 'inherit', 'closed', 'closed', '', '1754-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1754, 'http://cbx.cappendev.com/1754-revision-v1', 0, 'revision', '', 0),
(2678, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p><strong>Frozen meals are miracles of convenience—with a dollop of denial</strong>\r\nIf we could please get the sniggers out of the way first, there’s an important thing that needs to be said about TV dinners. They’re unique in the world of branding for exemplifying not one but two separate miracles. In case you’re having a tough time believing that, check out the 1962 and 2011 ads here. The first miracle? Why, technology, of course. The second: a means to achieve an unprecedented level of denial of the first. Hey, good marketing can do that for you.\r\n\r\nA little history might help to start. Frozen foods dropped into compartmented trays for later reheating has been around since the 1940s under brand names like Strato-Plates and Jack Fisher’s FrigiDinners. But it was C.A. Swanson & Sons that would read the market perfectly. In the postwar years, not only were harried moms looking for guiltless disentanglement from the home-cooked meal, but also TVs had replaced the dinner table as the family social locus. (When the ad at right ran in 1962, there were nearly 49 million households in the U.S.—and 90 percent of them had TV sets.) Through a clever melding of food coloring, a metal tray that doubled as cooking caddy and plate, and the literal patenting of the term “TV Dinner,” Swanson let you follow John Glenn into orbit. \r\n\r\nSure, the box called the food “delicious,” but according to branding firm CBX’s chief creative officer and partner Rick Barrack, it was the future you were eating. “The taste profile was secondary to the convenience of taking it out of the box and serving it on a tray,” he says. “TV was full of riches. TV was it. And with TV dinners, you didn’t miss a second.”\r\n\r\nOne Cold War and 49 years later, Stouffer’s is selling frozen dinners just like Swanson did. But witness TV dinner miracle No. 2. While the need to eat, the demand for convenience, and the consumers themselves are virtually unchanged, the marketing is suddenly about hiding everything that 1962’s suburbanites celebrated. A farm has replaced the gingham TV table; the box has virtually disappeared; and the food itself has been artfully heaped on an earthenware plate—handily decamped from the plastic tray it came in. Most remarkable of all, “there’s no reminder that you have to nuke this sucker to make it edible,” Barrack says.\r\n\r\nThe takeaway here is not shame so much as inevitability. We need frozen dinners today every bit as much as we did when JFK was in the White House. But 1962’s better living through aluminum has simply ceded to an ersatz farm tour. What choice had we, really? The first miracle forced the second one on us. “The farmland and fresh-picked vegetables are a cliché,” Barrack says. “But it’s required to deal with the historical baggage we’ve inherited from knowing the truth about frozen entrees.”\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-TVDINNER-2011.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-TVDINNER-2011.jpg\" alt=\"\" title=\"PERSP-TVDINNER-2011\" width=\"652\" height=\"1323\" class=\"alignnone size-full wp-image-4946\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/banquet-box-134320\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/banquet-box-134320\r\n</a>', 'Adweek: Banquet in a Box', '', 'inherit', 'closed', 'closed', '', '1742-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1742, 'http://cbx.cappendev.com/1742-revision-v1', 0, 'revision', '', 0),
(2679, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<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', '', 'inherit', 'closed', 'closed', '', '2041-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2041, 'http://cbx.cappendev.com/2041-revision-v1', 0, 'revision', '', 0),
(2680, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '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', '', 'inherit', 'closed', 'closed', '', '2004-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2004, 'http://cbx.cappendev.com/2004-revision-v1', 0, 'revision', '', 0),
(2681, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'The remodeled Aloha Island Mart in Kahala won Aloha Petroleum Ltd. and its design firm CBX, the top honor in a nationwide design contest.\r\nThe store\'s design won the \"Sky\'s the Limit Remodel\" category in Convenience Store News magazine\'s annual Retail Design Awards program.\r\n\r\nThe $2 million project involved the demolition and ground-up rebuilding of the store that serves as Aloha Petroleum\'s flagship and design prototype.\r\n\r\nAmong its many features is Hawaii’s first walk-in \"beer cave,\" which also is included in the recently remodeled Kaneohe store.\r\n\r\nThe exterior of the Kahala store is inspired by the plantation-style architecture found throughout the islands.\r\n\r\n<a href=\"http://www.csnews.com/article-personality_by_design-3126.html\" target=\"_blank\">http://is.gd/AlohaPetrolDesignAwd121003\r\n</a>', 'Aloha Petroleum beer cave part of design win', '', 'inherit', 'closed', 'closed', '', '1718-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1718, 'http://cbx.cappendev.com/1718-revision-v1', 0, 'revision', '', 0),
(2682, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>HONOLULU, Hawaii -- Aloha Petroleum Ltd., a Hawaii-based gas retailer and convenience store operator, unveiled the first ground-up version of its new prototype design that highlights the chain\'s local roots.\r\nDesigned by branding and retail design consultancy CBX, the 3,000-square-foot store and adjoining gas islands with five pumps opened in mid-June on Waialae Avenue in the Kahala suburb of Honolulu. An existing Aloha store and fuel islands were demolished on the site to make way for the new structures, according to a news release from CBX.\r\n\r\nCustomers to the new location find references to Hawaiian-style architecture -- a nod to Aloha Petroleum\'s roots as the only local fuel marketer and c-store operator on Oahu, Hawaii Island and Maui. The building\'s exterior has been treated to horizontal wood siding and a modified double-pitched roof, evocative of the plantation architecture style found throughout the Hawaiian islands. The overall design underscores Aloha\'s efforts to develop a \"kama\'aina,\" or local brand of convenience stores to compete against those from traditional mainland companies.\r\n\r\n\"The company wants to position its convenience operation as the c-store brand of choice in its markets on the three islands,\" explained Joseph Bona, president of the retail division of New York-based CBX. \"Our role was to help create a brand that stands for more than convenience, while establishing a stronger emotional connection with those who work and live in the islands.\"\r\n\r\nAmong the most commanding elements of the new design is the restyled Aloha logo that\'s repeated on the façade signage, gas canopy and pumps. The updated logo features a stylized \"A\" floating in a field of watery blue and accented with green. Various shades of blue emerge from the refreshed logo to reflect the calm and serenity of the ocean, while the green suggests the lushness of the tropics. \"The overall color palette is cool, refreshing and reflective of the relaxed lifestyle found in the Hawaiian islands,\" stated Bona.\r\n\r\nInside the store, customers find the stylized Aloha \"A\" repeated on green wallpaper that calls attention to foodservice areas. They\'ll also notice an abundance of natural light coming from the glass wall entrance, supplemented by a series of bowl-shaped galvanized metal pendant lights, which contribute to the historic design aesthetic.\r\n\r\nBuilt with an eye toward easy navigation, the cleanly styled store has generous aisles, while providing optimal food and beverage display space. A refrigerated island case, positioned immediately off the entrance, holds a wide variety of fresh-delivered sandwiches, beverages and other chilled offerings.\r\n\r\nA well-positioned pay point with room for multiple cashiers also sits opposite the entry, along the back wall for increased visibility and to help create an expanded impulse zone. Dark brown gondola fixtures are used to merchandise pantry basics and assorted snacks. The store\'s offer is rounded out by a large walk-in-cooler and ‘beer cave\' found along the back wall.\r\n\r\nIn addition to the new Kahala prototype store, Aloha just opened a new fueling station and 2,000-square-foot c-store in Kahului, Maui. It is the first Aloha-branded store on that island. It also added a new-to-industry 3,000-square-foot c-store and fuel station in Kona on Hawaii Island.\r\n\r\nCommenting on the new store and scheduled rollout of the design, Richard Parry, Aloha president and CEO, stated: \"We are very pleased with the Kahala prototype. CBX has done an outstanding job in capturing the look and feel of the islands and developing a functional and attractive store, brand image and fuel facility. We believe that this sets a great foundation for Aloha Petroleum\'s plans to expand and further develop our c-store business in Hawaii.\"\r\n\r\nAloha is the largest retail gasoline marketer in the state of Hawaii. Currently, it has more than 100 Aloha, Shell and Mahalo branded retail fuel locations and 35 Aloha Island Mart convenience stores on the islands of Oahu, Maui, Hawaii (the Big Island) and Kauai.\r\n', 'Aloha Petroleum Opens First Ground-Up Prototype', '', 'inherit', 'closed', 'closed', '', '1746-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1746, 'http://cbx.cappendev.com/1746-revision-v1', 0, 'revision', '', 0),
(2683, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>Hawaii-based gas retailer and convenience store operator Aloha Petroleum has opened a new convenience store in Honolulu, Hawaii, US.\r\nThe store designed by strategic branding and retail design consultancy CBX spans 3,000 square feet.\r\n\r\nThe exterior of the building features horizontal wood siding and an upgraded double-pitched roof replicating the plantation architecture design style of Hawaii. The logo of the brand has been given a makeover and features on the facade signage, gas canopy as well as pumps. The redesigned logo comprises an \'A\' floating in watery blue and green tones. The logo exudes a host of blue shades.\r\n\r\nThe exterior as well as the interior portions of the facility sport shades of natural wood. The interior of the building will comprise the remodelled Aloha logo set against a backdrop of green wallpaper. Installation of glass wall entrance allows maximum passage of natural light inside the store. The facility will also be illuminated with various galvanized metal pendant lights incorporating the shape of a bowl.\r\n\r\nThe new facility is equipped with enlarged aisles for optimum convenience in showcasing and viewing the items. There will be a refrigerated island case immediately off the entrance. A pay point having a capacity to house several cashiers will be placed opposite the entry along the back wall to allow enhanced clarity in vision and to expand the impulse zone.\r\n\r\nThe pantry and assorted snacks section has been equipped with gondola fixtures in dark brown tones. The facility also features a spacious walk-in-cooler and beer cave along its back wall.\r\n\r\n<a href=\"http://www.worldinteriordesignnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812/\" target=\"_blank\">http://www.worldinteriordesignnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812/</a>', 'Aloha Petroleum opens new convenience store in Honolulu', '', 'inherit', 'closed', 'closed', '', '1744-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1744, 'http://cbx.cappendev.com/1744-revision-v1', 0, 'revision', '', 0),
(2684, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>Hawaii-based gas retailer and convenience store operator Aloha Petroleum has opened a new convenience store in Honolulu, Hawaii, US.\r\nThe store designed by strategic branding and retail design consultancy CBX spans 3,000 square feet.\r\n\r\nThe exterior of the building features horizontal wood siding and an upgraded double-pitched roof replicating the plantation architecture design style of Hawaii. The logo of the brand has been given a makeover and features on the facade signage, gas canopy as well as pumps. The redesigned logo comprises an \'A\' floating in watery blue and green tones. The logo exudes a host of blue shades.\r\n\r\nThe exterior as well as the interior portions of the facility sport shades of natural wood. The interior of the building will comprise the remodelled Aloha logo set against a backdrop of green wallpaper. Installation of glass wall entrance allows maximum passage of natural light inside the store. The facility will also be illuminated with various galvanized metal pendant lights incorporating the shape of a bowl.\r\n\r\nThe new facility is equipped with enlarged aisles for optimum convenience in showcasing and viewing the items. There will be a refrigerated island case immediately off the entrance. A pay point having a capacity to house several cashiers will be placed opposite the entry along the back wall to allow enhanced clarity in vision and to expand the impulse zone.\r\n\r\nThe pantry and assorted snacks section has been equipped with gondola fixtures in dark brown tones. The facility also features a spacious walk-in-cooler and beer cave along its back wall.\r\n\r\n<a href=\"http://www.worldconstructionnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812\" target=\"_blank\">http://www.worldconstructionnetwork.com/news/aloha_petroleum_opens_new_convenience_store_in_honolulu_110812</a>', 'Aloha Petroleum opens new convenience store in Honolulu', '', 'inherit', 'closed', 'closed', '', '1745-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1745, 'http://cbx.cappendev.com/1745-revision-v1', 0, 'revision', '', 0),
(2685, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>New ground-up design highlights the convenience store chain’s local roots.\r\nHONOLULU – Aloha Petroleum Ltd. has unveiled the first “ground-up” version of a new prototype design for its convenience retailing sites that highlights the chain’s local roots.\r\n\r\nThe 3,000-square-foot store and adjoining fuel islands opened in the Kahala suburb of Honolulu. Aloha’s former c-store and fuel islands on the site were demolished to make way for the new structures.\r\n\r\n“The company wants to position its convenience operation as the convenience store brand of choice in its markets,” said Joseph Bona, president of the retail division of the New York-based CBX, which designed the store.\r\n\r\n\r\nOne of the most commanding of the new design elements is the restyled Aloha logo found repeated on the façade signage, gas canopy and pumps.\r\n\r\nInside the store, customers can find the stylized Aloha “A” repeated on green wallpaper that calls attention to foodservice areas.\r\n\r\n\r\n“We are very pleased with the Kahala prototype,” said Richard Parry, Aloha president and CEO. “We believe that this sets a great foundation for Aloha Petroleum’s plans to expand and further develop our c-store business in Hawaii.” \r\n\r\nWant to see for yourself? Be sure to attend the NACS Show Ideas 2 Go General Session on Oct. 3. The new Aloha concept store is featured in the lively 40-minute video tour of innovative store concepts from across the country.\r\n\r\n<a href=\"http://www.nacsonline.com/NACS/News/Daily/Pages/ND0811112.aspx\" target=\"_blank\">http://www.nacsonline.com/NACS/News/Daily/Pages/ND0811112.aspx</a>', 'Aloha Petroleum Opens New Store Prototype', '', 'inherit', 'closed', 'closed', '', '1747-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1747, 'http://cbx.cappendev.com/1747-revision-v1', 0, 'revision', '', 0),
(2686, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>HONOLULU, Hawaii -- Known on the Hawaiian island as an iconic fuel brand, Aloha Petroleum knew it needed to refresh its more than 40 convenience stores to strengthen its position in the market. The brand has been around since 1907, but was known more for its fuel than its stores. The company wanted to change that image.\r\n\"We want our Aloha Island Mart stores to be a destination, not just an afterthought,\" said Larry Adams, director of sales and marketing at Aloha Petroleum.\r\n\r\nAfter creating a new logo for its proprietary fuel card in 2007, Aloha decided to base its redesign and new company logo on this image and began its refresh by implementing the new look at the forecourt. By November 2010, the first prototype of the new Aloha Island Mart debuted.\r\n\r\n\"We started at the forecourt to signal to the market that something was changing with our brand. Our old image was tired and didn\'t make much of a statement in the market,\" Adams explained. \"We wanted to rethink how we positioned ourselves as a brand and wanted to let customers know we are just as serious with our store offerings as we are about fuel.\"\r\n\r\nThe company also changed the name of its stores from Island Mini Mart to Aloha Island Mart, following a series of focus groups to determine what customers were looking for from the brand and what Aloha needed to provide the community. The goal was to become a leading Hawaiian company that understands the local market, listens to its customers and cares about the community, according to Adams.\r\n\r\nAloha is now acting on a five-year, $20-million plan to upgrade all of its stores to the new image, and so far, construction on five out of its 42-company operated stores is complete. The company is also using the new design for any acquired stores. As of press time, Aloha was evaluating three locations for possible purchase, Gary Altman, general manager of the company-operated stores told CSNews Online.\r\n\r\n\"This whole new imaging and branding gives us a launching pad for the future,\" Adams said. \"We think it strengthens the brand and stands out in the market, and we have even had our competitors tell us that.\"\r\n\r\nThe idea for the new logo started with the redesign of the company\'s proprietary fuel card in 2007. Aloha wanted to create a new image that would symbolize the sun, energy and waves -- all the things seen and associated with the island of Hawaii. At the time, they had no idea it would carry over into the entire redesign of the company\'s logo and stores, which was done by CBX, a branding and retail design consultancy.\r\n\r\n\"When our architecture firm started working with us, they saw the credit card design and decided to move toward incorporating it into the company logo and convenience store design,\" Adams said. \"We call it a blue wave image, even though it\'s a stylized \'A\' for Aloha.\"\r\n\r\nThe company liked the way it looked and incorporated the colors into the building exterior, canopy and interior. Every customer touchpoint -- anywhere they see, hear or interact with Aloha -- now features the new design, from the retail interior and exterior to the fuel trucks and company credit card statement.\r\n\r\nAloha\'s flagship prototype store is in Kahala, and was a total rebuild from the ground up. Previously, the company only used 750 square feet of the property for the c-store, but when they bulldozed this site, the new store became 3,000 square feet. It opened in mid-June in the Honolulu suburb.\r\n\r\nDue to space limitations, however, the majority of locations will use the existing building and walls and then incorporate the new design into it, Altman said.\r\n\r\n\"No matter what size, we will have consistent offerings at all of our stores because we want to deliver consistency to the customer and meet their expectations,\" Adams added.\r\n\r\nThe exterior of the building features horizontal wood siding and a modified double-pitched roof to reflect the surrounding architecture found on the Hawaiian Islands. There is also a floor-to-ceiling glass entrance to present a warm and open feel with natural light, as well as project a safe environment for customers and employees. The company also wanted merchandising visibility so passing traffic and people fueling could see what the stores are offering, said Altman.\r\n\r\nThe new design continues inside the store, where the stylized \"A\" logo repeats on green wallpaper, calling attention to the foodservice section. The overall placement of shelving and aisles changed to create an open feel. Now, refrigerated cases offer fresh food, while dark brown gondolas feature basic pantry offerings. Additionally, the sales counter moved from the front near the entrance to the center of the store.\r\n\r\n\"We moved the sales counter so when the customer walks in, the store seems more spacious and open,\" Altman explained. \"Also, they have to walk past our beverages and fresh food to get there, so it exposes them to what we offer.\"\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-aloha_petroleum_redefines_brand_-59682.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-aloha_petroleum_redefines_brand_-59682.html</a>', 'Aloha Petroleum Redefines Brand', '', 'inherit', 'closed', 'closed', '', '1732-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1732, 'http://cbx.cappendev.com/1732-revision-v1', 0, 'revision', '', 0),
(2687, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p><strong>-- New ground-up design to debut on Oahu in 2009</strong>\r\nHONOLULU, HI (09/29/08) -- Aloha Petroleum, Ltd., a privately held oil marketer, has selected CBX, the strategic branding, design, and consultancy agency based in New York, to design a prototypical convenience store, beginning with a new, ground-up unit to open on Oahu in 2009. Currently, Aloha Petroleum serves Hawaii with more than 30 company-operated Island Mini-Mart convenience stores and nearly 80 retail fuel locations on the islands of Oahu and Hawaii (the Big Island).\r\n\r\nFor the new 3,400-square-foot prototype, CBX will be developing a new logo and brand identity, exterior and interior design, site plan and store layout, as well as all graphic applications – assets that will reinforce Aloha\'s local presence and Island pride. \"Our assignment is to help create a brand that stands for more than convenience while establishing a stronger emotional connection with those who work and live on Oahu and the Big Island,\" said Joseph Bona, president of CBX\'s retail division.\r\n\r\nTo that end, CBX\'s retail team will help Aloha refocus its sights on developing a \"kama\'aina\" (or \'local\') brand of convenience stores. \"Among its traditional competitors such as Chevron and Tesoro, Aloha is considered to be a truly local brand,\" Bona said. \"The company wants to position its convenience operation as the c-store brand of choice in its Oahu and the Big Island markets.\"\r\n\r\nThrough acquisition and organic growth, Aloha has developed a portfolio of stores representing a variety of configurations ranging in size from small kiosks to 1,500 - 2,500-square-foot facilities, to serve area residents. \"Although the existing Island Mini-Marts do well, Aloha believes the timing is right to position its c-stores with a futuristic design, while maintaining the authentic Hawaiian feel.\" Bona explained.\r\n\r\nAloha expects to phase in the new look to existing locations over the next few years as local planning and permitting processes allow.\r\n\r\nCommenting on the plans, Richard Parry, Aloha president and CEO, stated: \"Aloha Petroleum is looking forward to working with CBX to develop a fresh identity, design, graphics and product offerings for our convenience stores. The Aloha Petroleum brand is performing strongly in the marketplace and we are proud of our convenience store division. By refreshing our store concept, we are confident we can maintain existing customers and acquire new ones, taking sales to new heights.\"\r\n\r\n<strong>About ALOHA PETROLEUM, LTD.</strong>\r\n\r\nAloha Petroleum, Ltd. is an independently owned and locally operated fuel marketer/distributor and convenience store operator, with a history that dates back to the early 1900\'s. Aloha is the second largest retail gasoline marketer in the state of Hawaii and is one of Hawaii\'s Top 20 companies according to Hawaii Business Magazine.</p>', 'Aloha Petroleum, Ltd. Selects CBX to Design A new Convenience Store Prototype', '', 'inherit', 'closed', 'closed', '', '1644-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1644, 'http://cbx.cappendev.com/1644-revision-v1', 0, 'revision', '', 0);
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(2688, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'With its acquisition of Whole Foods Market for $13.7 billion in cash last summer, it’s evident that Amazon is hungry for a slice of the $668 billion grocery market.\r\nBut just how big of a bite does Amazon want to take of the market? And how much of a stake will Amazon, already a major player in several non-food private-branded categories, seek in the burgeoning consumer packaged goods store brands segment, which is reinventing itself with innovative and exclusive offerings every day?\r\n\r\nAmazon representatives would not comment on the company’s goals in grocery and private brands for this story, but several industry pundits predicted after Amazon’s purchase of Whole Foods that it was just a matter of time before Amazon ruled the grocery industry. But former Amazon decision maker Brittain Ladd, who left the company recently after working there for two years where he helped develop strategies to expand Amazon Fresh and Amazon Pantry, says that while Amazon has the potential to surpass Walmart and become the nation’s top grocer, he is not so certain the Seattle-based company will attempt to do so.\r\n\r\nThrough its 460 brick-and-mortar stores received in the Whole Foods deal and its online dominance, Amazon wants to become a one-stop shop for many retail things, from grocery to electronics to books to apparel and to furniture, Ladd says, with private brands playing a key role across the board.\r\n\r\n“As Amazon convinces more of its customers to turn to it for grocery, its value proposition increases dramatically as does the company’s competitive position,” says Ladd, now a Seattle-based consultant who specializes in private brands and other retail segments.\r\n\r\nAmazon and Whole Foods together own about 1.4 percent of U.S. grocery market share, with Walmart leading at 14.46 percent, according to GlobalData Retail.\r\n\r\nPrivate brand consultant Todd Maute, a partner with New York-based brand agency CBX, says his “gut feeling” tells him that Amazon doesn’t want to rule the grocery world. But ruling the retail world is another matter.\r\n\r\n“As Amazon continues to expand into more and more categories … that is where I think Amazon will rule the world,” he adds. “I think Amazon is just going to continue to go after one segment of business after another.”\r\n\r\nAmazon Founder and CEO Jeff Bezos realized that just selling groceries online will not allow the company to capture much grocery market share, which is why Amazon purchased Whole Foods. So now Amazon has gone to market in grocery with a powerful one-two punch. And as creative as Amazon has been in the past to attract new customers, consumers can expect even more retail ingenuity as Amazon synchronizes the synergies of getting consumers to come to its physical stores while continuing to shop online.\r\n\r\n“Amazon is obsessively interested in getting its customers to buy more,” says Bill Bishop, co-founder of Brick Meets Click, a Barrington, Ill.-based consulting firm. “Amazon wants to invent a brand new distribution system. But they just don’t want to invent it, Amazon wants to own it.”\r\n\r\nLadd expects Amazon’s market share to grow in grocery, but not through an all-out onslaught. Amazon is already the nation’s largest online grocer, even though e-commerce grocery sales currently account for less than 3 percent of grocery and consumable sales. But through its online subscription services, such as its offering of free streaming video and music with a Prime membership, Ladd says Amazon will continue to secure more grocery customers online. At the store level, Ladd believes Amazon will offer exclusive products that can’t be purchased online to get more customers into stores.\r\n\r\nAmazon is also straightening out the technical hiccups it had with Amazon Go, its Seattle-based brick-and-mortar store that allows shoppers to check in via a mobile app, take the products they want and automatically pay upon leaving, all without scanning barcodes or waiting in checkout lines. Amazon may even deploy the technology at its Whole Foods stores.\r\n\r\n<strong>SO WHAT DOES</strong> Amazon’s grocery business mean for private brands in general?\r\n\r\nA boon, perhaps.\r\n\r\nAmazon introduced its first own brands for food and household items in the second half of 2016. The lines include Wickedly Prime, Happy Bear, Presto! and Mama Bear. Wickedly Prime features more premium items, such as soup, nuts, herbal tea, popcorn, chips and and snacks. Happy Bear includes more mainstream items such as water, coffee and seasonings. Presto! features household items like paper towels, toilet paper and detergent. The Mama Bear line offers baby food and snacks and other items for infants.\r\n\r\nThe all-important own-brand exclusive factor is evident, especially in Wickedly Prime items such as organic roasted seaweed snacks, plantain chips and ginger snap-flavored cookie spread. Presto! features many bio-based cleaners, which are innovative and attractive to millennials.\r\nBefore entering grocery — and recognizing that own brands lead to better margins, which result in higher earnings — Amazon had already introduced a slew of private brands in electronics, fashion and other categories. In total, Amazon offers more than 30 private brands.\r\n\r\nMaute believes Amazon is approaching private brands in much the same way that traditional grocers do to drive incremental margins.\r\n“Amazon is saying it has a captive audience that is coming to it for convenience, value and variety, and it will create [grocery] brands that people will love because they love Amazon,” he states.\r\n\r\nWith Whole Foods, Amazon acquired the retailer’s popular 365 Everyday Value, Whole Foods Market and Whole Paws private brands, which Amazon is also selling online. Those private brands added $700 million in sales to Amazon’s own-brand lines, which are expected to generate about $4.3 billion in sales, according to analyst Youssef Squali of SunTrust Robinson Humphrey, in a CNBC news report. By 2022, Amazon should get about $20 billion in revenue from its private-branded products, accounting for about 5 percent of total sales, Squali says.\r\n\r\nLadd says private brands will continue to pose a “gigantic opportunity” for Amazon. Ladd expects Amazon will begin selling its own brands, such as Wickedly Prime, in Whole Foods stores.\r\n\r\n“You will see Amazon put as much of their private label products into those stores as possible because the margins are better, and it’s a good way to differentiate yourself from the competition,” he adds.\r\n\r\nLadd also expects Amazon to continue innovating in grocery private brands.\r\n\r\n“When Amazon enters a category, it does so with an absolute and sincere desire to create high-quality products for customers,” he adds. “Amazon will look for opportunities to enter into even more product lines as long as it can maintain high standards, add value and differentiate its offerings from other private label products on shelves from other retailers.”\r\n\r\nAn advantage that Amazon has online is that it knows its customers well through its extensive data so it can build recommender systems that suggest products to people who visit its website. “Amazon has evolved and improved its recommender engine and today they master this to perfection,” according to Datafloq, a European firm that offers information, insights, knowledge and opportunities to drive innovation through data.\r\n\r\nDiana Sheehan, director of Kantar Retail’s grocery channel research team, says she also expects Amazon will continue to add more food and beverage items to its private brands.\r\n\r\n“But will Amazon do it in new products or will it capitalize on Whole Foods’ established 365 brand? I think that is the big question,” Sheehan adds.\r\n\r\nIf Amazon is going to compete in grocery, “it means competing effectively with a unique and innovative private label offering,” Sheehan notes.\r\n\r\n“As such, I do believe they will continue to invest. They are investing in private brands across the board, and grocery should not be any different,” she adds.\r\n\r\nBishop says store brands in general are “building a head of steam toward the next generation of private label.” He expects Amazon to be part of that next generation.\r\n\r\n“I can’t imagine that Amazon is not going to do something similar as Whole Foods 365 and skip ahead to a highly differentiated aspirational private label line, [which is] just as good but at a lower price,” he says.\r\n\r\n<strong>AMAZON IMMEDIATELY</strong> lowered prices on many Whole Foods’ products on the first day it officially owned the retailer, obviously trying to shed the “Whole Paycheck” label stamped on Whole Foods for its high prices. But what does the future hold for Whole Foods besides Amazon just lowering prices?\r\n\r\nLadd expects Amazon to change the name of Whole Foods in the future to something akin to Amazon Prime Grocery. He also says Amazon needs to change the assortment at Whole Foods stores to make them resemble other major grocers like H-E-B, Albertsons and The Kroger Co.\r\n\r\n“I say that because Whole Foods was a failing retailer when Amazon bought it,” Ladd adds, pointing to Whole Foods’ several consecutive quarters of lost growth before Amazon purchased it.\r\n\r\nAmazon will add more brick-and-mortar stores, but Ladd predicts they will have a different look and format than Whole Foods.\r\n\r\n“It’s in Amazon’s best interest to reimagine the grocery experience in the store as well as reimagining the experience online,” he says.\r\n\r\nTo differentiate itself and bring in more customers, Ladd expects Amazon to create stores that are more in its image, which could mean the stores will also sell Amazon’s private-branded brand electronics and apparel.\r\n\r\n“There is nothing preventing Amazon from building a few hundred more or 1,000 more stores,” he adds.\r\n\r\nLadd also expects that Whole Foods CEO and Founder John Mackey will soon be gone for the business.\r\n\r\n“I think it’s in Amazon’s best interest and the best interest of Mackey if that relationship ends sooner rather than later,” Ladd says. “It’s probably painful for Mackey to watch all the changes that Amazon is going to make and has already made.”\r\n\r\nSheehan calls Amazon “the world’s ultimate catalyst in retail.” But Sheehan also says the industry has seen this before.\r\n\r\n“Every few decades a retailer comes in and changes the game,” Sheehan says. “Twenty-five years ago we were talking about Walmart the same way. Amazon may be the trigger, but technology as a whole is forcing change in retail. This is just about the natural evolution of grocery. Amazon is the player this time, and Walmart was the player 25 years ago. In 25 years there will be another player that shakes things up.”\r\n\r\nOriginally published in <a href=\"https://storebrands.com/amazon-king-jungle\">Store Brands</a>\r\nPhoto courtesy of Store Brands', 'Amazon: King of the Jungle', '', 'inherit', 'closed', 'closed', '', '2302-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2302, 'http://cbx.cappendev.com/2302-revision-v1', 0, 'revision', '', 0),
(2689, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<p>Keys To Private Label Branding:\r\n• Retailers should position private label as a complement to their overall go-to market strategy and as one of the “ways to save” while shopping their store.\r\n\r\n• Ensure that the quality of private label is acceptably high so shoppers do not feel that they are compromising quality to save money.\r\n\r\n• Include fun, interesting, and indulgent items as part of the private label offering. This will generate a positive image of the private brand and encourage trial.\r\n\r\n• Don’t think of private label branding as being different. It has different challenges, but retailers also have different strategies and tactics they can use to build brand than manufacturers do.\r\n\r\n• Differentiation and separation are critical, especially as branding becomes the only point of differentiation between retailers in many cases and as price transparency ensures a more level playing field for national brands.\r\n\r\n• Retailers need to have a deeper understanding of their customers by going beyond traditional insights driven by demographic profiles and getting into the consumer psyche, understanding their needs, wants and desires.\r\n\r\n• Understand the market, your competition, and the dynamics not only of a given category, but also how consumers behave in that category.\r\n\r\n• A retail brand needs to support, enhance and develop the retailers’ desired position in the marketplace.\r\n\r\nLike the human body, when it comes to private label branding, there are many parts and pieces that need to work together to function properly.\r\n\r\nWhen it comes to retailers branding their private labels, there are many parts and pieces that need to work together to function properly, much like the human body.\r\n\r\nMaking The Connection – The Brain \r\n\r\nMaking a connection with customers is a big part of a retailer branding its private label.\r\n\r\nRetailers can enhance their connections with shoppers by leveraging private label, doing things such as including private label products as rewards for in-store games, contests and events, according to Jon Hauptman, partner at Barrington, Ill.-based consulting firm Willard Bishop. “Retailers can also solicit shopper feedback into existing private label products and new types of private label items shoppers would like to see,” he says. “Telling stories about private label, such as team members’ favorite private label products and how they use them, and/or stories about the retailer’s search to find the product and bring it back to their shoppers also can prove beneficial. Stories bring the products and the stores to life, and private label can serve as an outstanding topic for such stories.”\r\n\r\nPrivate brand and marketing used to be oxymoronic, says Carol Spieckerman, president of Bentonville, Ark.-based consulting firm newmarketbuilders.\r\n\r\n“It’s a step in the right direction that retailers are promoting their private brands on their websites and backing that up with event marketing,” she says. “The next phase, which has already started, will be for retailers to leverage insights gleaned from social media to develop brands, not just market them.\r\n\r\n“Unlike traditional POS data, social media gives an unprecedented glimpse into consumers’ activities and interests that will provide powerful insights for private brand creation.” \r\n\r\nIdeally, retailers have a strong brand positioning that also is captured in their private brands, notes Terry Lee, founder of Private Brand Advisors.\r\n\r\n“A good example of this is Trader Joe’s,” he says. “Their retail brand positioning is very clear, and their brand personality is reinforced in their private label in the form of type of products, brand names, product names, and packaging design. This is reinforced in their print vehicles with clever stories about the products.\r\n\r\n“Of course, this requires a retailer to have a strong brand positioning to start with.” \r\n\r\nIt is imperative for retailers to build brands based on consumer insight, says Todd Maute, partner at N. Y.-based CBX.\r\n\r\n“If retailers create, design and merchandise brands that will mean something to the consumer, versus just building brands and products that offer a lower cost in the category, they should be able to create that connection,” he says.\r\n\r\nGet Consumers To See Your Brand As Best – The Eyes \r\n\r\nConsumers have a lot of choices when it comes to brands, so what can you do as a retailer to make them see that your private label brand is the best?\r\n\r\nIncreasingly, presentation and merchandising play a big role because that is the aspect that retailers uniquely control, Spieckerman says.\r\n\r\n“Retailers have an opportunity to look at the entire store as a showcase for their private brands and to develop cohesive, store-wide presentation schemes that tell a story, rather than working category-bycategory,” she says.\r\n\r\nAs with all brands, it starts with having a product that meets a consumer need, Lee adds.\r\n\r\n“Retailers have the opportunity to create products that are targeted towards their specific customer base versus the national audience,” he says. “Creating awareness and trial is critical to the success of a good product. This is where retailers must invest and leverage better the marketing elements they control – for example, in-store, websites, print ads, etc.” \r\n\r\nRetailers can generate interest and trial of their private brands by doing several things, Hauptman says.\r\n\r\n“Highlight private label items at the shelf so they’re easy to find, for example, merchandising them at eye level and ‘over-facing’ to create a banner effect at the shelf,” he says. “Quantify the savings associated with trading to private label versus purchasing corresponding national brands at the shelf via shelf talkers or through basket comparisons at the front of the store. Reduce the risk associated with trying new private label items by sampling private label products in-store, offering a money back guarantee on private label items, and highlighting private label items that are top-sellers in their categories.”\r\n\r\nRetailers also don’t truly understand the value of great design, Maute adds.\r\n\r\n“Many companies have built their entire business on great design and clearly defined brand strategies,” he says. “A consumer’s reason to believe and behavior in a given category vary differently. Consumers’ purchase intent in cereal varies greatly from that in frozen commodities. Understanding that behavior will allow retailers to effectively create relevant brands and appealing designs that will attract consumers.\r\n\r\n“Additionally, retailers need to understand that packaging is not the only key driver in stimulating purchase intent at the shelf. Merchandising your brands in a proud and relevant way will present the brands role and purpose and stimulate trial. Smart pricing, promotion, and even store design will also enhance the perceived value and essence of that brand.” \r\n\r\nVarious Brands Should Be Connected – The Muscles \r\n\r\nIt’s extremely important to have all private label brands connected under a single program that shoppers understand, Hauptman says, and that is particularly important for retailers with a three- or four-brand private label offering with national brand equivalent items flanked by valuetier items on the low price side and premium and/or natural and organic items on the upper-tier side.\r\n\r\n“That way they’ll give the retailer full credit for their interesting and budget-stretching private label products,” he says.\r\n\r\nSpieckerman also says it’s important for retailers to maintain cohesion. And based on the portfolio pairings and adjustments that retailers have embarked upon, particularly in the drug channel, they obviously see the need for it.\r\n\r\nHowever, Maute says he’s not sure it’s critically important to have cohesion when it comes to their various tiers/subgroups of private label brands.\r\n\r\n“Each brand should speak to a consumer target or business objective directly, and sometimes these drivers will vary greatly,” he says. “I also don’t think that retailers should just build brands driven by product attributes or quality levels. This approach means that the product’s driving the development versus the customer need.\r\n\r\n“We recommend an approach that focuses on developing brands that you can win with in key areas of business, others that you can differentiate with, and others that you can compete with. Depending on the target customer or category, the role of the private label brand will vary.\r\n\r\n“Retailers should be developing brands that meet a business objective both quantitatively and qualitatively … this may not always be driven by traditional tiering methodologies.”\r\n\r\nHave A Consistent And Compelling Brand Voice – The Mouth \r\n\r\nTo have a consistent and compelling brand voice, retailers need to understand the role that private brands play within their business.\r\n\r\nUnderstanding their role is complicated, but critical, Spieckerman says. She says the most important part is a willingness to change and not get entrenched.\r\n\r\n“Private brands are powerful and unique advantages for retailers, and as they expand their physical and digital platforms, the opportunity to build equity and affinity for them has never been greater,” she says.\r\n\r\nIn many retailers, private brand programs still play the role of a source of products with greater margins compared with national or regional brands, Lee says.\r\n\r\n“These retailers are failing to leverage their programs to deliver greater value by utilizing it as a major piece of a retailer’s efforts to build an overall brand image that differentiates it from its competitors,” he says.\r\n\r\nIf a retailer has a good understanding of who they want to be, what their brand stands for and what differentiates them from the competition, they easily can integrate a structured go-to-market strategy that will help support that desired position.\r\n\r\nFind A Spirit To Fuel Your Brand – The Heart \r\n\r\nThere are some retailers that really put their heart into it and take a unique approach to private label branding.\r\n\r\nSome retailers that stand out for their private label branding are Safeway, Duane Reade, Walgreens and Tesco.\r\n\r\n“Safeway has done a great job with building brands on consumer insight and need,” Maute says. “Brands such as moms to mom, Open Nature and Eating Right, all appeal to a different consumer based on the life stage or need in the category.” \r\n\r\nAlthough not necessarily new, retailers are becoming more sophisticated in creating brands that are most targeted within categories or consumer segments, Lee says.\r\n\r\n“They are moving away from utilizing ‘banner brands’ and creating brands that are tightly targeted,” he says. “CVS for example, created the Nuance Salma Hayek brand that is a combination of a well-known brand, Salma Hayek, and the word Nuance, which is very beauty category specific.”\r\n\r\nFairway Market in New York leverages its Fairway Market private label brand to set a high quality tone in their stores, Hauptman says.\r\n\r\n“Their Fairway Market brand items are unique, high-quality, signature products that are positioned as different and better than traditional national brands, thereby reinforcing the retailer’s high-quality, wide variety image,” he says.\r\n\r\nThe basics of creating retailer owned brands are almost identical to the basics of creating any brand, says Christopher Durham, founder of myprivatebrand.com.\r\n\r\n“The real key is understanding the opportunities for retailers to build brands with significantly larger and more compelling consumer propositions than national brand manufacturers,” he says. “No matter how well a manufacturer knows its consumer, the brands they create are still restricted by the products they manufacture. Retailers have the ability to source any product at any quality level from anywhere in the world and to create a brand that truly solves [the consumer’s] problems.” \r\n\r\nAdditionally, retailers must understand who they are and what makes them different and unique, Durham says. They must understand that price and selection are not differentiators, and to be successful, they must create a brand that engages consumers in their hearts as well as their wallets.\r\n\r\n“If they cannot articulate that difference, consumers will not engage with them as anything more than the generic grocer or corner drugstore that they are,” he says. “Once this is established, a robust portfolio of private brands may have brands that reinforce the overarching retail positioning, or it may have brands that add to the original retail positioning.\r\n\r\n“Ultimately, the retailer must ask himself or herself what roles each brand will play in their portfolio and how much they will invest to bring that role to life.”\r\n\r\n“Although there has been a lot of talk over the last few years about private label and the quality and pricing of its products, the vast majority of retailers are simply doing a better job with their private labels – they are not creating brands,” says Christopher Durham, founder of myprivatebrand.com. “Prominent exceptions include Tul at OfficeMax, The Snack Artist at Safeway, and the upcoming Threshold at Target.”</p>\r\n\r\n<a href=\"http://digital.bnpmedia.com/display_article.php?id=1128277\" target=\"_blank\">http://digital.bnpmedia.com/display_article.php?id=1128277</a>', 'Anatomy Of Private Label Branding', '', 'inherit', 'closed', 'closed', '', '1667-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1667, 'http://cbx.cappendev.com/1667-revision-v1', 0, 'revision', '', 0),
(2690, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'Veteran retail, hospitality, airport and commercial facilities architect and designer Anthony Deen has joined brand agency and retail design consultancy CBX as Creative Director, Branded Environments.\r\nIn his position, Deen will partner with senior management in shaping the vision for retail, restaurant, hospitality and commercial clients’ branded environments that are relevant in the marketplace. He reports to Rick Barrack, Founding Partner &amp; Chief Creative Officer.\r\n\r\nDeen comes to CBX from Landor, a brand consulting and design firm in New York City, where he was Creative Director, Environment Design since 2011. In that position, he served as practice leader in branded environments and created award-winning designs for clients such as Barclays, the Central Park Conservancy, the Port Authority of New York and New Jersey, and The World Trade Center. Deen’s work for Central Park garnered a Cannes Gold Lion, and Gold Award at the International Design Awards and a GOOD Green Design award among others.\r\n\r\nPrior to Landor, Deen was a Senior Design Director and Senior Associate at TPG Architecture, New York, N.Y., where he served as studio and design lead for airport, retail and hospitality clients. From 2003-2007, he worked at Rockwell Group, New York, N.Y. as a Senior Architect and Associate responsible for design and project oversight for clients such as FAO Schwarz, JetBlue Airways, Macy’s, and the W Hotel Group. Earlier in his career, he served as Vice President of Retail Design and Brand Development for Virgin Entertainment Group, Los Angeles. In that role, he served as store design lead for Richard Branson’s megastore chain in North America, with responsibility for the look and feel of the U.S. stores.\r\n\r\nDeen is also an adjunct associate professor at Parsons School of Design, School of Art, Media + Technology, where he cofounded and directed the school’s Design and Technology graduate program.\r\n\r\nA resident of Brooklyn, N.Y., Deen holds a Masters of Architecture from the Parsons School of Design and a Bachelor of Fine Arts from The Cooper Union For the Advancement of Science and Art, Schools of Art and Architecture.\r\n\r\nAlso seen in:\r\n<a href=\"http://www.chainstoreage.com/article/cbx-taps-anthony-deen-creative-director-branded-environments\" target=\"_blank\">Chain Store Age\r\n</a><a href=\"http://insights.retailenvironments.org/2015/06/16/anthony-deen-joins-cbx-as-creative-director/\" target=\"_blank\">Retail Environments\r\n</a><a href=\"http://www.bizjournals.com/newyork/potmsearch/reprint/submission/4766181?ana=e_potm_thx&amp;ana=e_notification_potmhttp://www.bizjournals.com/newyork/potmsearch/reprint/submission/4766181?ana=e_potm_thx&amp;ana=e_notification_potm\" target=\"_blank\">New York Business Journal\r\n</a><a href=\"http://www.designretailonline.com/displayanddesignideas/industry-news/CBX-Names-New-Creative-Director-Branded-Environments-13572.shtml?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Template_Daily_070115%20(1)\" target=\"_blank\">design:retail</a>', 'Anthony Deen Joins CBX as Creative Director, Branded Environments', '', 'inherit', 'closed', 'closed', '', '2112-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2112, 'http://cbx.cappendev.com/2112-revision-v1', 0, 'revision', '', 0),
(2691, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '<strong>Stark, unattractive value-tier packaging design is losing favor with customers.</strong>\r\nOne-third of consumers consciously seek out private label products to save money, states Chicago-based IRI in its January 2015 report \"Private Label &amp; National Brands: Dialing in on Core Shoppers.\" More than five years after the official end of the Great Recession, consumers continue to search for affordable grocery options, and nearly half (46 percent) of consumers say they are planning to purchase affordable brands more frequently in the coming year. For this reason, many retailers have started to give their opening-price-point private brands greater attention.\r\n\r\nTodd Maute, a partner with New York-based CBX, agrees that there has been a \"recent resurgence\" in value-tier products.\r\n\r\n\"They are being treated more strategically than they have been in the past,\" he says, especially when it comes to their packaging design. Typically, standard value-tier packaging was \"basic\" and \"cheap\" looking because retailers wanted to convey to consumers that the product was inexpensive. However, recent private brand packaging redesigns and opening-price-point brand introductions indicate that retailers are changing the way they present their value tier to consumers.', 'Anything But Basic', '', 'inherit', 'closed', 'closed', '', '2219-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 2219, 'http://cbx.cappendev.com/2219-revision-v1', 0, 'revision', '', 0),
(2692, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', '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', '', 'inherit', 'closed', 'closed', '', '1938-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1938, 'http://cbx.cappendev.com/1938-revision-v1', 0, 'revision', '', 0),
(2693, 1, '2018-09-27 17:56:33', '2018-09-27 17:56:33', 'Every year, millions of people shop at Walmart -- but few of them are as inspired by what they find in the aisles as artist Brendan O\'Connell. O\'Connell, who has been the focus of several TV news segments and magazine articles, has been painting on canvas what he finds there: everyday household products like JIF peanut butter, Velveeta cheese and Wonder bread, as well as the people who go there to purchase them. O\'Connell\'s subject matter is not dissimilar from that of Andy Warhol, another artist who made a career out of portraying the designs that our agency, and others like it, spend days and late nights creating as art. But do we -- or even the brands that engage us -- get any benefit or credit (or even compensation) from Mr. O\'Connell for the subject matter that so inspired him?\r\nIn the age of Pinterest, Instagram, YouTube, et al., there seems to be an ever-growing blur between art and commerce. Except for when it comes to the business (i.e., the money part) behind the creativity. There the lines become pretty black and white. While artists -- like illustrators, photographers and musicians -- who develop commercial materials continue to leverage business concepts around copyright usage and the like (Shutterstock founder Jon Oringer just made the billionaire\'s club), clients have put more and more demands on agencies in order to get the work they want for the price they want. Agencies generally perform under \'work for hire,\' relinquishing ownership over final creative product (online you can get it for $399). It\'s a competitive environment, but creativity, at least quality creativity, continues to be commoditized.\r\n\r\nCan anyone really divine how long it will take to develop a logo? More importantly, what will its worth be in market? One of my idols, the agency legend David Ogilvy, once advised prospective clients to \"insist on paying 16% to your agency [ed. note: 15% commission was once a standard in advertising]. The extra 1% won\'t kill you...and you will get better service.\" I couldn\'t agree more -- but then again, I\'m the agency.\r\n\r\nRead more: &lt;a href=\"www.huffingtonpost.com/gregg-s-lipman/art-vs-commerce_b_5399195.html\" target=\"_blank\"&gt;www.huffingtonpost.com/gregg-s-lipman/art-vs-commerce_b_5399195.html&lt;/a&gt;\r\n\r\n&amp;nbsp;', 'Art vs. Commerce', '', 'inherit', 'closed', 'closed', '', '1914-revision-v1', '', '', '2018-09-27 17:56:33', '2018-09-27 17:56:33', '', 1914, 'http://cbx.cappendev.com/1914-revision-v1', 0, 'revision', '', 0),
(2694, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<p>Despite the beleaguered stock market, Duane Reade is turning to Wall Street to make a profit.\r\nOn Wednesday, the chain will open a roughly 22,000-square-foot pharmacy in the Trump Building at 40 Wall Street. Joe Magnacca, president of Duane Reade and Everyday Living Solutions at the Walgreen Company, which owns Duane Reade, said it is the largest Duane Reade ever built.\r\n\r\nThe drugstore occupies 40 Wall Street’s cavernous old bank space, with vaulted ceilings rising two stories above the marble floor. It includes opulent amenities like a hair salon for shampoos, blow dries and blowouts; a nail bar for manicures and massages; a pharmacy with a doctor on hand for consultation during the week; and a grocery market featuring sushi and smoothie bars. There is also a stock ticker.\r\n\r\nThe Wall Street store’s extensive services are an attempt to rethink the American pharmacy model, which Mr. Magnacca said “hasn’t changed much since the removal of soda fountains 50 years ago.”\r\n\r\n“We believe it’s the most exciting drugstore in the world,” he said in an interview last week.\r\n\r\nMr. Magnacca said this Duane Reade cost around 20 percent more than usual to build. It is the company’s latest effort to custom-fit a store to the surrounding neighborhood, a strategy that has touched off controversy in the past. One that opened last year on Bedford Avenue in Williamsburg, Brooklyn, drew threats of a boycott from residents who feared it would force out independent pharmacies and homogenize the neighborhood.\r\n\r\nBut the Williamsburg store, which features a bar that sells 64-ounce bottles of beer called growlers, proved so popular that Duane Reade adopted the growler bar at a second pharmacy on the Upper West Side.\r\n\r\nMr. Magnacca said the new store was designed to preserve relics like black marble columns and gilded escalators from 40 Wall Street’s former life as the Bank of Manhattan Trust Building. He said he did not think financial district customers would see this Duane Reade as an encroachment; after all, there are already 14 locations around the neighborhood.\r\n\r\nMichael Fram and Tom McDonnell, who work at 40 Wall Street, were chatting outside the building Thursday afternoon. Both men said they were unaware that the store was opening, despite the gigantic banners that flapped directly overhead. Told of its arrival, they said they thought the store would be convenient, but they were not sure they would go there for lunch.\r\n\r\n“I don’t know about the sushi,” Mr. Fram said. “I’d have to smell it first. But I’ll try anything once.”\r\n\r\n<a href=\"http://cityroom.blogs.nytimes.com/2011/07/05/at-duane-reades-newest-outpost-sushi-and-hairstyling/\" target=\"_blank\">http://cityroom.blogs.nytimes.com/2011/07/05/at-duane-reades-newest-outpost-sushi-and-hairstyling/</a>', 'At Duane Reade’s Newest Outpost, Sushi and Hairstyling', '', 'inherit', 'closed', 'closed', '', '1753-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 1753, 'http://cbx.cappendev.com/1753-revision-v1', 0, 'revision', '', 0),
(2695, 1, '2018-09-27 17:56:34', '2018-09-27 17:56:34', '<strong>Argentinean Company\'s Award-Winning Concept Focuses on Creating a Genuine Cafe Experience</strong>\r\nAXION energy Argentina, headquartered in Buenos Aires, is rolling out a new and distinctive convenience store design created by CBX, the brand agency and retail design consultancy based here. The design just took first place honors in the convenience store category in VMSD magazine\'s annual Retail Renovation Competition, published in September.\r\n\r\nCBX\'s creation of AXION\'s Spot! Café concept marked a departure from the usual c-store development process. Recognizing the strong European cultural and social influence in Argentina, CBX decided to make an authentic café experience the main focus of the shop, with the convenience retail component secondary.\r\n\r\n\"During our research, we discovered that one aspect of the European influence in Argentina is the common practice of socializing over a cup of coffee or espresso a number of times a day,\" explained Joseph Bona, CBX president of branded environments. \"We also found that many of the country\'s convenience stores have seating areas and people often go to them to have their cup of espresso and then go on their way, without buying any food.\"\r\n\r\nAs a result, the CBX approach changed the focus of the shop. \"We felt there was an opportunity for the client to differentiate itself by making the shop not a typical c-store selling food and coffee, but instead creating a modern, state-of-the-art café that also offers an assortment of convenience products. So, the project really became all about creating a genuine café experience.\"\r\n\r\nAXION energy is a subsidiary of Bridas Corp., which acquired the assets of Esso Petrolra Argentina, the fuel distribution and retail subsidiary of Exxon Mobil Corp., in 2012. The company operates 700 fuel centers in Argentina, Uruguay and Paraguay. In the wake of the acquisition, along with its new identity, the company created a striking, ultra-contemporary forecourt design that CBX used as part of its inspiration in designing the shop.\r\n\r\nCBX created a retail brand identity for the shop with a high-impact sense of place. Both the exterior and interior designs for Spot! Café leverage the bright, cheerful color palette of the AXION forecourt, while the floor-to-ceiling glass storefront showcases what awaits the customer inside.\r\n\r\n\"We took a number of cues from the AXION brand design,\" Bona, a veteran c-store designer, elaborated. \"In addition to the colors, we took one leg of the \"X\" logo symbol of Axion and converted it into an architectural detail that highlights the store entrance.\"\r\n\r\nIn order to establish the primacy of the café experience, the layout separates the store and café as distinct sectors. Communal tables and outdoor patio seating help reinforce a sense of community and compliment the traditional café seating, which also includes club chairs. Digital menu boards, meanwhile, not only allow easy time-of-day menu changes but also underline the high-tech modern design throughout.\r\n\r\nThe flagship prototype facility debuted in October 2014 on Avenida Del Libertador y Salguero in Buenos Aires and the company had opened 15 additional locations in Argentina by mid-August. According to the company, sales at the flagship store were up 12% in the first nine months of operation, while gross profit grew an impressive 23%.\r\n\r\n\"We had to have a specific solution for the modern convenience store shopper, and we wanted to build the best breakfast experience in town,\" says Claudio Freue, Marketing Director, AXION energy. \"The selection of products was chosen carefully, placing special emphasis on providing our shoppers with healthy options.\"\r\n\r\nAlso seen in:\r\n<a href=\"http://www.petrolplaza.com/news/industry/MiZlbiYxOTA3NCYmMSYzMCYx\" target=\"_blank\">PetrolPlaza</a>', 'Axion Energy Rolls Out C-Store Prototype Design Created by CBX', '', 'inherit', 'closed', 'closed', '', '2136-revision-v1', '', '', '2018-09-27 17:56:34', '2018-09-27 17:56:34', '', 2136, 'http://cbx.cappendev.com/2136-revision-v1', 0, 'revision', '', 0);
