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(2914, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<strong>The story behind the iconic shape that came to symbolize the c-store chain\'s brand promise</strong>\r\nThe angled, wing-shaped canopy that covers Wawa’s fuel islands is as powerful a branding tool as the price sign—if not more so. How it came to be an iconic element of the chain’s sites is a story about how design can elevate a brand.\r\n\r\nIn the mid-1990s, the Wawa, Pa.-based chain was looking to enter the gasoline business and wanted to make a statement with its fuel island. Mariellyn Zeock served as Wawa’s manager of architectural design at the time. She had never designed a fuel canopy before but was tasked with coming up with design ideas for that first fuel site in Millsboro, Del. So she drove around the area to look at local examples.\r\n\r\n“I noticed that they were all the same—all really heavy on top,” Zeock, now retired, told CSP Fuels. “What if we just made it lighter, thinner and exposed the structure?”\r\n\r\nThe architectural team—which included Zeock and the late Jim Dodrill—got the go-ahead to pursue the idea from Peter Gilligan, then director of construction and engineering (and the recently retired vice president of real estate for Wawa). Dodrill worked with lighting designer Kristin Keilt to mock up a preliminary model of the canopy.\r\n\r\n“Jim and I had a very synergistic relationship,” Keilt told CSP Fuels. “He would not just design the form and hand it off to me to light it—we would have the key conversations, and ask the right questions.”\r\n\r\nDodrill and Keilt wanted to design the canopy around people, so they visited competitors’ sites at night to get a feel for the market norm.\r\n\r\n“Everyone seemed to be creating canopies that were a glare source—a high level of glare and a high light output,” said Keilt, who today oversees lighting design for Lowe’s Cos. Inc., Mooresville, N.C. “It started to become a gas-station war on brightness. What that tended to do to the entire site was disable somebody from comfortably pulling in at night to a gas station.”\r\n\r\nThe team’s aim was to design a canopy that welcomed customers. They used layers of vertical light and lowered the light and wattage levels typical for the time. (The lighting scheme was so unobtrusive it won a “Good Neighbor” award from a dark-sky association.)\r\n\r\n“That’s something that was really disruptive at that time in the industry, where everyone was racing to the brightest light,” said Keilt. “And we were really doing the opposite.”\r\n\r\nThe team also played with the placement of the canopy of itself. Dodrill designed the fixture to tip at an angle, so that lighting was reflected on the c-store rather than the customers below.\r\n\r\n“We were doing a lot of cardboard, wood mockups, shining light on it; we were really playing in that space in thinking about the human condition there,” said Keilt.\r\n\r\nThey also gave the canopy a split wing shape. Norman Turiano, principle of Turiano Strategic Consulting, Cape Coral, Fla., and fuel pricing manager for Wawa at that time, said the canopy was meant to not only evoke the wings of Wawa’s goose icon, but also to highlight the chain’s foodservice-focused c-store. “There was a fear going into fuel that a forecourt with 16 pumps would block it,” Turiano told CSP Fuels.\r\n\r\n<strong>Making the Sell</strong>\r\n\r\nBecause of the design’s uniqueness, the team knew it needed to help Wawa executives better visualize the experience. So they created a video rendering that placed the viewer at car level and moved them through the site.\r\n\r\n“We knew we needed to really expand that visualization for them to get the concept won,” said Keilt. “It was not [out of] ego that we designed it; it was really for those customers that we wanted to create a wonderful environment.”\r\n\r\nThis effort was especially critical because that first prototype was at least three times more expensive than a standard canopy, which created some pushback from the chain’s budget watchers, said Zeock. But the design had a powerful fan: Dick Wood, then CEO and today chairman of the board.\r\n\r\n“Dick Wood wanted it, and Dick gets what he wants,” said Turiano. Wood was willing to invest money if it enhanced the Wawa brand image. The winged canopy did just that.\r\n\r\nThat’s not to say the iconic design remained a permanent fixture of Wawa sites. There was a brief period during the recession when Wawa retired the winged canopy for a standard, rectangular model as money got tight and the desire to build more stores pressured construction budgets, said Turiano.\r\n\r\nBut after about a dozen locations with an “out-of-the-box” canopy, Wawa returned to the angled design. This was partly at the urging of its design firm, New York-based CBX. It was also partly because of the timing: The retailer, which today has more than 700 stores, was about to make a big push into Florida.\r\n\r\nWawa and CBX have updated and tweaked the canopy’s design over the years, but 20 years later, it still retains its original, unique shape. This is a testament to its timeliness and fit.\r\n\r\n“We had a very distinct visual language that supported the brand, and [Wawa was] a different competitor in the market, and they stood apart,” said Keilt. “All of those architectural elements together combined in a holistic way to really amplify their brand messaging.”\r\n\r\n“I wish Jim were still around to see they went back to the canopy,” said Zeock of Jim Dodrill, who died in 2010. “It was a group effort.”\r\n\r\nOriginally published by <a href=\"http://www.cspdailynews.com/fuels-news-prices-analysis/fuels-analysis/articles/how-wawa-s-canopy-took-wing\" target=\"_blank\">CSP</a>', 'How Wawa’s Canopy Took Wing', '', 'inherit', 'closed', 'closed', '', '2287-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2287, 'http://cbx.cappendev.com/2287-revision-v1', 0, 'revision', '', 0),
(2915, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<strong>MOL Group has begun rolling out a scalable convenience store prototype created in close collaboration between its internal retail group and CBX. </strong>\r\nThe first 28 locations under the Fresh Corner brand opened over the course of the past three months in six countries (Hungary, Croatia, Romania, Serbia, Slovakia and the Czech Republic). The initial stores range in size from 500 to 2000 square feet.\r\n\r\nCBX was tasked with creating a new retailing concept and prototype that would reflect and respect the diversity of the company’s distinct national markets. In addition, with its expansion driven by acquisitions, MOL’s network currently incorporates a number of different nameplates and footprints. Consequently, part of CBX’s assignment was to develop guidelines and criteria to help the company determine which store size and product assortment would be right for particular markets and locations.\r\n\r\nJoseph Bona, CBX president of branded environments and a veteran c-store designer, noted that product offerings in MOL’s retail facilities were heavily focused on automotive supplies and accessories. To aid the company in developing a true convenience retail assortment, CBX analyzed MOL’s sales data to determine the optimal core offering.\r\n\r\nReflecting on the overall scope of the project, Lars Höglund, SVP MOL Group Retail, commented: “MOL defined a very ambitious retail strategy for the upcoming years. To be successful with our mission, we had to reconsider all aspects of our retail fundamentals step-by-step, and CBX was a great partner and mentor on this journey.”\r\n\r\n“As a result of our intense, joint efforts,” Höglund summed up, “we now provide a relevant customer offer at all of the pilot sites, which includes an enhanced hot beverage and food-to-go program, a new convenience store concept with daily essentials, as well as a renewed car wash offer and other services. Ultimately, we intend to roll out these elements to all locations.”\r\n\r\nMOL operates a fuel retail network of more than 1,900 sites in 11 countries across central and southeastern Europe.\r\n\r\nEditors Note:\r\n\r\nCBX feature in the forthcoming PetrolWorld Magazine with a special feature article entitled “New Era Retail”. <a href=\"www.Petrolworld.net\" target=\"_blank\">www.Petrolworld.net</a>\r\n\r\nThe full story of the new Fresh Corner c-store created by CBX for MOL will appear in the forthcoming Cstore Executive Magazine online. <a href=\"www.Cstoreworld.com\" target=\"_blank\">www.Cstoreworld.com</a>\r\n\r\n&nbsp;\r\n\r\nOriginally published in <a href=\"http://www.petrolworld.com/europe/item/23507-hungary-fresh-start-for-mol-convenience-retail\" target=\"_blank\">Petrol World</a>.', 'Hungary: Fresh Start For MOL Convenience Retail', '', 'inherit', 'closed', 'closed', '', '2135-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2135, 'http://cbx.cappendev.com/2135-revision-v1', 0, 'revision', '', 0),
(2916, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<strong>Design Creates a Retail Brand and Elevates Food Offering</strong>\r\nMOL Group, an international oil and gas company based in Budapest, Hungary, has begun rolling out a scalable convenience store prototype created in close collaboration between its internal retail group and CBX, the strategic brand agency and retail design consultancy based here. MOL operates a network of more than 1,900 fuel centers in 11 countries across central and southeastern Europe.\r\n\r\nThe first 28 locations under the Fresh Corner brand opened over the course of the past three months in six countries (Hungary, Croatia, Romania, Serbia, Slovakia and the Czech Republic). The initial stores range in size from 500 to 2000 square feet.\r\n\r\nCBX was tasked with creating a new retailing concept and prototype that would reflect and respect the diversity of the company\'s distinct national markets. In addition, with its expansion driven by acquisitions, MOL\'s network currently incorporates a number of different nameplates and footprints. Consequently, part of CBX\'s assignment was to develop guidelines and criteria to help the company determine which store size and product assortment would be right for particular markets and locations.\r\n\r\nFinally, CBX worked with MOL to develop a core c-store offering, including hot beverages and food-to-go, that could be applied with modification across all of the company\'s national markets. Joseph Bona, CBX president of branded environments and a veteran c-store designer, noted that product offerings in MOL\'s retail facilities were heavily focused on automotive supplies and accessories.\r\n\r\nTo aid the company in developing a true convenience retail assortment, CBX analyzed MOL\'s sales data to determine the optimal core offering. \"We felt the convenience assortment needed to do three things,\" Bona explained. \"First, increase shopping frequency. Second, increase the basket size and third, provide items that people need on a regular basis, not for a roadside emergency. It was really about giving people more reasons to shop at the MOL network and encourage them to buy more when they do.\"\r\n\r\nReflecting on the overall scope of the project, Lars Höglund, SVP MOL Group Retail, commented: \"MOL defined a very ambitious retail strategy for the upcoming years. To be successful with our mission, we had to reconsider all aspects of our retail fundamentals step-by-step, and CBX was a great partner and mentor on this journey. The new design was created in order to best support the provision of the renewed offer. The external design communicates immediately that we moved away from the traditional forecourt shop towards a retail outlet where customers can make their daily top-up shopping, as well as buy hot beverages and food for the road.\"\r\n\r\nIn terms of site design, Bona noted that in many MOL locations, the gas canopies are connected to the stores, which typically has a dramatic influence on customers\' perceptions of the facility. \"We had to make sure the store\'s exterior communicated properly what is inside,\" he said. \"To accomplish that, we designed an all-glass storefront that clearly displays the convenience and food offerings inside, and created an outdoor seating area to further reinforce their food offering.\"\r\n\r\nAdjacent to the outdoor seating area, the store\'s exterior sports a newly designed visual identity -- a large graphic of a cup of Fresh Corner-branded coffee. This reinforces the message that food is inside to customers at the curb or gas pumps.\r\n\r\nOf course, that message is also conveyed through the store\'s new name, \"Fresh Corner.\" MOL had been employing the \"Fresh Corner\" descriptor to demarcate a small food area inside its retail facilities, and at CBX\'s suggestion, this became the stores\' main identity, branding them as a food retailer rather than just a gas station. \"Since the company owns the name, we took \'Fresh Corner\' and applied it to the exterior of the building over the entrance,\" Bona explained.\r\n\r\n\"Like the effort behind the stores\' core offering, the challenge of developing a foodservice offering that could work in the different countries was tackled in a similarly analytical fashion. We started with the belief that 80% of what people expect in terms of food-to-go from a c-store is fairly universal,\" Bona said. \"It\'s the other 20% where you need to create the flexibility to entertain different taste profiles, flavor preferences and unique items. The system we created allowed for local nuances. But the system of delivering the food, the preparation, the presentation and the packaging, all needed to be consistent.\"\r\n\r\n\"Our key challenge was to know exactly who our customers are and what they want in the different markets,\" noted Höglund, who added that MOL has also focused on improving customer experiences at the fuel pumps and other areas. \"We had to align ourselves with the latest market and customer trends and convert our filling stations to service stations. We aspire to leap-frog competition not only in our offer, but in operations, too. We are transforming our pump attendants into hosts, who from now on need to think, act and behave with 100%-customer focus.\"\r\n\r\n\"As a result of our intense, joint efforts,\" Höglund summed up, \"we now provide a relevant customer offer at all of the pilot sites, which includes an enhanced hot beverage and food-to-go program, a new convenience store concept with daily essentials, as well as a renewed car wash offer and other services. Ultimately, we intend to roll out these elements to all locations.\"\r\n\r\nAlso seen in:\r\n<a href=\"http://www.pennenergy.com/marketwired-oilgas/2015/09/10/hungary-s-mol-group-rolls-out-new-c-store-prototype-designed-by-cbx.html\" target=\"_blank\">PennEnergy\r\n</a><a href=\"http://www.nacsonline.com/News/Daily/Pages/ND0911155.aspx#.VfNF7J1Viko\" target=\"_blank\">NACS Online\r\n</a><a href=\"http://conveniencestoresgasstations.retail-business-review.com/news/mol-group-rolls-out-new-c-store-prototype-designed-by-cbx-110915-4668327\" target=\"_blank\">Retail Business Review\r\n</a><a href=\"http://www.petrolplaza.com/news/print/browse/MiZlbiYxOTA1NCYmMSYzMCYx\" target=\"_blank\">Petrol Plaza</a>', 'Hungary\'s MOL Group Rolls Out New C-Store Prototype Designed by CBX', '', 'inherit', 'closed', 'closed', '', '2132-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2132, 'http://cbx.cappendev.com/2132-revision-v1', 0, 'revision', '', 0),
(2917, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Philabundance recently opened the nation\'s first non-profit grocery store, Fare &amp; Square.Located in Chester, Pa., a metro-Philadelphia area food desert, the 16,000-sq.-ft. store offers nutritious food at low prices, marking the city\'s first grocery store in more than a decade.\r\n\r\nPhilabudance enlisted New York-based brand agency and retail design consultancy CBX to create an environment that would \"reflect the hopeful and respectful nature ofPhilabundance\'s goal to serve Chester residents through a store that could look at home in any community,\" says Joseph Bona, president of branded environments for CBX.\r\n\r\nThe colorful Fare &amp; Square logo was the design team\'s inspiration for the overall color palette of bright green, purple, yellow and orange, which is complemented by light wood and stainless steel elements. \"The palette is designed to make Fare &amp; Square an energizing and inspiring, but comfortable, place to shop and congregate,\" Bona says.\r\n\r\nThe store\'s design elements are consistent with for-profit stores, including hanging aisle-marker signage, end-cap displays, vinyl flooring, large displays of produce on tilt -style tables and pendant lighting. Additionally, dairy, deli, fresh meat and seafood fill the perimeter of the store. There also are local touches, such as a one-of-kind mural demonstrating the spirit of Chester. \"We designed a neighborhood store that\'s clean, well-lit, functional, convenient and friendly, but it\'s also a place that the community can call their own, instilling a sense of optimism, pride and connection,\" Bona says.\r\n\r\nPhilabundance hopes to roll out this model in other communities in the Delaware Valley region.\r\n\r\nSources: design:retail, March 2014', 'Hunger-Relief Organization', '', 'inherit', 'closed', 'closed', '', '1944-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1944, 'http://cbx.cappendev.com/1944-revision-v1', 0, 'revision', '', 0),
(2918, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Rick Barrack\nYou can learn about branding and brand loyalty from the unlikeliest places.\n\nTake “The Newlywed Game.” (Bet you didn’t see that one coming – but I did say \'unlikeliEST\'!) Specifically the original version that premiered in 1966, with the eternally young Bob Eubanks as host.\n\nI happened to catch a re-run of it on the Game Show Network recently, and for those of you who aren’t familiar with the show, the premise is as simple as it is effective: recently married couples are split apart in two rooms and asked questions to determine how well they know their spouse. They are then each put in front of a live studio audience and asked to guess their spouse’s answers.\n \nHilarity, as well as full-on yelling matches and actual divorces, ensues.\nIt’s not only terrific entertainment, but a show that contains some fascinating things that the astute observer can pick up on and still relate to today. Namely, how HARD it is to remember little details about your spouse! Especially in the hyper-branded world we live in.\n \nFor example, my wife is working out five days a week now—she’s an absolute machine, and the results are simply phenomenal, Olympian even. If she were to come home one day and say, “Rick, I think I can do a little better than this,” I would absolutely pack my bags and go. She looks that good.\n \nBut do I even know what model sneakers she wears to the gym?\nWhat her favorite soap is?\nWhat her preferred choice of deodorant is?\nWhich fragrance she’s currently wearing?\nWhat her favorite Snapple flavor is?\nWhich brand of toothbrush she uses?\nWhat her favorite clothing brand is?\n \nAnd how long has she been using those specific brands and products? Has she always used them? I don’t really know. And yes, we’ve been married twelve years.\n \nCome to think of it, I have no idea what my kids’ top brands are right now. And I buy most of them! \n \nAs designers, we have access to acres upon acres of macro-information, quantitative and qualitative research, trends reports, competitive analyses and psychographics, but do we even know which brands the people closest to us are loyal to and why?\n\nNot to say that I know NOTHING about the brands my wife uses. Indeed, I DID notice recently that she had started using a new health and beauty brand.  Now, truth be told, I only knew this because I oversaw the redesign of the package. But I still thought, with a smile: “Cool, sleek, breakthrough modern packaging wrapped around high performance and efficacy. Nicely done, Rick. Nicely done, indeed.” However, she soon went to another brand. (Was it the one she’d been using all along?) Should I have been a little offended? Why, yes!\n \nOr actually, no, as I’m not exactly the target market for the product. But it goes to show that even though her husband, her partner in life and love and laughter, oversaw the redesign of the package, for whatever reason it didn’t fit her needs. In other words, she made the leap of faith, landed, gave it a shot and turned right back around.\n \nThat package design can play a crucial role in influencing consumer purchasing decisions is undeniable, but as my own anecdote shows, refreshing or reinventing a brand’s visual language is no guarantee of loyalty. Certainly it’ll get someone to try a product, but there are myriad other factors (price, performance, culture, availability, etc.) involved in making that relationship work. Not unlike a marriage, if you think about it. \n \nWhich got me thinking. . . if brand loyalty can be compared to marriage. . . wouldn’t it be great to see a spin-off of that 60s TV show called “The Brand Newlywed Game”? A show where designers are paired up with consumers and asked to guess each other’s answers to brand questions? I’m not sure what would ensue, but it would be riveting TV.\n<a href=\" http://www.thedieline.com/blog/2013/5/16/i-brand-take-thee.html?utm_source=buffer&utm_medium=twitter&utm_campaign=Buffer&utm_content=buffer545b5\" target=\"_blank\">\nhttp://www.thedieline.com/blog/2013/5/16/i-brand-take-thee.html?utm_source=buffer&utm_medium=twitter&utm_campaign=Buffer&utm_content=buffer545b5</a>\n', 'I Brand, Take Thee...', '', 'inherit', 'closed', 'closed', '', '1817-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1817, 'http://cbx.cappendev.com/1817-revision-v1', 0, 'revision', '', 0),
(2919, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Generation Z, the generation after millennials, is the first generation that has truly grown up in a purely technology-driven world.\r\nAccordingly, Gen Z — more so than any other generation — is primed to respond strongly to technology offerings. Tech is an important tool to gain and keep these consumers.\r\n\r\nConvenience store retailers must remember \"this generation, even more so than millennials, has only known a mobile world,\" noted David Brewis, chief marketing officer at New York-based Amplience, a provider of ecommerce retail solutions.\r\n\r\n\"While it’s no secret that traditional brick-and-mortar retailers are being pushed to embrace omnichannel models, they’re now going to have to capture this new generation of shoppers on mobile first,\" he explained.\r\n\r\nGeneration Z — made up of those born from the mid-1990s to the early 2000s — currently accounts for 25 percent of the U.S. population, making it a larger cohort than baby boomers or millennials. Ranging in age from pre-tween to 21, they already claim more than $40 billion in buying power and are predicted to be the driving force of the consumer world by 2020.\r\n\r\nIf retailers want to connect with Gen Z shoppers, they need to \"meet them where they’re at and create an engaging experience connecting physical and digital realms — namely, through the smartphones these consumers already carry with them,\" said Davor Sutija, CEO of Thinfilm, a NFC mobile marketing solutions provider.\r\n\r\nGen Z shoppers are becoming the trendsetters and tastemakers in society.\r\n\"They’re increasingly looking for more interactive and personalized ways to shop, with online platforms like search engines, social media and ecommerce marketplaces changing the game for these digitally-savvy consumers and the retail world at-large,\" Sutija said.\r\n\r\n<strong>ALL ABOUT SOCIAL MEDIA</strong>\r\nGen Z is \"all about social media,\" according to Todd Maute, partner at New York-based brand agency CBX. He recommends c-stores put their brand out there in a way that is both meaningful and emotional to get Gen Z to respond. Working with \"influencers\" can be a part of the strategy.\r\n\r\n\"In particular, video gamers’ fast-paced lifestyles dovetail very well with the offerings of c-stores,\" Maute told Convenience Store News. \"Pro-gamers reach massive online audiences: L.A.-based gamer and YouTube star Mark Fischbach, for example, reportedly made more than $12 million last year. He now has more than 21 million subscribers. The right influencer collaborations certainly can bolster a c-store brand’s resonance with Gen Z.\"\r\n\r\nMarketing expert Angie Read agrees that the best way to capture this generation is to feature a social media influencer who is \"their age, music and humor.\"\r\n\r\nRead is the co-author of Marketing to Gen Z: The Rule for Reaching This Vast — and Very Different — Generation of Influencers, a recently released report from FutureCast.\r\n\r\n\"Gen Z doesn’t watch television like older generations, so don’t waste advertising budgets on traditional TV ads,\" Read said. \"They do, however, voraciously consume digital media and, while they skip traditional ads at nearly all cost, they will sit through ads they find entertaining. They have a short attention span — 8 seconds or less.\"\r\n\r\nOriginally published by <a href=\"https://csnews.com/if-youre-looking-attract-gen-z-technology-way\" target=\"_blank\" rel=\"noopener\">Convenience Store News</a>', 'If You\'re Looking to Attract Gen Z, Technology Is the Way', '', 'inherit', 'closed', 'closed', '', '2309-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2309, 'http://cbx.cappendev.com/2309-revision-v1', 0, 'revision', '', 0),
(2920, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Ever talk to someone who shops at Lululemon? It’s simply not normal how emphatically the brand’s customers -- my wife included -- talk about their leggings (even if they are sheer in all the right places). The Lululemon brand connection is forged on something more than yoga clothing and gear -- it is forged on a lifestyle of health and well-being that makes shoppers feel that they are part of the “tribe.” In fact, Lululemon employs “ambassadors” -- really just adoring fans -- to spread the word about the brand in cities around the U.S. and Canada.\nLululemon knows one important fact about branding today: In order to resonate with consumers, you cannot simply offer products and services. You need to offer a way of life -- an emotional bond that connects one shopper to the next and makes them want to return, again and again. Here are some pointers for brands looking to create a tribe through a total experience.\n</br>\n<strong>Let your tribe connect with each other</strong>\nSeveral fairly recent online communities, including Etsy, Pinterest and Airbnb, are giving their users online spaces where they can connect with like-minded individuals. Etsy calls itself “more than a marketplace: we\'re a community of artists, creators, collectors, thinkers and doers.” Airbnb calls itself “a community marketplace for unique spaces,” while Pinterest puts all the power in users’ hands: “Pinterest is a tool for collecting and organizing things you love.” Users of these sites go to them knowing they will find people with similar tastes to their own, which perhaps grants them permission to spend time there -- and spend time they do, making Pinterest one of the fastest-growing social networks out there right now.\n</br>\n<strong>Elevate your tribe’s purpose</strong>\n\nCertain brands approach customers so that their experiences leave them feeling like a better person. At MAC Cosmetics, the attention showered upon you and the personal service allows you to feel comfortable, confident and free to express your desires without judgment. Celebrity endorsers like RuPaul, Lady Gaga and Elton John preach inclusivity and are atypical “beauties” -- a fresh departure from beauty brands that feature flawless, airbrushed models. MAC’s social media efforts, “Back to MAC” social responsibility program and friendly makeup artists create a tribe that is totally inclusive.\n</br>\n<strong>Create a community in your brandspace</strong>\n\nSoulCycle has turned legions of New Yorkers and Los Angelenos into spin worshippers by offering an experience that elevates exercise to a whole new level. Instead of pushing “celebrity,” SoulCycle markets “real.” People bond on favorite instructors and playlists, and popular classes sell out in minutes. Walls, t-shirts and products are covered with inspiring words, and it would be easy for a new visitor to forget that SoulCycle is actually about spinning. There are celebrity endorsers up the wazoo, like Kelly Ripa and Lena Dunham, but they endorse at their own volition. Once you are inside their studios, there’s no attitude whatsoever…just a group of like-minded people looking to clear their minds and have a bad-ass workout.\n</br>\n<strong>Offer unforgettably unique experiences</strong>\n\nTo create its tribe, American Girl taps into the imaginations of little girls and offers experiences at its stores that doll owners can’t find anywhere else (sorry, Barbie). In the brand’s own words, it is “more than just a store -- it’s a place where her imagination can soar.” Doll owners can take a cooking class with their dolls, or eat next to their dolls at the restaurant, or wait months for a highly coveted appointment at the Doll Hair Salon. American Doll owners spend thousands of dollars to make pilgrimages across the country to the flagship store on Fifth Avenue. Members of the American Girl tribe can bond with one another at historical scavenger hunts and events that revolve around specific dolls, like Julie and Saige.\n\nBut here’s the thing about tribes: They need to stand for something. They need to have a common spirit that pervades a group and the physical trappings that unify, and they need to evolve over time. Brands that don’t do so start to lose their relevancy, and in turn their followers. Don’t believe me? Just ask the Catholic Church.\n</br>\n<a href=\"http://www.mediapost.com/publications/article/209592/immersive-brand-experience-as-a-way-of-life.html?print#ixzz2hKzQbaKu\" target=\"_blank\">http://www.mediapost.com/publications/article/209592/immersive-brand-experience-as-a-way-of-life.html?print#ixzz2hKzQbaKu</a>', 'Immersive Brand Experience As A Way Of Life', '', 'inherit', 'closed', 'closed', '', '1866-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1866, 'http://cbx.cappendev.com/1866-revision-v1', 0, 'revision', '', 0),
(2921, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/06/Gregg_web-150x150.jpg\" alt=\"\" title=\"Gregg_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-4829\" /></a>By Gregg Lipman:\r\nIt\'s Valentine\'s Day, which got us in the mood for -– you guessed it -– love. In particular, brand love. We went out to the street and performed a down-and-dirty survey to find out just what brands make us weak in the knees, who is worthy of a long-term commitment, and who we want to break up with.\r\n\r\nHere\'s what people had to say:\r\n\r\nBrand You\'d Buy A Drink\r\n\r\nPinterest. You\'ve been hearing all about her for a few weeks now -- she\'s the girl on everyone\'s lips; she’s the next big thing. But is she really as cool as everyone says she is? After one drink, you’re sure to find out. \r\n\r\nBrand You\'d Take Home For The Night\r\n\r\nTwitter. It’s destined to be a brief encounter (no more than 140 minutes, tops), but it’ll likely be pretty fun while it lasts. He’s certainly hot right now, but you wonder if he’ll be around in five minutes --  let alone five years.\r\n\r\nBrand You\'d Kick Out The Next Morning\r\n\r\nWal-mart. The night before, you were wooed by all the talk of mega-this and mega-that, of all the low prices and special offers. But the next morning, you realize: sometimes bigger is not always better.\r\n\r\nBrand You\'re Most Likely To Bring Home To Mama\r\n\r\nChrysler. He\'s got All-American good looks, wholesome values, solid parts, diehard attitude and undying loyalty. Plus, he\'s proven that he can come through a crisis with flying colors, and regain his footing as a leader. Mama will call him a “stand-up guy” (like Clint Eastwood, the guy who voiced his recent Super Bowl commercial).  \r\n\r\nBrand With Whom You\'d Like A Fling\r\n\r\nJetBlue. You don’t have an occasion to see her all the time, but when you do, it\'s always a whirlwind experience. She always seems to be thinking of just the right things to do and say, and who cares if she’s always on time or not…there are always plenty of things to do and see while you wait.\r\n\r\nBrand You Want To Marry\r\n\r\nApple. He\'s smart, he\'s cool, he\'s stable, he\'s ambitious, he\'s successful, he knows who he is, and he’s always trying to better himself. He loves to have a good time, but he’s not so slick that he’s going to fail you in a time of need.\r\n\r\nBrand Whose Kids You\'d Like To Have\r\n\r\nWhole Foods. She always has your best interests in mind and wants to make the world a better place. She’s eco-conscious and truly cares about the next generation. Her idealism sometimes comes at a high price, but she’s so good that you’re willing to take the leap with her.\r\n\r\nBrand You\'d Take To Couples Counseling\r\n\r\nTylenol. After last year\'s recall fiasco, you found yourself untrusting of her, after many years of having her be your go-to gal. She did right by you forever, but then she fell off the wagon, and you found yourself questioning the whole relationship. But if she got her act together, you’d probably go back in a heartbeat.\r\n\r\nBrand You\'d Like To Break Up With\r\n\r\nVerizon. After years of spotty customer communications (or lack of communications altogether), you’ve had enough of his lies and unreliability. In fact, he’s sometimes so hard to reach that you might have to send him a text message to let him know you\'re splitsville.</p>\r\n\r\n\r\n\r\n', 'In the Mood For Brand Love', '', 'inherit', 'closed', 'closed', '', '1543-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1543, 'http://cbx.cappendev.com/1543-revision-v1', 0, 'revision', '', 0),
(2922, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Joe Bona\r\n“City hardware store survives despite bigger retail options.” So ran the headline last November in the local newspaper for Pottsville, Pa. (population 14,229). The story focused on the seemingly unlikely survival of Pottsville’s Centre Street Hardware, which had managed to keep its doors open since 1992 despite the rise of price-busting big-box hardware stores.\r\n\r\nJason Brown, a crack mechanic who manages the family business, told the newspaper its success owes to diversification. “We sell multiple things, such as bagged coal and wood pellets, all along with the regular hardware retail,” he said. “The small engine repair and service work we do, that’s our biggest thing, really.”\r\n\r\nWalk into Roswell Hardware Co., in Roswell, Ga., and the story is much the same. It happens to be an exclusive dealer of a best-in-class barbecue grill called the Big Green Egg. It is a hot item, no pun intended, and about half the store is filled with BBQ-related stuff. By the way, good luck finding Big Green Egg in the big-box stores.\r\n\r\nThe notion of connecting with customers comes up so often in retail these days that it might seem like a meaningless cliché. But as the examples above illustrate, when a business can build strong relationships with local consumers, it can do what some consider nearly impossible—compete with the biggie chains. Indeed, the cavernous big-box stores might even be at a disadvantage in this regard. In a world of commoditized and homogenized retail, there is undeniable appeal to walking into your corner hardware store and chatting with people who know your name.\r\n\r\nBut you cannot just look the part. The key is to actually elevate service in ways that are immediately recognizable to your shoppers. When they ask for help finding an item, walk them to the exact spot. Once there, engage with them by asking about the project they are working on. Find out if they need other help—and make sure you know enough to actually help them. Aside from service, organize your store so that it works for shoppers, not against them. Remove clutter, set store shelves so that categories are easy to navigate, and give those who want to be left alone lots of easy-to-read, way-finding signage.\r\n\r\nBut having clean, bright and organized stores is just cost of entry. More important is to have a differentiating strategy along the lines of the examples above. Find your own Big Green Egg. Maybe it is a top-tier leaf-blower or weed-trimmer that is unavailable in the big boxes but the clear favorite of professional landscapers. Maybe you offer the quickest, best and most affordable equipment repair services in town. And don’t be afraid to steal a few pages from the big boys: Hold classes and other events that drive traffic and simultaneously educate people about your store. Such outreach helps forge even closer ties to the community, which is precisely your goal.\r\n\r\nFor local independents, find your unique story, history or special service and celebrate it. Let your store symbolize all that is good about one of America’s most cherished values: independence.\r\n\r\nRead More: <a href=\"http://www.hardwareretailing.com/independents-day-smaller-stores-can-stand-up-to-their-behemoth-rivals/\" target=\"_blank\">http://www.hardwareretailing.com/independents-day-smaller-stores-can-stand-up-to-their-behemoth-rivals/</a>', 'Independents’ Day', '', 'inherit', 'closed', 'closed', '', '1902-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1902, 'http://cbx.cappendev.com/1902-revision-v1', 0, 'revision', '', 0),
(2923, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<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\nI\'m not exaggerating when I say that I\'ve been going to the Indianapolis 500 since I was in diapers; my parents first brought me to the event when I was just a year old, and I\'ve been attending every Memorial Day weekend since. As a kid I had little appreciation for the event, but over the years my passion for Indy has become near-obsessive, and I anticipate the race--which takes place this Sunday--as some do the Super Bowl, the Oscars, or even their own wedding (sorry, honey).\r\n\r\nFor me, motorsports are always interesting, but for the past few years they have been even more so, largely thanks to Danica Patrick. Danica is not the first female racecar driver, but she stole headlines by being the first woman to win an IndyCar race (the Indy Japan 300, in 2008) and a massive number of fans started watching IndyCar racing due to her high-profile presence. (In 2009, the Indianapolis 500 attracted 16 million viewers, despite rainfall, and this year viewership will undoubtedly be even greater.)\r\n\r\nThanks to her, and to other female drivers including Sarah Fisher, Ana Beatriz, and Simona De Silvestro (all of whom will be starting with her at Indy this Sunday), this once male-dominated sport is now incredibly popular with women--and its star is only on the rise. NASCAR reports that 40% of its 75 million fans are women, for whom NASCAR is the second-most-watched television sport after football (according to Fox Sports Network). And here\'s the most striking statistic of all, at least for advertisers: women NASCAR aficionados are three times as likely to purchase NASCAR-sponsored products as non-fans. Yup ... three times.\r\n\r\nSo why the attraction? Beth Coode, a 33-year-old junior high school history teacher who lives in Nashville and has been following car racing for 10 years, says, \"It\'s clean and the family can watch it. There\'s a camaraderie with the [drivers] and their families.\" Robin Braig, the president of Daytona International Speedway, refers to it as the \"Danica-effect.\" Janet Guthrie--who was, in 1977, the first female to compete in the Indianapolis 500--said regarding racing\'s popularity, \"I thought it would take two generations, and it only seems to have taken one.\" Lyn St. James, who was one of the sport\'s pioneers and had 15 IndyCar starts in the 1980s, is now an advocate for training women to be top-notch contenders, and has served as a mentor to many of the up-and-coming drivers, Patrick included.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/danica-patrick-pink.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/danica-patrick-pink.jpg\" alt=\"\" title=\"danica-patrick-pink\" width=\"620\" height=\"300\" class=\"alignnone size-full wp-image-626\" /></a>\r\n\r\nIf you ask me, this sudden popularity presents an incredible opportunity for more female- and family friendly sponsors to get involved in motorsports. While Danica\'s current sponsors--Peak Antifreeze, GoDaddy, and MarquisJet--err on the male side, a brand like Target--an Indy sponsor, as well as QuickTrim--clearly speaks to women. AllState Insurance was one of the first advertisers to speak to NASCAR\'s female fan-base through a series of popular TV spots, started in 2005, that feature \"AllState Girls.\" One of last year\'s sponsors was a company called Her Energy (replete with a pink logo), and Cottonelle is on board for yet another year.\r\n\r\nSo on Sunday, while all eyes will be glued to Danica, Ana, Simona, and Sarah, my eyes will inevitably gravitate to the logos on their racing suits, to see which brands have the forethought to align themselves with these amazing women at this exciting moment in motorsports history. That\'s one race that might just interest me as much as the Indianapolis 500 race itself.\r\n\r\n<a href=\"http://www.fastcompany.com/1653201/indy500s-danica-effect-brands-are-you-listening\" target=\"_blank\">http://www.fastcompany.com/1653201/indy500s-danica-effect-brands-are-you-listening\r\n</a>', 'Indy500\'s Danica Effect: Brands, Are You Listening?', '', 'inherit', 'closed', 'closed', '', '1565-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1565, 'http://cbx.cappendev.com/1565-revision-v1', 0, 'revision', '', 0),
(2924, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>Insight and NACS are delighted to announce the judges for the prestigious 2012 International Convenience Retailer of the Year Award, sponsored by Imperial Tobacco for the fourth year running.\r\nTwo new judges are joining our panel. Frank Gleeson, retail director at Topaz, the Award winner in 2011; and Jeff Rogut, executive director at the Australian Association of Convenience Stores (AACS), join an established panel with expertise in worldwide convenience and forecourt markets.\r\n\r\n\r\nJeff Rogut: Australian convenience expert joins the 2012 panel\r\n\r\nIn alphabetical order the 2012 panel is:\r\n\r\n-Joe Bona, president, retail division, CBX\r\n-Frank Gleeson, retail director, Topaz\r\n-Ramon Kuijpers, international key accounts manager, Reemtsma Cigarettenfabriken GmbH, an Imperial Tobacco Group company\r\n-Don Longo, editor-in-chief, Convenience Store News & Single Store Owner\r\n-Dan Munford, managing director, Insight Research\r\n-Stephanie Rice, founder of Rice Retail Marketing\r\n-Jeff Rogut, executive director at the Australasian Association of Convenience Stores\r\n-Fiona Briggs, editor, Global Convenience Store Focus and Erin Pressley, editor NACS Magazine, will co-chair the judging panel.\r\n\r\nThe 2012 International Convenience Retailer of the Year Award was launched in December 2011 and is now inviting entries from leading convenience and forecourt retailers around the world.\r\n\r\nRetailers are required to submit documentation based on a number of key criteria and supply photographic and/or video evidence (for further information visit please visit: Entry Form\r\n\r\nIn the first stage of the judging process, the judges will review the entries to produce a shortlist of retailers. The shortlist will be featured on Global Convenience Store Focus and readers will be invited to vote for their favourite format online.\r\n\r\nOur expert panel will also be judging the new award category in 2012, focused on product availability.\r\n\r\nImperial Tobacco is also sponsoring this new award, which will look to benchmark and highlight global best practices in the development of better resource, behaviours and processes in the last five yards of convenience retail. Both retailers and suppliers will be able to enter case studies for this award, and the winner will be decided by the judging panel, rather than an internet vote.\r\n\r\nAnnouncing the judging panel, Insight managing director, Dan Munford, said: “We are delighted to have established such an experienced and international panel of convenience expertise. We are delighted to welcome on board Frank Gleeson from Topaz, the winner of the 2011 Award; and Jeff Rogut from the AACS.\r\n\r\n“Our judges have an in-depth knowledge and understanding of the convenience sector and they represent some of the leading global convenience store markets. Their input will help to ensure the shortlisted entries in the 2012 International Convenience Retailer of the Year Award and new Product Availability Initiative will be truly world class.”\r\n\r\nPrevious winners of international convenience awards, sponsored by Insight and NACS, have included Tesco Express Environment Store and Spar Ireland’s Eurospar format.\r\n\r\nIn 2009 readers of Global Convenience Store Focus voted Spar China as their winner of the award. The Spar Hongtu store in Dongguan City, Guangdong Province, is independently owned by the Hu Family.\r\n\r\nIn 2010, Applegreen, Ireland’s leading independent forecourt retailer, won the readers’ vote from an impressive shortlist; while rival forecourt Topaz scooped the crown in 2011 for its state-of-the-art forecourt opened in partnership with McDonald’s. Morrisons’ new convenience format, M-local, was highly commended.\r\n\r\n<a href=\"http://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201202&this_page=2\" target=\"_blank\">http://www.globalcstorefocus.com/cgi-bin/newsletter.pl?edition=201202&this_page=2</a>', 'Insight announces expert judging panel for 2012 International Convenience Retailer of the Year Award', '', 'inherit', 'closed', 'closed', '', '1704-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1704, 'http://cbx.cappendev.com/1704-revision-v1', 0, 'revision', '', 0),
(2925, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>Insight is hosting a retail study tour in conjunction with branding agency, CBX, in New York, 7-8 December 2011.\r\nInsight’s Retail Inspiration Tour is designed to update forward thinking retailers with an insider’s guide to the latest innovations in one of the most vibrant, multi-cultural metropolitan areas in the world.\r\n\r\nNew York has a population of over 8m time pressured, highly demanding, sophisticated and \'hard to please\' consumers. To survive in this place, retailers have got to be really good.\r\n\r\nAs snack food, which bridges the gap between dining in and dining out, continues to build in importance globally, customers are demanding healthier, more exciting options. What works in New York is a good guide to the future elsewhere and Insight’s Inspiration Tour will provide businesses with new ideas and implementable concepts.\r\n\r\nStore tours will be in small groups, each hosted by an expert retail consultant. Feedback workshops will ensure attendees gain the insight and understanding required to relate new concepts to their own businesses, claims Insight.\r\n\r\nThe tours will offer inspiration and an opportunity to experience best practice from brands that are: unique in the fast food category, fresh and inviting and communicate taste and quality.\r\n\r\nThe Inspiration Tour focuses on the following areas:\r\n\r\nOffer: clear communication of offer, healthy cues, indulgent cues\r\nBranding: signage, uniforms\r\nPeople: sampling opportunities, people who can speak knowledgeably about product portfolio, friendly/approachable, customer intimacy/interaction\r\nMerchandising: presentation, fixtures, lighting\r\nStore design: what is unique, how is it inviting, efficiency\r\n\r\n<a href=\"http://www.youtube.com/watch?v=VIjrwFiEexM&feature=player_embedded\" target=\"_blank\">http://www.youtube.com/watch?v=VIjrwFiEexM&feature=player_embedded</a>', 'Insight to host New York Retail Inspiration tour in partnership with CBX', '', 'inherit', 'closed', 'closed', '', '1734-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1734, 'http://cbx.cappendev.com/1734-revision-v1', 0, 'revision', '', 0);
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(2926, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>NEW YORK, NY (12/3/08) — CBX, the strategic branding, design and consultancy agency based here, has been honored with awards for its store design and branding work on behalf of four petroleum retailers. The winning projects were completed for Petro-Canada, PKN Orlen in Poland, PRIMAX in South America, and Topaz Energy Group in Ireland.\r\nThe firm took the top award in the Best International Design category in a competition sponsored by Convenience Store News for \"Neighbours,\" a new retail format from Petro-Canada that combines a c-store, restaurant and specialty coffee shop under one roof. According to CBX Retail Division President Joseph Bona, the Neighbours\' concept was conceived to help improve Canadians\' perception of c-store foodservice. The new design for Canada’s leading petroleum retailer focuses on food and features not only sit-down eating areas, but other non-traditional features such as a drive-thru window and an outside dining patio.\r\n\r\nWorking with Petro-Canada, CBX assisted in developing the overall marketing strategy in addition to the concept\'s naming and logo design. The firm also handled architectural design, store layout, interior décor, graphic communication, foodservice, and operational consulting. \"The use of natural-looking materials and warm colors helped to create a \'visual signature\' on the exterior facade and an authentic food experience on the inside,\" CSNews writes. \"…so far, the concept seems to be helping shift perceptions of convenience store foodservice.\"\r\n\r\nCBX also took honorable mention in the publication\'s International Design category for the new \"Stop Café Bistro\" c-store concept it developed for PKN Orlen, Poland\'s largest oil company. The state-owned company with more than 1,800 stations retained CBX to assist in its effort \"to raise the design and merchandising bar in c-store retailing and leapfrog the competition,\" Bona noted. The prototype\'s exterior features shades of PKN Orlen’s signature primary red color, while backlit columns beckon day and night to passing motorists and customers using the fuel islands. Inside, customers find a new layout and bold color scheme that drives them to the new and improved foodservice offer encompassing coffee-to-go, a grill station for made-to-order hot dogs as well as prepared foods displayed in sleek glass cases. A grocery section stocked with kitchen basics also makes Stop Café Bistro a convenient spot for pantry staples.\r\n\r\nThe firm also captured an Award of Merit in the VMSD (Visual Merchandising Store Design magazine\'s) annual Retail Renovation Competition, which showcases the best store transformations worldwide. The competition\'s judges singled out Listo! (Spanish for \'quick\'), CBX’s project for PRIMAX, the new fuel brand created by a local independent oil and gas marketing company that acquired 225 former Shell sites in Peru and Ecuador. In addition to conducting research to name the new c-store entity, CBX developed a new merchandise plan, fixturing, in-store signage and colors, and material palette for the variety of Listo! footprints found in urban, suburban and rural locations. The design, Bona said, stresses \"quick and convenient,\" while also conveying a contemporary and warm feel. A curved streetfront elevation allows the store\'s interior to project through to the street, drawing attention inside to the colorful and light-filled space. Features in the prototype Lima location include a foodservice seating area and wine department denoted by warm wood flooring.\r\n\r\nFinally, CBX\'s corporate identity and rebranding work for the newly formed Topaz Energy Group Limited netted four honors in the Ireland Forecourt and Convenience Retailer Awards program. The Dublin-based company is in the process of rolling out the new Topaz brand, design and merchandising plan to 350 service stations and 100 c-stores it acquired from Shell Ireland and Statoil Ireland. For its initial efforts, the company received \"Newcomer of the Year,\" \"Best Oil Company Initiative,\" \"Best use of Category Management\" and \"Best Forecourt Facilities\" awards in the competition. CBX’s market research, analytics, design and branding work assisted in creating the new Topaz brand, corporate identity and store prototype. \"This particular project,\" Bona noted, \"offered CBX the opportunity to tap all of our disciplines, from our experts in consumer research and brand strategy, to our corporate identity, graphic and environmental design groups.\"</p>\r\n', 'International Projects by CBX Win Awards For Store Design and Branding', '', 'inherit', 'closed', 'closed', '', '1641-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1641, 'http://cbx.cappendev.com/1641-revision-v1', 0, 'revision', '', 0),
(2927, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>LONDON -- In a ceremony held last month at the Insight NACS Future of Convenience event here, Centra Rochestown, an Ireland convenience store that combines fresh food, a deli and an inviting dining area, was crowned the 2012 International Convenience Retailer of the Year. This is the third consecutive year the award has gone to an Ireland-based c-store.\r\nStatoil Fuel & Retail, the Norway-based petroleum and c-store chain that was recently acquired by Alimentation Couche-Tard Inc., was a highly commended runner-up in the Insight NACS competition, which included some of the world\'s latest and most innovative convenience store formats.\r\n\r\nThe International Convenience Retailer of the Year award was presented during the Insight NACS Future of Convenience event in London. This annual event for the European and international convenience petroleum industry attracted delegates from more than 22 countries this year.\r\n\r\nAn elite panel of judges including Joe Bona, president of the retail division at CBX; Jeff Rogut, executive director of the Australian Association of Convenience Stores; Stephanie Rice, founder of Rice Retail Marketing; and Don Longo, editor-in-chief of Convenience Store News, shortlisted six finalists for the 2012 award. Readers of Insight\'s international newsletter, Global Convenience Store Focus, were then asked to vote for their favorite online.\r\n\r\nFeatured in the latest edition of Global Convenience Store Focus, Centra Rochestown puts fresh foods and value at the center of its offer and has a strong community following as a result. The store, owned by Terry and Sieglinde Murphy and run by store manager Mary McGroarty, emphasizes fresh foods with shoppers greeted by coffee, then leading onto bakery and finally fresh fruit and vegetables.\r\n\r\nThe store has a distinct market feel with plenty of open space. Customers can choose from fresh sandwiches, ready meals or ingredients for dinner at home. An open and inviting area around the deli, meanwhile, enables customers to browse and chat, and has created a real hub at the heart of the store.\r\n\r\nThe judging panel felt this store demonstrated real local involvement, too. Centra Rochestown is an active participant in the local community. It supports local producers and suppliers, and sponsors the Gaelic Athletic Association, which is brought to life in the community through ticket giveaways, face painting and lots of other activities on match days.\r\n\r\n\"It is very gratifying for us to be acknowledged and to receive this award and see all the hard work come to light,\" Terry Murphy said. \"The focus has been to be high on convenience by bringing fresh and food-for-now to the front of the store and very local. It\'s been a huge team effort and we couldn\'t have done it by ourselves. We are delighted with the support we received from Musgrave -- it is a true retail partnership.\"\r\n\r\nRunner-up Statoil Fuel & Retail was highly commended for its new highway concept store in Minnesund, Norway. The judges felt the site design had been carefully thought through with a separate forecourt area and shop. The panel was particularly impressed with the in-store layout and creation of distinct departments for self-serve coffee, bread and bakery, fresh food, a salad bar, convenience offer and services.\r\n\r\nA food offer tailored to the time of day with breakfast, lunch and dinner options was another standout feature cited by the judges. Statoil Fuel & Retail was also praised for its highly engaged people, plus investment in staff training to deliver the new food offer.\r\n\r\n\"The Insight NACS International Convenience Retailer of the Year Award is going from strength to strength,\" said Dan Munford, managing director of Insight. \"The caliber of the entries in this year\'s contest was first-class, with innovations at every turn. Judges were put through their paces to deliver a shortlist from an outstanding field of entries and put six stores through to the final: BP Connect, New Zealand; Centra Rochestown, Ireland; Junction 14 Spar Express, Ireland; Tesco Fresh & Easy Express, USA; and Statoil Fuel & Retail, Norway. Centra Rochestown is an inspirational winner of the 2012 award.\"\r\n\r\nMike Laney, head of convenience for award sponsor Imperial Tobacco, extended congratulations to the winner and added, \"Imperial Tobacco is delighted to be associated with the Insight NACS International Convenience Retailer of the Year Award, which showcases the best convenience and forecourt operators around the world. The award provides a valuable opportunity to share and recognize international best practice in convenience retailing.\"\r\n\r\nCentra Rochestown is the fourth retailer to win the Insight NACS International Convenience Retailer of the Year Award. Previous winners include Spar, China (2009); Applegreen, Ireland (2010); and Topaz Cashel, Ireland (2011).\r\n\r\nIn conjunction with the NACS Show, starting this Sunday, Oct. 7, Insight will kick off its retail store study tours in the United States this weekend, with planned excursions to Fresh & Easy, Walgreens, IN-AND-OUT Burger and 7-Eleven in the Las Vegas area.\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-ireland_c_store_crowned_international_convenience_retailer_of_the_year-62013.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-ireland_c_store_crowned_international_convenience_retailer_of_the_year-62013.html</a>', 'Ireland C-store Crowned International Convenience Retailer of the Year', '', 'inherit', 'closed', 'closed', '', '1655-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1655, 'http://cbx.cappendev.com/1655-revision-v1', 0, 'revision', '', 0),
(2928, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Gregg S. Lipman\r\nOn a brisk fall day in 1869, the Rutgers football club (the Scarlet Knights nom de plume would follow much later) defeated the Princeton club 6-4 in the first intercollegiate football game. Such glory has been rare at my alma mater. And while it\'s been a few years (please don\'t ask just how many) since I graduated from Rutgers, my fandom for my school\'s teams, and collegiate athletics in general, has remained steadfast. Even as the college football season has ended, I get myself psyched up for college hoops and March Madness -- I\'m in a bit of a tizzy, as they say. But what the heck is happening at the NCAA? The \"venerable\" National Collegiate Athletic Association, it appears, has a branding dilemma on their hands.</br>\r\nDespite having the enormous advantage of built-in \"brand\" loyalty (e.g., fans support teams for years, generations even, regardless of whether they win or lose), the NCAA and its sub-brands -- the conferences that lie under the NCAA banner -- are having a bit of an identity crisis. The organizational efficiency and rich regional rivalries steeped in tradition, once hallmarks of the NCAA brands, have eroded into something approaching, well, meaninglessness.</br>\r\nHistorically, the amazing thing about the NCAA has been its ability to take its student-athletes and leverage its competitive conferences. Today it represents the interests of over 400,000 such student-athletes grouped into 95 competitive, regional athletic leagues and conferences that comprise over a thousand colleges and universities. The organization has been like the Procter &amp; Gamble of aggregate athletic organizations -- full of trusted, colorful and evocative name brands like the Ivy League, the Patriot League and \"The Valley,\" and lots of Bigs, i.e., the Big Ten, the Big East, the Big South, the Big 12 and the Big Sky. Not to mention conferences that became such household names that we\'d only refer to them by their geographical acronyms: the SEC (Southeastern Conference), ACC (Atlantic Coast Conference), MAC (Mid-American Conference), PAC-12 (Pacific-12) and C-USA (Conference USA), to name a few.</br>\r\nThose names initially made sense because they connected the schools in some way to the culture of the participants and/or geography. The Big East has long stood for tough, gritty, relentless play sprinkled with a dash of flash and pizzazz; think Tony Soprano meets Jay-Z. The SEC is all about that uniquely Southern, borderline pathological obsession with football and longstanding rivalries that would make the Hatfield-McCoy feud feel downright \"Downton Abbey\" polite (the 115-year-old Georgia vs. Georgia Tech game is now colloquially known as \"Clean, Old-Fashioned Hate\"). Pac-12 games are generally more freewheeling, with a certain creative elegance and laid-back West Coast flair (think Palo Alto, Los Angeles, Berkeley, Seattle). And the Big Ten is the perfect name for a Midwestern-based conference that regularly features serious power rushing and some of the largest young athletes in the country.\r\nThe strength of these NCAA conference brands was how personal, real and honest each felt. Even if you didn\'t have a personal stake in a particular school or game, as a college sports fan, you were still able to see yourself, your daily grind and your region\'s pulse reflected in your regional league or conference. And let\'s not forget that for the many states lacking a professional sports team, college sports are the highest profile games in town. This in turn ensured enormous brand loyalty.</br>\r\nThere was a time when all the schools in the Big East (originally, Providence, St. John\'s, Georgetown, Seton Hall, Connecticut, Boston College, and later, Villanova and Pittsburgh) were East Coast schools, or at the very least Eastern Standard Time-based, and when there were actually ten schools in the Big 10, all flagship schools in their respective states, all within a few hours drive from one another. If your school played in the Big Ten, you could easily rattle off all the other school names, their mascots and where their campuses were located. Fast forward to today, and you\'ll see that there are currently 12 schools in the Big Ten, and the Big Ten can\'t change its name to the Big 12 because there is already a conference called the Big 12. Not to mention, they will soon be 14: the University of Maryland and yes, my Scarlet Knights of Rutgers will join their ranks starting in 2014.\r\nWhy has this happened? Yep, folks... follow the money. The need to generate revenue and the dramatic influx of TV money (mostly from college football broadcasting rights) have made it particularly lucrative for schools to abandon their traditional conferences in order to align themselves with conferences that make no sense regionally or from a historical or cultural standpoint. And this is happening all over the country.</br>\r\nPersonally, I think the NCAA should call \"time-out!\" and figure out a way to preserve some of the principles its conferences were founded upon. Or, at minimum, set guidelines for a way forward -- competition, tradition, rivalry, discipline, hope and camaraderie -- before the organization turns into a corporate behemoth bent on maximizing its assets. The recent decision by the seven Catholic schools, which were part of the original Big East, to get out of the TV money-grab vortex, leave the conference and form a new one (the Psalm Pseven, perhaps?) is a direct response to that. Don\'t get me wrong, I\'m all for adapting to modern times and shifting business needs and/or consumers wants/habits. But I also believe the NCAA college sports brand represents something true and great and emotional and inspiring. As such, it is a brand worth preserving for every incoming class as well as us alumni, and should continue to strive to define the idea that \"winning isn\'t everything,\" even if that\'s not the case (marketing is in fact theater).</br>\r\nSo we decided to have a little fun and rename a few of the conferences:</br>\r\nFor example, the Mountain West Conference, which currently includes the Air Force Academy, Boise State, Colorado State, New Mexico, Utah State, Wyoming, Fresno State, Hawaii (football only), Nevada, San Diego State, San Jose State and UNLV, would be renamed The Wild Wild West Conference. We believe this accurately reflects the style of play in that conference, namely, very high scoring, trick plays and other surprises.</br>\r\nOr what about the Pugilist Conference, made up of schools across all divisions whose mascots won\'t back down from a fight? This would include the Campbell Fighting Camels (that is an amazing name: Fighting. Camels), Illinois Fighting Illini, North Dakota Fighting Sioux, Notre Dame Fighting Irish, Lynn Fighting Knights, Western Illinois Fighting Leathernecks, Muskingum Fighting Muskies, Carroll College Fighting Saints (a bit of an oxymoron perhaps?), Gordon College Fighting Scots, Edinboro Fighting Scots, Macalester Fighting Scots, McHenry County College Fighting Scots, Monmouth College Fighting Scots, Ohio Valley Fighting Scots and Wooster Fighting Scots.</br>\r\nReally, the point is, and as these examples illustrate, there\'s clearly a lot of room to improve upon the mess that\'s been created over the years with the various realignments. I would strongly urge the NCAA to take back some branding equity building control and start thinking about how these haphazard groupings of schools will affect their brands -- and its own organization -- in the long run. Oh, and if you\'re looking for someone to help with the renaming/reorganization, I\'m happy to throw my own hat in the ring... just as long as it\'s not during this year\'s Big East hoops championship at MSG -- the last year that my Scarlet Knights will have a chance to come up short in the tourney again.</br>\r\n\r\n<a href=\"http://www.huffingtonpost.com/gregg-s-lipman/conference-realignment_b_2671585.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/conference-realignment_b_2671585.html</a>', 'Is the NCAA Losing Its Identity?', '', 'inherit', 'closed', 'closed', '', '1804-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1804, 'http://cbx.cappendev.com/1804-revision-v1', 0, 'revision', '', 0),
(2929, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Wal-Mart’s bold entry into the booming organic food market sets a lofty goal for the company: offering a wide range of products bearing the coveted USDA certified organic seal at stores across the United States.\r\nBut experts say that the target may be impossible to live up to in a country where less than two percent of farms grow organic crops.\r\n\r\n“There\'s no way in hell that Wal-Mart is going to be able to carry a line of organic products that all bear the certified-organic USDA seal,” Darrin Duber-Smith, president of the natural and organic products strategic planning firm Green Marketing and marketing professor at Metropolitan State University of Denver, told IBTimes. “There’s a huge supply problem in organics. Demand outstrips supply by 25 percent in the industry.”\r\n\r\n\"Organic\" is a loaded term with specific meanings outlined and regulated by the USDA. While most USDA-approved products made with at least 70 percent certified organic ingredients can print the words “made with organic” on their labels, in order for a product to carry the USDA’s green “Organic” seal, it must contain at least 95 percent certified-organic ingredients.\r\n\r\nWal-Mart contends that it will be able to meet its goal of selling a line of nearly 100 products -- of which nearly 90 percent are certified organic -- at all of its stores as well as on its popular website. The company hopes to achieve this goal through an exclusive supply partnership with Wild Oats, a brand owned by the Los Angeles-based investment firm Yucaipa Companies.\r\n\r\n“They are USDA certified-organic products. Ninety percent are USDA-certified organic,” Wal-Mart spokeswoman Danit Marquardt told IBTimes via phone, adding later that “it will initially roll out to 2,000 stores. The intention is to roll out across the chain. It will also be available on Walmart.com later this summer.”\r\n\r\nThat imminent launch appears on its face to be untenable given the shortfall in organic farms’ productivity. But Duber-Smith offered a caveat to his assertion that the chain will not be able to pull off such an ambitious organic roll-out, saying that Wal-Mart may have quietly laid the groundwork necessary to do just that. And the evidence suggests that he might be right.\r\n\r\nThe process for converting a traditional farm to an organic-certified one lasts a minimum of three years, which means that the plans any new organic farms Wal-Mart may be relying on for the ingredients in its organic foods would need to have been underway since 2011 at the latest. According to Bill McCue, a spokesman for Wild Oats, that is the year “Wild Oats Marketing LLC was formed by the Yucaipa Companies … to bring back the much-loved and trusted Wild Oats brand.”\r\n\r\nThe company has not explicitly stated whether or not it or Wild Oats has set up a network of new organic producers to supply the ingredients needed to make the certified-organic goods it plans to sell, and Marquardt would not say what the company has done to ensure a supply of organic ingredients. But she did state that Wild Oats is “a company that we’ve been working with for the past couple years on this project.”\r\n\r\nThe Bentonville, Ark.-based retail chain has also indicated that it will be offering Wild Oats products at rock-bottom prices, in keeping with its corporate mantra. For instance, the company wrote on its website that Wal-Mart’s six-ounce cans of Wild Oats tomato paste will sell for 58 cents, which is 41 percent cheaper than that of other national organic brands sold at competing groceries. Likewise, 32-ounce cans of organic chicken broth will cost 88 cents -- 43 percent less than equivalent products elsewhere.\r\n\r\nThat Wal-Mart -- the second-largest company on Fortune’s Global 500 list, with more than $469 billion in revenues and $17 billion in profits -- hopes to sell large quantities of the nation’s limited supply of organic goods at prices far below what the market currently bears is a courageous gamble on its own.\r\n\r\nThe company reported that 91 percent of Wal-Mart customers it polled said they would be interested in purchasing reasonably priced organic goods. But in order to turn that interest into sales, Wal-Mart also needs to convert a swath of shoppers who are not used to purchasing organic goods into doing so at its stores, which may be a tough sell given that organic goods are typically more expensive than their nonorganic counterparts.\r\n\r\n“How will that translate to actual sales? Of the 91 percent that say they’d like organic products at a reasonable price, what’s reasonable?” asked Nancy Brown, a founding partner at the global brand agency CBX. “How low will Wal-Mart need to go to convince their customers to try organics? Because you know there’s still going to be a price differential.”\r\n\r\nBut if it does work, the surge in sales and possible expansion of consumer base will increase demand and drive prices for organic ingredients even higher, potentially adding further strain to its commitment to offer inexpensive organic products. Certainly, a network of its own organic farms would go a long way toward addressing that issue.\r\n\r\n“I think in the short run prices will go up because supply has been so squeezed. It’s going to mean much higher prices in the whole industry,” Duber-Smith predicted, adding that the company’s massive size does give the company a unique ability to keep its prices low.\r\n\r\n“They must control their supply chains. When you have control over them you control pricing. As the head of the channel they can dictate price points … Wal-Mart has all the power, which means they can squeeze every penny out of organic suppliers the way they have with conventional suppliers for years.”\r\n\r\nThat could be the key to success for its Wild Oats plan. Marquardt emphasized that the way the company is able to leverage its position as the nation’s largest retailer, and the demand assurances that come with such prominence, to sell products at lower price points than smaller groceries can offer.\r\n\r\n“The benefit that we have is that we’re able to use our scale to deliver quality organic products to our customers for less. And when we do this it’s a win-win-win situation for our customers, our suppliers and our company,” she explained.\r\n\r\n“Our customers can trust that they’ll save money at Wal-Mart, our suppliers can count on us for the demand and we’re able to offer innovative new products. At Wal-Mart, we’re able to make agreements with our suppliers to provide scalable savings to our customers.”\r\n\r\nRead more: <a href=\"http://www.ibtimes.com/wal-mart-quietly-building-organic-empire-fuel-its-wild-oats-rollout-1570870\" target=\"_blank\">www.ibtimes.com/wal-mart-quietly-building-organic-empire-fuel-its-wild-oats-rollout-1570870</a>', 'Is Wal-Mart Quietly Building An Organic Empire To Fuel Its Wild Oats Rollout?', '', 'inherit', 'closed', 'closed', '', '1933-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1933, 'http://cbx.cappendev.com/1933-revision-v1', 0, 'revision', '', 0),
(2930, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'By Rick Barrack\r\nBack when I was growing up, the only water I ever drank came from the kitchen sink. Every once in a while, I’d go to a friend’s house or a restaurant and see a bottle of water with the name Evian or Perrier across the front, but I didn’t know what it was, partially because my parents didn’t pay for water and partially because I didn’t speak French.\r\n\r\nBut then, in the late 80s, a new water brand, Poland Spring, appeared on the scene, and by the early 90s, the market became saturated (pun intended) with brands like DASANI, Aquafina and FIJI Water. These waters were differentiated by their brand stories, which were featured on their packaging, rather than the way they tasted.\r\n\r\nEvian was known as the first premium water; drinking it projected a certain kind of Reagan-era wealth. Poland Spring was earthier and came from a spring in Maine (although that source has recently been debated). Aquafina, with its exotic-sounding but vague name, was Pepsi’s attempt to snag some of bottled water’s market share, and DASANI — equally vague — was Coca-Cola’s attempt to compete with Pepsi in the water arena.\r\n\r\nThen, in the early 2000s, water went from just being a commodity to being a social badge. Designer water entered the scene with slick packaging and expensive price tags. VOSS, with its slender glass bottles, SEI, which came in a bottle resembling a flask, and T? Nant, in bright blue bottles that looked great on a windowsill, all made people look twice and dip into their wallets.\r\n\r\nBut with the proliferation of the organic movement, consumers started to expect more out of their products, water included. Enter flavored and vitamin-rich waters like vitaminwater, which not only delivered on taste but also on vitamins and nutrients with end-benefit product names like “energy” and “multi-v.”\r\n\r\nCoconut water was the next craze, a potassium-rich beverage with South American roots, endorsed by the likes of Madonna and Demi Moore. The product claimed to have more potassium than a banana and to cure certain ailments.\r\n\r\nTwo competing brands, ZICO and Vita Coco, were suddenly stocked in every market, and everyone, from marathon runners to pregnant women, was attesting to its strengths. Unfortunately, it turned out that coconut water didn’t really have the health benefits the producers initially claimed (per a recent article in The New York Times), and those claims have been greatly scaled back.\r\n\r\nWith people tiring and becoming skeptical of vitamin and coconut waters, it seems the time is right for some new trends in the water category. Several new water offerings with provocative names, ingredient stories and packaging are generating buzz. Among the most intriguing new offerings are watermelon water, maple syrup water and artichoke water.\r\n\r\nBut hold on a minute: When did these fruits, natural sweeteners and vegetables become waters? Are people just looking to be the first in with a bizarre new water offering? Is water — that age-old source of refreshment — having an identity crisis?\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img2_S.jpg\"><img class=\"size-full wp-image-8491\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img2_S.jpg\" alt=\"BP0914_Feat_Water_Img2_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong> WATERMELON WATER</strong>\r\nWTRMLN WTR, a product made of 100 percent raw fruit, knows that there are few things as appealing as watermelon on a hot summer’s day. The packaging focuses on its strongest asset — watermelon — by staging the entire fruit right on the front of the label. Its tag line, “Summer in Your Mouth,” seems mildly amusing to me, but there’s no question that one sip of the drink brings memories of my days at summer camp.\r\n\r\nWTRMLN WTR’s claims may sound awfully familiar: The 12-fluid ounce bottle supposedly has almost double the potassium of a single banana, and it is reportedly rich in antioxidants such as vitamin C, vitamin A and lycopene, which help protect against breast and prostate cancer as well as heart disease and aging. Heck, if half of WTRMLN WTR’s claims are true, sign me up for a few dozen cases, ASAP.\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img3_S.jpg\"><img class=\"size-full wp-image-8493\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img3_S.jpg\" alt=\"BP0914_Feat_Water_Img3_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong>MAPLE SYRUP WATER</strong>\r\nContrary to how it may sound, maple syrup water is not water with maple syrup added (although I will confess, that sounds pretty good to me). Maple water is water that has been naturally filtered by maple trees, which gives it a lightly sweet taste and fortifies it with nutrients.\r\nAs of now, two brands seem to be vying for the king of maple syrup water position — Vertical Water and DRINKmaple — and they market disparate messages with their branding. Both are packaged in cardboard boxes, but Vertical Water espouses a sustainability message, claiming that “sharing the maple water from forest owners’ trees gives them a financially viable reason for keeping their trees vertical longer” while DRINKmaple purports that you should drink its maple water to “hydrate and nourish your body the same way it nourishes the maple trees.”\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img4_S.jpg\"><img class=\"size-full wp-image-8494\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img4_S.jpg\" alt=\"BP0914_Feat_Water_Img4_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong> BOXED WATER</strong>\r\nAnd speaking of cardboard boxes, it seems like there’s a major bottle backlash going on. The boxed water trend was kicked off by a brand called “Boxed Water is Better,” which launched in 2009 and packages its water in a small box reminiscent of a milk carton, claiming that it is better for the environment. The design of these boxes is refreshingly simple, featuring bold letters that make it clear that water is inside, and a little water drop to further drive that point home. I definitely looked twice the first time I saw this carton on a café counter. But to be honest, it does feel innately strange to drink water out of what appears to be a milk box. Once I got beyond that, however, it was just good old water, in a novel and environmentally sustainable package.\r\n<p style=\"text-align: justify;\"><a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img5_S.jpg\"><img class=\"size-full wp-image-8495\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/09/BP0914_Feat_Water_Img5_S.jpg\" alt=\"BP0914_Feat_Water_Img5_S\" width=\"615\" height=\"350\" /></a></p>\r\n<strong>ARTICHOKE WATER</strong>\r\nI never really liked artichokes, so the idea of ARTY Water — “the world’s first premium artichoke beverage” — doesn’t exactly get my mouth watering. But the brand, which comes in a bottle shaped like an actual artichoke, claims that “this delicious blend of artichokes, lemon, apple and mint provides nutritious, multifunctional hydration” and is loaded with essential vitamins A, E, C, B1, B2, B3, B6 and B9, along with vital minerals sodium, potassium, calcium and iron.\r\n\r\nThis is a benefit story similar to that of coconut water, but hopefully unlike its predecessor, ARTY Water can support its claims with real science. The packaging features an artsy artichoke graphic and is appealing, but I fear that unless you are a person who really likes artichokes, this might be a hard sell.\r\n\r\nIf artichoke water is now a viable beverage option, what’s next — peanut water, dark chocolate water … kale water? Nothing would surprise me at this point. Companies seem to be seeking new ways to bring the next great water sensation to the market, which makes me wonder if the beverage is having an identity crisis.\r\n\r\nDon’t get me wrong, each of the waters I mentioned intrigue me, and I’d be willing to try them at least once. But at the end of the day, I like my water to taste like water and my food to taste like food, although from a branding point of view, I’m excited to see what the new water brands will come up with next.\r\n\r\nRead more: <a href=\"http://www.brandpackaging.com/articles/84868-branding-new-product-sensations-in-exciting-ways\" target=\"_blank\">www.brandpackaging.com/articles/84868-branding-new-product-sensations-in-exciting-ways</a>', 'Is Water Having an Identity Crisis?', '', 'inherit', 'closed', 'closed', '', '2000-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2000, 'http://cbx.cappendev.com/2000-revision-v1', 0, 'revision', '', 0),
(2931, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Veteran retail store/restaurant designer and brand strategist James Sundstad has joined brand agency and retail design consultancy CBX as Vice President, Branded Environments.\r\nIn his new position, Sundstad will be responsible for leading the CBX Branded Environments group, reporting to Partner Todd Maute.\r\n\r\nSundstad comes to CBX with over 35 years industry experience collaborating with architects, interior designers, graphics firms, PR agencies, brand strategists, and other creative professionals. Most recently, he was Vice President, Retail Strategy &amp; Design at Studio D/Visual Graphics Systems, Carlstadt, N.J., a full-service manufacturer of next-generation signage. There, he established new strategic relationships with major retail and foodservice clients across the United States and Canada, including Chipotle, Whole Foods, Starbucks Coffee Company, Peet\'s Coffee &amp; Tea, Pizza Factory, FatBurger, Fuddruckers, Jamba Juice, Blue Frog Brewing, SuperValu and United Pacific Oil.\r\n\r\nBefore joining Studio D, James worked on a contract basis supporting the Starbucks new store development team. Prior to that, he was Executive Vice President, Creative Services at King Retail Solutions, a retail design and build firm in Oregon. In that capacity, he was responsible for key account development and served as strategic director for such major retail clients as Starbucks, Safeway, PetSmart, GH Bass Shoes, Whole Foods, Rite Aid, Adidas, Kroger, Fred Meyer, Massage Envy, Butter London, Bartell Drug, Thrifty Foods, Sunoco, Walgreens, and Eddie Bauer.\r\n\r\nFrom 2009 to 2011, Sundstad was Managing Director, Director of West Coast operations for branding company FITCH in Seattle, where his clients included Microsoft Hardware &amp; Global Retail, City Target, Nokia, Dell, Buffalo Wild Wings &amp; Starbucks.\r\n\r\nPrior to FITCH, Sundstad spent five years in London as Owner/Creative Director of Werkspace Studios, Ltd., a firm focused on brand strategy, brand positioning and re-branding strategies. Earlier, Sundstad launched Werkhaus Creative Communications in Seattle. During Sundstad\'s 15 years as the branding firm\'s President and Creative Director, his project managers and designers handled assignments for such diverse clients as Nike, Starbucks Coffee Company, Tully\'s Coffee, Microsoft, Chihuly Studio, Nintendo, K2 Sports, U2 (the band) and Wells Fargo.\r\n\r\nAlso seen in\r\n<a href=\"http://www.bizjournals.com/newyork/potmsearch/reprint/submission/5578542?ana=e_potm_thx&amp;ana=e_notification_potm?s=print?s=print\" target=\"_blank\">Biz Journals\r\n</a><a href=\"http://citybizlist.com/article/334861/james-sundstad-joins-cbx-as-vp-branded-environments\" target=\"_blank\">City Biz\r\n</a><a href=\"http://vmsd.com/content/james-sundstad-joins-cbx-vp-branded-environments\" target=\"_blank\">VMSD\r\n</a><a href=\"http://www.petrolplaza.com/news/industry/MiZlbiYxOTczMCYmMSYzMCYx\" target=\"_blank\">PetrolPlaza</a>\r\n<a href=\"https://www.highbeam.com/doc/1P2-39337836.html\" target=\"_blank\">High Beam Research\r\n</a><a href=\"http://www.designretailonline.com/news/people/James-Sundstad-Joins-CBX-26106.shtml?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Daily%20Newsletter%20Template_053116%20(1)\" target=\"_blank\">Design:Retail</a>', 'James Sundstad Joins CBX as V.P., Branded Environments', '', 'inherit', 'closed', 'closed', '', '2156-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2156, 'http://cbx.cappendev.com/2156-revision-v1', 0, 'revision', '', 0),
(2932, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>Fitness dance company Jazzercise has rebranded and updated its visual identity, with the aim of modernising the image of the dance style.</strong>\r\nThe revamped design of the brand includes bright colours and sharp lettering, focused on “intensity and results”, the company says. The branding is understood to have been created by CBX in New York.\r\n\r\nThe identity includes a new logo and brand mark, which Jazzercise founder and CEO Judi Sheppard Missett says reflects the brand’s new message – “You think you know us but you don’t” – incorporated to represent change in the company.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/NewLogo_Jazzercise.jpg\"><img class=\"alignleft wp-image-8747\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/NewLogo_Jazzercise.jpg\" alt=\"NewLogo_Jazzercise\" width=\"650\" height=\"241\" /></a>\r\n\r\n“Some people still think legwarmers and leotards when they hear Jazzercise, but we left the 80s behind a long time ago,” Missett says. “We’ve recharged our brand to reflect the edge, energy and intensity of our classes and to reach out to a new audience.”\r\n\r\nAlongside the new identity, Jazzercise has also updated its class portfolio, expanding their offering from four to five different dance classes.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/OldLogo_Jazzercise.jpg\"><img class=\"alignleft wp-image-8748\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/OldLogo_Jazzercise.jpg\" alt=\"OldLogo_Jazzercise\" width=\"650\" height=\"215\" /></a>\r\n\r\nThe 45-year-old dance style is a mixture of cardio and resistance training, Pilates, yoga and kickboxing. The company has more than 8,300 franchises in 32 countries worldwide.\r\n\r\n&nbsp;\r\n\r\nThe full article is available <a href=\"http://www.designweek.co.uk/news/jazzercise-reveals-new-visual-identity/3039631.article?cmpid=dwnews_821696\" target=\"_blank\">here</a>.', 'Jazzercise Reveals New Visual Identity', '', 'inherit', 'closed', 'closed', '', '2051-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2051, 'http://cbx.cappendev.com/2051-revision-v1', 0, 'revision', '', 0);
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(2933, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Jazzercise president Shanna Missett Nelson, leads a class called Dance Mixx on Friday at the Jazzercise studios in Oceanside, California. — Eduardo Contreras\r\nOn a Friday morning, Iggy Azalea\'s \"Trouble\" blasts through a room filled with mostly women and a few men who are shaking their hips – and everything else – to the music.\r\n\r\nThis is not your mother\'s <a href=\"http://www.jazzercise.com/\" target=\"_blank\">Jazzercise</a>, and it\'s certainly not stuck in the 1980s. Instead of leotards, dancers are wearing Lululemon, and there\'s not a legwarmer or sweatband to be seen. But there is plenty of sweat. And where there used to be simple, low-impact movements like hip swivels, now there\'s a blend of kickboxing, Pilates and hip-hop moves.\r\n\r\n<iframe src=\"https://www.youtube.com/embed/Eqru4MtZJ1E\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe>\r\n\r\nThe 46-year-old fitness franchise headquartered in Carlsbad this year introduced a bold new logo, color scheme and advertising campaign to shake off its dated reputation and show people a modern, harder-edged Jazzercise that delivers results.\r\n\r\nIt is also rolling out a new menu of calorie-crushing classes as part of its \"You Think You Know Us But You Don\'t\" rebrand.\r\n\r\nThe goal is to abolish misguided and outdated stereotypes about Jazzercise, said Sandra Creamer, vice president of strategy at CBX, the New York agency that crafted the rebrand.\r\n\r\nThe new look, which also features cropped images of women\'s toned bodies while working out, is designed to show women that Jazzercise isn\'t all jazz, but it\'s also exercise that will help them slim down and tone up their muscles. At the same time, Jazzercise wants to show the world it has the stuff to compete with newer fitness concepts such as Zumba, kickboxing and Bokwa.</br>\r\n<strong>The revolution</strong>\r\n\r\nJazzercise was one of the first organized fitness concepts in the United States when professional dancer and choreographer Judi Sheppard Missett started teaching her dance-based workout classes in 1969. It started as a performance dance class, but Missett quickly realized her students were more interested in something less disciplined that would allow them to get fit while having fun.\r\n\r\nSo she turned them away from the mirror and started calling out simple steps while leading from the front of the room. That first class had 15 students, she said. The second class had 30, because everybody brought a friend. By the third meeting, the group of 60 had outgrown the room.\r\n\r\n\"That was kind of my \'ah-ha!\' moment,\" Missett said.\r\n\r\n<iframe src=\"https://www.youtube.com/embed/FYXiiYjV8U8\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe>\r\n\r\n<iframe src=\"https://www.youtube.com/embed/eP9T_7f1uCE\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe>\r\n\r\nShe didn\'t set out to turn her aerobic dance lessons into a business, but her classes kept growing and by the mid-80s, Jazzercise had helped spearhead a revolution that turned fitness into an organized industry boasting evangelical personalities like Richard Simmons and Jane Fonda.\r\n\r\nJazzercise was one of the first companies to market fitness as fun, and became one of the first fitness programs to train and franchise its instructors. It also pioneered on-site childcare for its members, making it easier for them to squeeze exercise into their busy lives.\r\n\r\n<iframe src=\"https://www.youtube.com/embed/Tgxvza2yhFw\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe>\r\n\r\n\"People were teaching group fitness classes for many years before that, but in the \'80s is when we saw it really take off, and Jazzercise was a very big part of that,\" said Jessica Matthews, senior adviser for Health and Fitness Education at the <a href=\"http://www.acefitness.org/\" target=\"_blank\">American Council on Exercise</a> based in San Diego. \"That\'s when you started to have this identified profession.\"\r\n\r\nACE, established in 1985, was the first to offer any sort of credential in the fitness industry, Matthews said, and its first credential was for aerobic dance instructors like those who taught Jazzercise.</br>\r\n<strong>The evolution</strong>\r\n\r\nJazzercise has since expanded into an estimated $100 million fitness empire boasting 8,300 franchisees teaching more than 32,000 classes per week in 32 countries around the world. It is now ranked No. 7 on Entrepreneur magazine\'s list of <a href=\"http://www.entrepreneur.com/franchises/jazzerciseinc/282474-0.html\" target=\"_blank\">Fastest-Growing Franchises </a>and No. 13 on its list of America’s Top Global Franchises.\r\n\r\nAlthough Jazzercise is practically a household name, Missett said that is a double-edged sword, because the name recognition often comes with an old-fashioned understanding of what Jazzercise is all about. So many people who think they know her company, she said, don\'t in fact know anything about the bass-thumping, heart-pumping classes it offers in 2015. Instead, they associate it with their mothers or grandmothers in the 1980s.\r\n\r\n\"Here\'s the thing: If we had stayed an \'80s program, we wouldn\'t be here today,\" said Missett, now 70 and still teaching classes.\r\n\r\nShe thrives on change, she explained, and works hard to keep a constant stream of new songs and choreography flowing to her instructors and franchisees. That helps keep both instructors and customers from getting bored.\r\n\r\nThe company, too, has evolved with their changing needs. For example, said Missett\'s daughter and company president Shanna Missett Nelson, Jazzercise has developed a variety of business models for its franchisees, whether they\'re just teaching as a hobby or want to turn Jazzercise into their livelihood.\r\n\r\nMatthews often jokes that fitness is like fashion, she said, with trends that die out and make a comeback, but Jazzercise seems to be an exception.\r\n\r\n\"It\'s not a surprise to me that Jazzercise and dance-based fitness formats continue to thrive after all these years, because quite honestly, most people don\'t equate dancing with exercise,\" she said.\r\n\r\nThat means they go to have fun, and the workout is a side benefit.</br>\r\n<strong>A new image</strong>\r\n\r\nBut that fun-first image is exactly what Jazzercise is trying to distance itself from, said Creamer from CBX.\r\n\r\nAlthough the fun of a dance party keeps the average Jazzercise customer coming to class for an impressive seven years, that\'s not what will get new people in the door for the first time, she explained. The fact that a customer can burn as many as 600 calories in one 60-minute session will.\r\n\r\nPeople are well aware of how entertaining Jazzercise can be, which is one reason some don\'t take it seriously. That perception, coupled with a growing attraction to more intense fitness concepts like boxing and CrossFit, has slowed Jazzercise\'s growth in recent years.\r\n\r\nThis new, harder-core image will help Jazzercise compete with that trend and appeal to a younger generation who want to fit exercise into their schedules, but won\'t bother unless they believe it\'s going to challenge them and deliver results.\r\n\r\nThe more aggressive, authoritative image, projected by phrases such as \"Our classes are way too hot for legwarmers\" and \"Our only throwback is our right hook,\" is what will get people to try Jazzercise for the first time, Creamer said.\r\n\r\nThe fact that it\'s enjoyable is what will keep them coming back – a challenge for most workout programs, but something Jazzercise excels at.\r\n\r\n\"If you\'re going to exercise, it\'s not about intensity, but continuity,\" Creamer said. \"They have a winning formula for that, and they just want to share that with more people.\"\r\n\r\nJazzercise unleashed its rebrand on Jan. 1, and Leah Castle, owner of the College Area franchise, said it led to a strong month for her business. Oddly, though, her new new customers weren\'t in the new target demographic of women in their 30s. Instead, they were mostly women in their late 40s.\r\n\r\nStill, she said, the new image was an important step for the company and its franchisees.\r\n\r\n\"I think it was needed, and I really think Jazzercise is on the right track,\" Castle said.\r\n\r\nThe full article is available <a href=\"http://www.utsandiego.com/news/2015/mar/31/jazzercise-80s-reputation-rebrand/?#article-copy\" target=\"_blank\">here.</a>', 'Jazzercise shakes off \'80s reputation', '', 'inherit', 'closed', 'closed', '', '2084-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2084, 'http://cbx.cappendev.com/2084-revision-v1', 0, 'revision', '', 0),
(2934, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Consumer products industries brand specialist Jennifer Tausch has joined brand agency and retail design consultancy CBX as Creative Director.\r\nIn her position, Tausch will partner with CBX executive creative directors and senior management in shaping the vision for various consumer products clients’ brands. She reports to Joe Violante, Executive Creative Director.\r\n\r\nTausch comes to CBX from brand design agency LPK in Cincinnati, where she had served as Global Creative Director for Proctor &amp; Gamble feminine care brands since 2010, beginning with Naturella and Tampax, and later handling Always.   She began her career in 2002 at Proctor and Gamble in Cincinnati, rising to Senior Design Manager. During those years, Tausch managed the internal design process within the P&amp;G multifunctional global teams for Always, Pampers, Evolve and UnderJams. In addition, she has served as an adjunct instructor at the Art Academy of Cincinnati since 2012.\r\n\r\nA resident of Manhattan, Tausch earned a Masters of Fine Arts in Graphic Design from the University of Illinois at Chicago, and a Bachelor of Science in Graphic Design from the University of Cincinnati.\r\n\r\nAlso seen in:\r\n<a href=\"http://www.bizjournals.com/newyork/potmsearch/reprint/submission/4766111?ana=e_potm_thx&amp;ana=e_notification_potm\" target=\"_blank\">New York Business Journal\r\n</a><a href=\"http://www.storebrands.info/store-brand-insights/store-brand-news/jennifer-tausch-joins-cbx-creative-director?cc=28\" target=\"_blank\">Store Brands</a>', 'Jennifer Tausch Joins CBX as Creative Director', '', 'inherit', 'closed', 'closed', '', '2115-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2115, 'http://cbx.cappendev.com/2115-revision-v1', 0, 'revision', '', 0),
(2935, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Veteran account director and business developer Jodi Sutherland has joined brand agency and retail design consultancy CBX as vice president, engagement group director.\r\nIn her new position, Sutherland will partner with peer leaders at CBX to market the firm to key audiences and develop business-building opportunities with new and existing clients, driving core competencies more broadly and identifying new offerings to support clients\' evolving needs. She reports to Gregg S. Lipman, CEO and Managing Partner.\r\n\r\nSutherland comes to CBX from global advertising agency Publicis Worldwide, New York, where she was Senior Vice President Group Account Director. There, she led a multidisciplinary team for integrated business development for the P&amp;G Family Care brands, including Bounty, Basic and the introduction of Bounty with Dawn.\r\n\r\nPrior to that, she was Executive Director Client Services/Business Development at global brand and creative design agency Brand Union, New York, from 2011 to 2014. At Brand Union, Sutherland was responsible for leading the consumer branding team for North America, covering global and regional clients on projects that ranged from strategy and positioning to creation of visual brand language, naming, brand architecture, design and implementation.\r\n\r\nFrom 2006-2011, she was Executive Director of Client Service and Business Development at Kramer Design Group, a New York-based branding and design firm specializing in luxury brands and retail. While at Kramer, her clients included Donna Karan, Waterworks, Wynn Hotel, Kate Spade, Rocawear, Hugo Boss, Club Monaco, Barneys New York, and Judith Leiber.\r\n\r\nShe began her career in 1988 as a Strategic Planner/Account Management at Warwick, Baker &amp; Fiore in New York and went on to serve as Vice President, World Wide Account Director at D\'Arcy Masius Benton &amp; Bowles, and later as a Consultant to the Intrepid Wine Company, a highly specialized boutique wine company.\r\n\r\nA resident of New York City, Sutherland graduated from Syracuse University with a B.A. degree in Consumer Studies.\r\n\r\nAlso seen in:\r\n<a href=\"http://vmsd.com/content/jodi-sutherland-joins-cbx-vp-engagement-group-director\" target=\"_blank\">VMSD\r\n</a><a href=\"http://newyork.citybizlist.com/article/285144/jodi-sutherland-joins-cbx-as-vp-engagement-group-director\" target=\"_blank\">citybizlist\r\n</a><a href=\"http://www.designretailonline.com/displayanddesignideas/industry-news/CBX-Names-New-Vice-President-Engagement-Group-Director-13847.shtml\" target=\"_blank\">design:retail</a>', 'Jodi Sutherland Joins CBX as VP, Engagement Group Director', '', 'inherit', 'closed', 'closed', '', '2120-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2120, 'http://cbx.cappendev.com/2120-revision-v1', 0, 'revision', '', 0),
(2936, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<a href=\"http://www.youtube.com/watch?v=jgZv6mSIO6M&amp;feature=youtu.behttp://www.youtube.com/watch?v=jgZv6mSIO6M&amp;feature=youtu.be\" target=\"_blank\"><img class=\"alignleft size-full wp-image-6820\" title=\"0515 JoeB at GRC2013 2\" src=\"http://www.cbx.com/wp-content/uploads/2013/05/0515-JoeB-at-GRC2013-2.jpg\" alt=\"\" width=\"641\" height=\"360\" /></a>\n<strong>Joe Bona</strong>, President, Branded Environments, CBX - Speaking at the Global Retailing Conference 2013 about \"Format Reinvention in the Retail Space\"', 'Joe Bona at the Global Retailing Conference 2013', '', 'inherit', 'closed', 'closed', '', '1842-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1842, 'http://cbx.cappendev.com/1842-revision-v1', 0, 'revision', '', 0),
(2937, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'SPECS 2014\r\n<em>The Gaylord Texan Convention Center, Grapevine, TX\r\nMarch 11, 2014 - 1:40 PM to 2:30 PM</em>\r\n\r\n<strong>Offline and Online Retail: Bridging the Gap</strong>\r\n\r\nThe digital explosion has led to smaller physical footprints, an influx of in-store technologies, and reduced staffing - while at the same time an emerging group of pure-play concepts is entering the brick-and-mortar space. Hear insights on how to fuse brick-and-mortar with online, and present a seamless customer experience.\r\n\r\nLearn more about SPECS: <a href=\"http://www.specsshow.com/\" target=\"_blank\">www.specsshow.com</a>', 'Joseph Bona speaking at SPECS', '', 'inherit', 'closed', 'closed', '', '1959-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1959, 'http://cbx.cappendev.com/1959-revision-v1', 0, 'revision', '', 0),
(2938, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p><strong>Classic cookbook serves up meals matching today\'s lifestyle</strong>\r\nMinneapolis, MN - January 5, 2009 - It was 1931, shortly after the Great Depression hit, that 54-year old Irma Rombauer took $3,000, the entire sum of her late husband\'s legacy, and self-published the first edition of the Joy of Cooking. Since then, this classic cookbook has occupied kitchen shelves across thousands of homes. Simon & Schuster published the 75th anniversary edition in 2006.\r\n\r\nA new licensing agreement between Simon & Schuster and Bellisio Foods is extending the Joy of Cooking brand to an entire new line of premium meal solutions, including entrees, side dishes, vegetables and breads. They are currently test launching 22 items in many major retailers including Kroger, Albertson\'s, Wegman\'s, and Stop & Shop, in select markets across the country.\r\n\r\n\"Most people can name where they keep the Joy of Cooking cookbook or where their mother\'s is,\" says Joel Conner, CEO, Bellisio Foods. \"It\'s that emotional connection that we wanted to leverage.\"\r\n\r\nBellisio Food\'s research revealed that consumers were looking for meals that are wholesome, quick and easy with minimal mess and clean up and offered something for every family member.\r\n\r\nPrior to presenting the licensing idea to Simon & Schuster, Bellisio tapped CBX, a strategic brand consultancy, to create packaging concepts for their pitch. Staying true to the clean, simple approach of the original cookbook, the CBX design team created an elegant white package that prominently features the red bulls-eye Joy of Cooking logo. Appetizing photography highlights the quality of the food and color-coded bars: brown for main dishes and entrees, green for vegetables and sides and gold for breads distinguishes the items in the line and creates a shelf block -- a one-stop shop for busy consumers looking for quick and easy meal solutions. Side panel recipes allow consumers to customize the dishes, playing off the concept of the cookbook.\r\n\r\n\"We created a contemporary link to the Joy of Cooking brand,\" says Scott Fisher, Creative Director, CBX. \"We took a 75-year old brand and made it relevant to the realities of modern day cooking and today\'s fast-paced lifestyle.\"\r\n\r\nThese packaging concepts helped convince Simon & Schuster that the licensing idea would help extend the brand in the right direction and build equity. Bellisio proceeded to hire a chef to create products with no preservatives and 0 trans fat.\r\n\r\n\"The packaging is sophisticated, clean, crisp, and light while beautifully replicating the iconography of the cookbook,\" says Conner. \"Consumers who see these products on shelf instantly recognize and appreciate the Joy of Cooking premium image.\"\r\n\r\nThe all-in-one meal stop for consumers that Bellisio introduced to retailers was met with such enthusiasm that many retailers gave it the highly-coveted position of end-aisle door space for the brand.\r\n\r\nBellisio plans to expand the test launch in January 2009 with protein entrees such a pot roast, pulled pork and chicken quarters.</p>', 'Joy of Cooking Becomes All-in-One Meal Stop', '', 'inherit', 'closed', 'closed', '', '1640-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1640, 'http://cbx.cappendev.com/1640-revision-v1', 0, 'revision', '', 0),
(2939, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p>New York, NY - August 8, 2011 - Within a year of creating a revolution in the feminine hygiene category with the launch of U by Kotex* and U by Kotex Tween*, Kimberly-Clark is extending the line with U by Kotex* Limited Edition Designer Series. Four distinct new products and designs capture young women\'s personal style with trend forward colors and patterns, keeping her interested by creating surprise, delight and variety on shelf.\r\nBranding agency, CBX, provided inspiration, trends and insights that informed the team within Kimberly-Clark and all its agency partners involved with product and packaging innovation. The result was a seamless integration of product development and design thinking based on critical consumer insights. \"We created a limited edition designer series package to allow for customized interaction with the brand. Our consumers can now choose products that reflect their own personal style,\" says Kristi Bryant, Design Manager Kimberly-Clark.\r\n\r\nCBX developed the design strategy using trends based on cosmetics, beauty and fashion and took inspiration from popular retail brands such as J.Crew, Anthropologie and H&M. \"These are consumers who are keenly aware of the latest fashion trends and want their style and personality reflected in the brands they choose,\" says Gregg S. Lipman, managing partner CBX. \"Just as in other categories where they have opportunities to personalize their purchases, these designs give them the same experience. It\'s all about creating memorable, engaging and positive interaction.\"\r\n\r\nSince breaking category norms has been the hallmark of U by Kotex*, the Designer Series is no exception. High-contrast colors and vibrant patterns envelope each package and reflect individual fashion trends -- poptimistic, boho and freestyle for the three pad designs and punk glam for the tampons. The iconic U by Kotex* black logo stands out against the saturated colors and is accompanied by a black belly band that wraps around the package, creating a ribbon, gift-like effect. Visuals on all the panels reveal what\'s inside: pads and product wrappers as colorful and coordinated as the packages.\r\n\r\n\"Overall, the designs allow for self-expression and style. When she realizes that these products fit seamlessly into her purse, along with her other fashion accessories, it is an added bonus of surprise and delight,\" says Bryant.\r\n\r\nU by Kotex* Designer Series will be available nationwide in stores by August 2011.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/kotexTween.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/kotexTween.jpg\" alt=\"\" title=\"kotexTween\" width=\"825\" height=\"311\" class=\"alignnone size-full wp-image-673\" /></a>', 'Kimberly-Clark Launches U by Kotex* Limited Edition Designer Series', '', 'inherit', 'closed', 'closed', '', '1591-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1591, 'http://cbx.cappendev.com/1591-revision-v1', 0, 'revision', '', 0),
(2940, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p>New York, NY - June 17, 2011 - CBX, the strategic branding and retail design firm, today announced that it was named one of Kimberly-Clark\'s Outstanding Suppliers for 2010.\r\nKimberly-Clark\'s program recognizes outstanding suppliers from around the globe for innovative solutions and stellar commitment to quality and service.\r\n\r\nAccording to Kimberly-Clark, \"CBX was recognized for their innovative risk-sharing compensation model for new brand initiatives. Coupled with 100% on-time project delivery with challenging timelines and their competitive and analogous products globally, CBX brings a unique and valuable perspective to the design recommendations that they provide to K-C.\"\r\n\r\nRecent projects that CBX partnered with Kimberly-Clark on include the revolutionary new U by Kotex®, Poise and Depend.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/KBC.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/KBC.jpg\" alt=\"\" title=\"KBC\" width=\"825\" height=\"761\" class=\"alignnone size-full wp-image-678\" /></a>', 'Kimberly-Clark Names CBX as 2010 Outstanding Supplier', '', 'inherit', 'closed', 'closed', '', '1595-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1595, 'http://cbx.cappendev.com/1595-revision-v1', 0, 'revision', '', 0),
(2941, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Convenience store chain Kum &amp; Go has embraced a stylish new design with the launch of the Kum &amp; Go Marketplace in Johnston, Iowa. The 6,000-sq.-ft. store is the prototype of a new brand concept designed by New York-based retail design consultancy CBX.\r\nAn open-kitchen concept is the centerpiece of the new store, putting food prep on display for customers. White subway tiles, marble-like countertops, and stainless trim also make a striking impression. The new store also promotes the brand’s refreshing look with an 8-foot-tall ampersand gracing the façade. The new logo, designed by Des Moines-based studio Sticks, projects Kum &amp; Go well beyond the curb.\r\n\r\n“This new footprint represents everything that Kum &amp; Go strives to be for our associates and for our customers,” says Kyle Krause, president and CEO. “This is the evolution of our brand promise and business approach. Now customers can truly experience the ‘more’ that we provide.”\r\n\r\nHeadquartered in West Des Moines, Iowa, Kum &amp; Go operates 430 stores in 11 states. The brand plans to launch its new design throughout 2016 in 28 additional locations.\r\n\r\nOriginally published by <a href=\"http://www.designretailonline.com/news/retail/Kum-Go-Debuts-New-Store-Concept-in-Iowa-26006.shtml\" target=\"_blank\">design:retail</a>', 'Kum & Go Debuts New Store Concept in Iowa', '', 'inherit', 'closed', 'closed', '', '2181-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2181, 'http://cbx.cappendev.com/2181-revision-v1', 0, 'revision', '', 0),
(2942, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>Inaugural location opens just north of I-80/35, with 28 additional locations to follow in 2016</strong>\r\nKum &amp; Go will open the doors tomorrow morning, Thursday, February 18, at 6 a.m. to its newly re-built location in Johnston, Iowa, at 5225 NW 86th Street. The store is a brand new, 6,000+-square-foot Marketplace design prototype with a variety of unique offerings for customers, making it unlike any other location. To encourage customers to try out some of those new offerings, the first 99 customers to arrive on Thursday morning will receive a coupon for a 99-cent whole pizza. Additionally, on Friday from 10 a.m. to 2 p.m., customers can fill up with E-15 for $0.99 per gallon (available only at this store).\r\n\r\nDeveloping this distinctive model took nearly two years, and the result is an entirely new concept. The centerpiece of the store is an expanded and open food preparation area that customers can see from the moment they enter. Other location features include:\r\n\r\n- Elevated food experience with Kum &amp; Go’s “Go Fresh Market”\r\n- Open kitchen layout, clear aisles and easy-to-navigate zones\r\n- Seating inside with patio seating outside (weather permitting)\r\n- Complimentary Wi-Fi and charging stations for customers\r\n- Expansive beer cave and growler station with fresh beer\r\n- Designed for LEED-certified status, using energy efficient and sustainable design\r\n\r\nAdditionally, visible on 86th Street is a new piece of artwork commissioned by Kum &amp; Go specifically for this Johnston location. An 8-foot tall and 7-foot wide ampersand (paying tribute to Kum &amp; Go’s slogan “Where &amp; means more.”) sits on the north side of the store. Designed and produced by the award-winning, Des Moines-based art studio Sticks, the sign pays tribute to the community of Johnston with key words and images that reflect the area’s attractions and slogans on one side. The opposite side showcases the Kum &amp; Go core values and culture.\r\n\r\n“This new footprint represents everything that Kum &amp; Go strives to be for our associates and for our customers,” said Kum &amp; Go president and CEO Kyle Krause. “This is the evolution of our brand promise and business approach. Now customers can truly experience the “more” that we provide.”\r\n\r\nThe store design was conceptualized by CBX, a retail design firm headquartered in New York City, and working prototype developed by BRR, an architecture firm in Kansas City. Local partners included Henning Construction from Johnston, Performance Display and Civil Design Advantage from Grimes, and Seneca Companies from Des Moines. Additional partners included Hussmann, Nagle Signs, and Arning Companies.\r\n\r\nKum &amp; Go operates three stores in the Johnston community – the other two can be located at 5800 Northglenn Drive and 6130 NW 86th. All Johnston locations are open 24 hours, year-round.\r\n\r\nFuture locations of this new layout are planned for 2016 in Iowa, Colorado, Oklahoma, Wyoming, Missouri, and Arkansas. The next Iowa location will be located in Waukee in the new Kettlestone development, projected to open in spring 2016.\r\n\r\nOriginally published by <a href=\"https://www.kumandgo.com/2016/02/unveils-marketplace-store-0129/\" target=\"_blank\">Kum &amp; Go</a>.\r\nAlso seen in:\r\n<a href=\"http://www.csnews.com/node/88955\" target=\"_blank\">Convenience Store News</a>\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/corporate-news/articles/new-kum-go-design-elevates-food-fuel-beer-slideshow?utm_source=SilverpopMailing&amp;utm_medium=email&amp;utm_campaign=Daily%20News%2002-19-2016%20(1)&amp;utm_content=&amp;spMailingID=50731733&amp;spUserID=MjU0MDQ2MjI3NTES1&amp;spJobID=862321264&amp;spReportId=ODYyMzIxMjY0S0\" target=\"_blank\">CSP\r\n</a><a href=\"http://www.cstoredecisions.com/2016/02/18/kum-go-debuts-market-place-prototype-store/?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+ConvenienceStoreDecisions+%28Convenience+Store+Decisions%29\" target=\"_blank\">C Store Decisions\r\n</a><a href=\"http://www.nacsonline.com/Media/Daily/Pages/ND0219163.aspx#.Vs3XkJMrJsg\" target=\"_blank\">NACS</a>', 'Kum & Go Unveils First Marketplace Store Design in Johnston', '', 'inherit', 'closed', 'closed', '', '2157-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2157, 'http://cbx.cappendev.com/2157-revision-v1', 0, 'revision', '', 0),
(2943, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>Midwestern chain Kum &amp; Go is elevating the c-store experience from the traditional grab-and-go to destination retail with a new Marketplace concept.</strong>\r\nWhen you think convenience store, do you think LEED-certified building, fresh food, warm and inviting interior, and growler bars? Nope. Well Kum &amp; Go is trying to change that mindset with a new store concept—a market prototype dubbed <strong>Kum &amp; Go</strong> Marketplace—that is setting a new standard for the c-store sector.\r\n\r\nEstablished in 1959 in Hampton, Iowa, Kum &amp; Go is a family-owned business and the fifth-largest privately held and company-operated convenience store chain in the United States. It currently employs 5,000 associates across 430 stores and has a presence in 11 states (Iowa, Arkansas, Colorado, Minnesota, Missouri, Montana, Nebraska, North Dakota, Oklaoma, South Dakota, and Wyoming).\r\n\r\n“Kum &amp; Go is an industry pioneer founded on providing exceptional service and delivering more than what customers expect,” says Chris Jones, senior vice president, marketing at Kum &amp; Go. “The Marketplace concept was developed to align with our evolved brand promise and continued focus on fresh food options.”\r\n\r\nNew York-based brand agency and retail design consultancy CBX worked with Kum &amp; Go on the design concept, while Missouri-based BRR Architects helped adapt the concept to the 6,000-sq.-ft. prototype store in Johnston, Iowa.\r\n\r\nThe innovation of the prototype comes with the prioritization of the food offering. An open kitchen serves as the store’s centerpiece, with a major objective of showcasing quality and freshness. This featured area uses materials that communicate a more sophisticated kitchen, such as white subway tile, marble-like countertops and stainless steel.\r\n\r\n“This is an area that is typically not seen,” explains Todd Maute, a partner at CBX. “Kum &amp; Go wanted to elevate the food offering, showing the great quality to the customer.”\r\n\r\nJones adds that the kitchen was a focus for the brand, because that is where the company sees the most potential for growth. “We’ve opened up the kitchen and put the food preparation area front and center, so customers can watch us prepare fresh, delicious food that they can eat right in our store or on the patio outside” he says.\r\n\r\nDisplay units were lowered in order to create consistent sightlines throughout the store to simplify navigation, improve shopability and maintain the focus on the fresh food offerings from every angle. Express Checkouts adjacent to the entry were incorporated for customers who need to complete a fast transaction.\r\n\r\nJust as the kitchen is the heart of the home, Kum &amp; Go wanted to reiterate that family-owned commitment and invite customers in with that same sense of warmth and comfort. Architecture and design details draw on residential cues.\r\n\r\n“The overhanging canopy on the exterior offers the appeal of a low-hanging prairie-style home, a simple, modern approach to the architecture that creates that residential scale and feel,” says Joseph Muscarella, design director at CBX.\r\n\r\nMaterials and finishes, such as the subway tile and marble-like surfaces, reinforce the residential cues. While these selections infuse a clean modern aesthetic, the use of wood adds warmth and texture. The lighting strategy was meant to accentuate the interior design, creating a moody and dramatic feel in contrast to the typically bright and glaringly overlit convenient store. Black details add a classic, sophisticated appeal, while red accents serve as highlights that speak to the Kum &amp; Go brand.\r\n\r\nIn addition to the signature brand color, the brand story is clearly communicated using the iconic ampersand. From the exterior fascia and door hardware to halo light ceiling details and even donuts, the ampersand amplifies the brand experience. For Kum &amp; Go, the ampersand truly represents what the company stands for, “Where &amp; means more.” This detail reinforces the goal of the prototype communicating that Kum &amp; Go offers more than a typical convenience store.\r\n\r\nAnd the space does offer much more—from the open kitchen, indoor and outdoor seating and nicely articulated restrooms to elevated offerings such as complimentary Wi-Fi and charging stations, a walk-in cooler (or “beer cave”) and a growler station with locally brewed beers.\r\n\r\nCreating a connection to the local community was important, as Kum &amp; Go is dedicated to the communities it serves, including sharing 10 percent of its profits with charitable causes. An 8-ft.-tall, 7-ft.-wide ampersand sculpture brings the brand message curbside. A Des Moines-based artist, Sticks, integrated keywords and imagery that reflect area attractions and slogans as a way to pay tribute to the Johnston community on one side of the sculpture, with Kum &amp; Go brand elements and core values on the other. The brand also demonstrates its commitment to the community and the environment through its sustainability standards. Material selections and initiatives like the water retention capture have earned this prototype store LEED recognition.\r\n\r\n“The whole approach is such a dichotomy to the traditional convenience store,” Maute says. “Here, it is not grab what you need and go. Kum &amp; Go invites you to stay and linger.” For Kum &amp; Go, this store concept is a natural extension of their brand promise. Jones explains: “As our customers’ needs change and evolve, we want to keep up with them to provide everything they need and more from our convenience stores.”\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/XH2R7610.jpg\"><img class=\"alignnone size-large wp-image-9974\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/XH2R7610-740x1024.jpg\" alt=\"XH2R7610\" width=\"740\" height=\"1024\" />\r\n</a><em>The Kum &amp; Go ampersand sculpture pays tribute to the community on one side and the essence of the store on the other.</em>\r\n\r\n<img class=\"alignnone size-large wp-image-9976\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/160216_Kum-Go-18753-1024x768.jpg\" alt=\"160216_Kum &amp; Go 18753\" width=\"1024\" height=\"768\" />\r\n<em>Lowered display heights and enhanced signage create continuous sightless that help customers easily navigate the store.</em>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/160216_Kum-Go-18740.jpg\"><img class=\"alignnone size-large wp-image-9977\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/160216_Kum-Go-18740-1024x730.jpg\" alt=\"160216_Kum &amp; Go 18740\" width=\"1024\" height=\"730\" /></a>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/197H7644.jpg\"><img class=\"alignnone size-large wp-image-9980\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/197H7644-682x1024.jpg\" alt=\"197H7644\" width=\"682\" height=\"1024\" />\r\n</a><em>The material applications and lighting strategy create a more modern and sophisticated approach to c-store design.</em>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/160216_Kum-Go-18796.jpg\"><img class=\"alignnone size-large wp-image-9978\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/07/160216_Kum-Go-18796-1024x768.jpg\" alt=\"160216_Kum &amp; Go 18796\" width=\"1024\" height=\"768\" />\r\n</a><em>Dedicated innovation space, such as the growler bar, provides the opportunity to test out new ideas that elevate the customer experience.</em>\r\n\r\nOriginally published in <a title=\"design:retail\" href=\"http://www.nxtbook.com/nxtbooks/designretail/201607/#/50\" target=\"_blank\">design:retail</a>', 'Kum &...Stay?', '', 'inherit', 'closed', 'closed', '', '2201-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2201, 'http://cbx.cappendev.com/2201-revision-v1', 0, 'revision', '', 0),
(2944, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Chain drug retailers are being challenged to free up additional retail space and to reconfigure their stores to keep pace with competitors’ new brandings and offerings, according to Duane Chudy, president and chief executive officer of TCGRx, a supplier of work-flow solutions and pharmacy automation.\r\nThe market, he notes, is constantly driving pharmacy operators to invent new ways of doing business to stay competitive and profitable, and retailers are turning to innovate store designs and fixtures as key components in those efforts.\r\n\r\n“We have been designing pharmacies and integrating automation for years,” he says, adding that the Wisconsin-based firm helps pharmacies shrink their square footage without sacrificing service.\r\n\r\nJames Sundstad, vice president of branded environments at CBX, an agency that helps build brands through innovative store designs and other initiatives, agrees that the blurring of retail channels and the increased competition within the drug store industry and from other trade channels has inspired new concepts in store designs, layouts, and fixtures.\r\n\r\nDrug stores, without abandoning their pharmacy and health and wellness images, have evolved into convenience stores in the minds of many customers, whereas other customers are turning to convenience stores for many of their over-the-counter medicines.\r\n\r\nMark Gillham, collaborative store leader at Jackman Reinvents, adds that retailers are spotlighting and showcasing products in a more profound way by adopting and utilizing store designs and fixtures. Jackman Reinvents has worked with such retailers as Duane Reade, Walgreens, Rexall Health and Sobeys Inc. on store design initiatives.\r\n\r\n“We help organizations reinvent the customer experience to drive growth and win against competitors,” he explains. “We do this by bringing business and creative strategy together in a collaborative end-to-end process.”\r\n\r\nOne fixture line that TCGRx recently brought to the pharmacy market is HDStock, it’s high-density cabinets that can reduce a pharmacy’s medication storage footprint by up to 50%, in the process opening up space to implement such functions as patient consultative services and vaccination rooms or expanded retail merchandising areas, all without expanding an existing floor plan. With HDStock—available in six features—the unique layouts and work flows of pharmacies are addressed.\r\n\r\nChudy says that the HDStock system has been designed to be expandable and that the fixtures can be customized with colors and finishes to match the look of an existing pharmacy.\r\n\r\nAt CBX, the agency works with retailers to provide customers with unique brand experiences through novel layouts, whether that customer is in the store for a “grab-and-go” item or for more of a complete purchase transaction, says Sundstad.\r\n\r\nHe says that one trend in the design/fixtures arena is that products that were once confined to higher shelves are now placed at lower levels on gondolas to attract the customer and in the process build brand loyalty. He cites the approach that Bartell Drugs has taken to usher in local merchandise—including specialty chocolates, local products and gifts—to some neighborhood stores, where they are displaying the high-end products on attractive end-caps, gondolas, and in-aisle fixtures.\r\n\r\nAt CBX client Duance Reade, success was achieved several years ago when cosmetic counters and fixtures once nearly exclusive to department/specialty stores were introduced to drug stores. By highlighting the cosmetics section as a uniquely branded area of the store, sales increased dramatically. Duane Reade is also among pharmacy retailers that now depend on lower pharmacy counters as vehicles to help forge stronger bonds between pharmacists and patients.\r\n\r\nChanges in store designs and fixtures are also reflected in the increased integration of perishable and nonperishable food in the drug channel. Gillhman says a “big game changer” in this trend is seen at Shoppers Drug Mart as a result of its recent acquisition by Loblaw Cos. New formats at SDM stores have expanded square footage to accommodate fresh/perishable items.\r\n\r\nOriginally published in Chain Drug Review Magazine', 'Latest Fixtures Help Retailers Get More Out of Their Space', '', 'inherit', 'closed', 'closed', '', '2249-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2249, 'http://cbx.cappendev.com/2249-revision-v1', 0, 'revision', '', 0),
(2945, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>Formerly Known as Dice Holdings, Inc., DHI Group, Inc., Celebrates Its New Visual and Verbal Identity Today by Ringing the Closing Bell on the New York Stock Exchange</strong>\r\nAs DHI Group, Inc. (\"DHI\") rings the Closing Bell on the New York Stock Exchange today, it does so with a new visual and verbal identity created by CBX, the brand agency and retail design consultancy, in consultation with DHI.\r\n\r\nFormerly known as Dice Holdings, Inc., DHI is a leading provider of specialized websites and services for professional communities. With the help of CBX, the Company has rebranded as DHI and adopted a new logo that includes the brand-reinforcing tagline \"Delivering Hire Insights.\"\r\n\r\n\"We began as the Dice business nearly 25 years ago and have developed and expanded to serve multiple specialty verticals, with new products and services that will further expand our market opportunity. The name DHI better represents the evolution of our Company into a diverse portfolio of specialized websites and services that serve targeted constituents and are unified under one corporate umbrella,\" explained Michael Durney, DHI\'s President and CEO.\r\n\r\n\"For the new logo, CBX sought to create a symbol of reliability, trust and quality,\" said Rick Barrack, co-founder and Chief Creative Officer at CBX. \"We used proprietary, bold, uppercase letterforms to define the new brand mark. Running from the cross bar of the \'H\' and leading to the accent graphic over the \'I,\' the visual path we created in the logo calls to mind the upward trajectory showing positive results. It represents ambition, innovation, forward-thinking and setting new paths of opportunity.\"\r\n\r\n\"The new tagline -- \'Delivering Hire Insights\' -- complements this visual identity even as it evokes the human dimension of DHI\'s people-centric mission,\" Barrack said. \"The tagline defines what DHI is all about, and what it does for its clients and the professionals who use their services.\"\r\n\r\n\"With our new verbal and creative assets, DHI now has its own distinct identity, allowing our Dice brand to strengthen its position as the leading digital career resource,\" Durney noted. \"The name DHI and our new tagline more clearly reflect the globally unified company we have become.\"\r\n\r\n<strong>About DHI Group, Inc.</strong>\r\nDHI Group, Inc. is a leading provider of specialized websites and services for professional communities including technology and security clearance, financial services, energy, healthcare and hospitality. Our mission is to empower professionals and organizations to compete and win through specialized insights and relevant connections. Employers and recruiters use our websites and services to source and hire the most qualified professionals in select and highly-skilled occupations, while professionals use our websites and services to find the best employment opportunities in and most timely news and information about their respective areas of expertise. For almost 25 years, we have built our company on providing employers and recruiters with efficient access to high-quality, unique professional communities and offering the professionals in those communities access to highly-relevant career opportunities, news, tools and information. Today, we serve multiple markets primarily located throughout North America, Europe and the Asia Pacific region.', 'Leading Digital Provider for Professional Communities Rebrands as DHI Group, Inc. With Help From CBX', '', 'inherit', 'closed', 'closed', '', '2088-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2088, 'http://cbx.cappendev.com/2088-revision-v1', 0, 'revision', '', 0),
(2946, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'CBX, the brand agency and retail design consultancy based here, has been retained by OKKO, the L\'viv, Ukraine-based network of 400 petroleum and convenience stores, to help refine its product offering and shop design standards. OKKO stores can be found along highway interchanges as well as more densely populated urban areas in this country of more than 45 million people.\r\n\"OKKO operates traditional c-stores throughout the region, which are quite modern and good looking,\" said veteran c-store designer and consultant Joseph Bona, CBX president of branded environments. \"However, the chain recognized a need to enhance its product offering, particularly for stores located in urban areas where fast, fresh and convenient food offers could help the company stand out among its competitors and increase market share and profits.\"\r\n\r\nThe assignment includes helping OKKO balance traditional c-store offerings along with food-to-go selections. To that end, CBX will work with the chain to develop a scalable foodservice program that can be rolled out across the network while also rationalizing existing merchandise selections. \"In the global convenience store market, food-on-the move is a growth area for all operators, but especially for those in emerging markets with an expanding middle class,\" Bona explained. \"Our role is to help OKKO define itself through product offer as the leader in their market.\"\r\n\r\nOn the design side, Bona noted that OKKO recently instituted a chainwide remodel and refresh program involving its gas canopy logo and forecourt standards. Under its assignment, CBX will build upon that program by developing new complementary standards across different assets, including exterior and interior shop design, shop layout, uniforms, temporary and permanent signage, menus, and other communication vehicles. \"The goal is to project the OKKO brand\'s strong local roots and its focus on innovation,\" Bona concluded.\r\n\r\n\"We are really excited to work with the CBX team,\" said Iryna Moiseyeva, Director of Private Enterprise at OKKO. \"Their international experience and strong retail background supports us in our strategy, planning and renovation projects. We are looking forward to opening the first three new stores with our new concept and updated offering in the beginning of 2015.\"\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.pennenergy.com/marketwired-oilgas/2015/01/14/leading-ukraine-c-store-network-okko-taps-cbx-to-enhance-product-offering-and-shop-design.html\" target=\"_blank\">Penn Energy.com</a>\r\n<a href=\"http://www.nacsonline.com/News/Member_News/Pages/default.aspx\" target=\"_blank\">NACS Online</a>\r\n<a href=\"http://insights.retailenvironments.org/2015/01/19/cbx-retained-ukraine-based-c-store-network/\" target=\"_blank\">A.R.E Retail Environments</a>\r\n<a href=\"http://vmsd.com/content/leading-ukraine-c-store-network-okko-taps-cbx-enhance-product-offering-and-shop-design\" target=\"_blank\">VMSD</a>', 'Leading Ukraine C-Store Network OKKO Taps CBX to Enhance Product Offering and Shop Design', '', 'inherit', 'closed', 'closed', '', '2056-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2056, 'http://cbx.cappendev.com/2056-revision-v1', 0, 'revision', '', 0);
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(2947, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p>I’m not sure we could have asked for anything more the first time out of the gate.\r\nNearly 140 people came to Chicago in early June to learn and share their time and experience about the private label industry at PLBuyer’s first conference, Private Label: The Next Generation.\r\n\r\nWe wanted to fill a niche within our industry, creating a conference that was focused on retailers, the problems and challenges that they face and some of the experiences and successes that they’ve found along the way.\r\n\r\nClearly, we struck a chord. Attendees representing 15 retailers in the U.S., Mexico and Canada were on hand for the event. Some of them were among our strong lineup of speakers, others came along to learn and network.\r\n\r\nOur attendees stretched across nearly every channel, with grocery, dollar, warehouse, mass merchandise and convenience represented.\r\n\r\nSo what did we learn? What could all of us take away from this event?\r\n\r\nThe general consensus was that the old approach to marketing, merchandising, development and partnerships is not the way to succeed in the future.\r\n\r\nSafeway’s Joe Ennen talked about retailers doing their own consumer research and listening to their customers rather than reacting to the national brand manufacturers’ trends.\r\n\r\nLongo Brothers Fruit Markets’ Jenny Longo and Robert Koss said creating a premium tier for private label meant not simply settling for small variations in products to make that distinction. Rather, their signature tier is comprised of family recipes and unique products that can not be found on other shelves.\r\n\r\nTerry Lee of Private Brand Advisors said we needed to capture customers’ attention quickly as quick trips in new channels such as convenience and dollar stores increase. And Todd Maute from CBX went through a quick case study of Duane Reade’s private label transformation, linking its private label program to customers where they live, in New York City.\r\n\r\nNew approaches. New thought processes. New packaging. New outreaches to customers.\r\n\r\nSam Mayberry of Supervalu ended with the biggest indication of where we’re going. Fitting that our final keynote speaker would point the way to tomorrow.\r\n\r\n“I really think there’s a larger play for collaboration with everyone who can get the product off our shelves and into the hands of consumers,” he said.\r\n\r\nPrivate label is no longer the domain of suppliers pitching products to retailers, or retailers finding categories to create me-too items from CPG companies. The future will involve more close work between retailers and suppliers, from the infancy of developing products through the packaging and merchandising of the products in stores.\r\n\r\nWe’re all in this together. That’s what we continued to learn last month. I can’t wait to find out what we learn next year.<p>\r\n\r\n<a href=\"http://digital.bnpmedia.com/display_article.php?id=1108145\" target=\"_blank\">http://digital.bnpmedia.com/display_article.php?id=1108145\r\n</a>', 'Learning to Fly', '', 'inherit', 'closed', 'closed', '', '1674-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1674, 'http://cbx.cappendev.com/1674-revision-v1', 0, 'revision', '', 0),
(2948, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>WHO:</strong> 826NYC, an organization founded by celebrated author Dave Eggers to foster creative writing skills in under-resourced students, and CBX, a Manhattan-based branding agency..\r\n<strong>WHAT:</strong> The students and agency joined together for \'The Great Lemonation Imagination Collaboration\' workshop, a two-month project to create a dream lemonade stand. Students, aged 9-12, from 826NYC will operate the stand for a day in Flatiron Plaza, the culmination of a pro-bono effort led by CBX in which the children\'s creative energies were tapped for everything from the naming of the business to the design of the logo, stand, product packaging, and uniforms. Students and 826NYC supporters will be on hand to give away the lemonade and collect donations. Executives from CBX and 826NYC will be available for interviews, along with the students. To view a 1-minute video of the project, visit: www.cbx.com.\r\n.\r\n<strong>WHEN:</strong> Wednesday, August 20, from 10:00 a.m. to 6:00 p.m..\r\n.\r\n<strong>WHERE:</strong> Flatiron Plaza (SW corner of Broadway and 23rd Street in Manhattan).\r\n.\r\n<strong>MORE DETAILS:</strong> 826NYC (<a href=\"http://www.826nyc.org/\" target=\"_blank\">www.826nyc.org</a>) is a nonprofit organization dedicated to helping under-resourced students, ages 6-18, strengthen their writing skills and improve their academics through evening and weekend workshops, afterschool tutoring, in-schools projects, and creative writing field trips. The Brooklyn-based organization specializes in writing-based projects including college essays, student publications, creative-writing assignments, and expository papers. The 826 organization was launched by Dave Eggers, author of best-seller \"A Heartbreaking Work of Staggering Genius\" and founder of publishing house McSweeney\'s..\r\n.\r\nCommenting on the project, Eggers said: \"As a project-based learning center, 826 has always tried to focus on making things whereby the students feel like their work has real-world application. So, over the years, the students at 826NYC have made incredible short films, written novels, produced radio shows and made hundreds of chapbooks. The lemonade stand project with CBX is right in keeping with this idea -- how do you make writing feel electric and essential and how do you give students an authentic outside audience? This project works on so many levels. Having the students plan with the professionals at CBX, execute and then interact with the general public in Flatiron Plaza is an experience that will have a profound effect on these young people.\"', 'Lemonade!', '', 'inherit', 'closed', 'closed', '', '1988-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1988, 'http://cbx.cappendev.com/1988-revision-v1', 0, 'revision', '', 0),
(2949, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'By Joe Bona\r\nPanera Bread recently announced plans to open hundreds of branded convenience stores in major markets across the United States. The Chicago-based chain, which posted sales of $3.7 billion in 2012, said the new stores will be hybrid versions of its popular fast-casual restaurants, but with fuel pumps, snacks and other c-store mainstays as part of the mix. The rollout could begin as early as 2014.\r\n\r\nBefore you react with alarm or bewilderment to the paragraph above, I should point out that nothing in it is true — except for the part about Panera generating $3.7 billion in 2012. But if the idea of going head-to-head with Panera made you uneasy, even for a moment, this is understandable.\r\n\r\nUse a Venn diagram to compare the attributes of c-store and fast-casual food strategies and the overlap is considerable. Both sectors target on-the-go shoppers who need to get in and out in a flash. Both aim to broaden their appeal by combining higher-quality food ingredients with sparse, easy-to-understand menus. And as they seek to innovate, both c-stores and fast-casual chains are paying much closer attention to brand-reinforcing graphics, store design and the total customer experience.\r\n\r\nFor its part, the fast-casual sector has honed this formula to near-perfection, with impressive results. According to research firm Technomic Inc., “Fast-casual makes up just 14 percent of the total $223 billion limited-service restaurant segment, but its sales continue to outpace other operators. Fast-casual sales increased 13 percent in 2012, and the largest chains did even better, growing by 16 percent.”\r\n\r\nBut despite all the overlap in the aforementioned Venn diagram, rarely if ever does the c-store sector look outside itself for new and innovative approaches. For years now, a few chains — the likes of RaceTrac, Wawa and QuikTrip, to name a few — have led the pack and spawned quite a bit of imitation, with some of their competitors repeatedly taking “best practice tours” in which they visit these innovators’ new stores in search of creative ideas.\r\n\r\nInnovation is different from imitation, however. Given all the channel blurring in food today — with dollar stores, drugstores, c-stores, quick-service restaurants and other businesses increasingly competing for the same customer — looking outside your own sector is arguably not just a best practice; it is a strategic imperative.\r\n\r\nIf c-stores want to build their brands around stronger food offerings, they would do well to branch out and study what is happening in sectors with which they share some commonalities. Panera and Pret A Manger sell sandwiches, which are precisely what so many of the better c-store retailers are focused on these days.\r\n\r\nWhy have consumers responded so enthusiastically to fast-casual chains? How do these chains approach preparation, distribution, traffic flow, presentation and signage? Like c-stores, today’s fast-casual chains contain a number of self-serve elements, such as fountain-drink stations, coffee services and beverage coolers. Pret A Manger, in particular, is all grab-and-go — a convenience store, minus the smokes and the gas.\r\n\r\nWhat successful elements from this could be adapted for a c-store context? Picture what Panera or Chipotle might actually look like as a hybrid convenience store/fast-casual restaurant. What would have to change? What could stay the same? Operationally, how large would a c-store company have to be before it could launch its own commissary and begin stocking its stores with prepared foods worthy of the best in fast-casual?\r\n\r\nIn all likelihood, asking such questions would not lead to a total remake of the decades-old c-store model. But it could very well spark some creative approaches that yielded real benefits for those brave enough to try.\r\n\r\nNaturally, risk-taking is a part of this. The typical evolution involves launching a test concept and spending a lot of money to work out the kinks. Tests fail, which is perhaps why so many c-store chains tend to favor low-risk, equipment-based solutions to their foodservice offers. But the upside of automated approaches, such as savings on labor and storage space, should be considered along with the potential downside: namely, a perpetuation of the consumer perception that c-store food is greasy, unhealthy and stale.\r\n\r\nStealing pages from Panera Bread or Pret A Manger, by contrast, would entail a high level of commitment, with different skill positions, a bigger investment in people and infrastructure, additional training and more storage space. And yet, you can bet the millions of Americans who regularly patronize fast-casual restaurants spend plenty of time visiting c-stores as well. These consumers have more choices today than ever. They are accustomed to switching from one brand to the next. And their frantic schedules actually favor more one-stop shopping at convenience stores.\r\n\r\nConsider Technomic’s 10 Trends for 2014 report. Published in November, it highlights the breakdown of traditional meal times as a trend to watch. “Consumers are less likely to eat according to a three-square-meals schedule; they nosh, skip meals, eat breakfast for dinner and vice versa,” the researchers explain. “More restaurants are introducing innovative breakfast items…often available all day. And while breakfast- and lunch-only concepts are building a niche, other operators are promoting late-night breakfast menus, often in conjunction with 24-hour drive-thru service.”\r\n\r\nThat sounds an awful lot like a national to-go order for more convenient approaches to food. Will the c-store sector rise to the challenge?\r\n\r\nRead more: <a href=\"http://www.csnews.com/print-topstory-lessons_from_fast_casual-64892.html\" target=\"_blank\">http://www.csnews.com/print-topstory-lessons_from_fast_casual-64892.html</a>', 'Lessons from Fast-Casual', '', 'inherit', 'closed', 'closed', '', '1890-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1890, 'http://cbx.cappendev.com/1890-revision-v1', 0, 'revision', '', 0),
(2950, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'The London International Awards (LIA) has announced the addition of the \'Verbal Identity\' category to its 2015 Design competition.\r\nThe introduction of the category is a reaction from LIA to the \'What About Naming?\' campaign launched by New York-based brand agency CBX.\r\n\r\nWith major industry awards programs continually ignoring the foundational role of naming in the brand-building process, CBX launched the \'What About Naming?\' campaign. CBX quite rightly believes that more should be done to honor the most creative and successful naming and verbal identity projects.\r\nOn April 6th, CBX carried out a full-page advertisement in Advertising Age that targeted the industry\'s award shows. Although it was not directed at LIA, the advertisement thanked the awards for validating a job well done but then pointed out that maybe they\'d forgotten something, and asked the question: \'What About Naming?\'\r\n\r\nSays Barbara Levy, founder of LIA: \"When I read the ad that CBX took in Advertising Age, although the ad wasn\'t directed at us, we realized that LIA needed to take action. As LIA has become one of the most progressive festivals and continuously works with the industry on what they need changed, we decided that we would respond and work with CBX to award this forgotten category. We immediately got in touch with CBX and partnered with them to define the category so that LIA could add it to our 2015 competition.\"\r\n\r\nCBX revealed in a statement that \"LIA acted fast to reach out to us in response to our campaign to promote industry recognition for naming and verbal identity. We were thrilled to learn that our vision will become a reality at LIA\'s 2015 awards festival.\"\r\n\r\nLIA recognize that Verbal Identity is an important part of developing a consumer brand and that there is an obvious gap in the awards festival for a Naming &amp; Branding category. LIA took CBX\'s \'What About Naming?\' campaign as invitation to fill this gap.\r\n\r\nLIA and CBX will continue to work together to ensure that the new Design category is exactly what Naming &amp; Branding agencies require. Rick Barrack, chief creative officer/founding partner of CBX, will judge the category.\r\n\r\nSays Gregg Lipman, CEO/managing partner of CBX on why \'Verbal Identity\' is so important: \"You will never talk about your brand without using the name. Unlike the tagline or logo, it\'s the one touch-point that follows every single interaction with the brand. In written or verbal conversation, the name is always part of the dialogue. Simply put, your brand name follows you wherever you go.\"\r\n\r\nSays Barrack: \"People are often afraid to reward things until they know they are a success. Part of the issue is that language is universal. Most people aren\'t afraid to admit they can\'t design, so outsourcing design is acceptable. Language is different. Everyone speaks, so it seems like anyone could name a brand. But the reality is, naming a brand presents serious trademark, linguistic and strategic challenges that need to be addressed by professionals.\"\r\n\r\nAny company or individual, including clients, that are involved in the long-term verbal assets (naming or re-naming) of the brand are eligible to enter into the \'Verbal Identity\' category.\r\n\r\nThe LIA 2015 Entry System is now accepting entries through August. Judging will take place from 1st October to 10th October. The shortlists will be announced as each judging session concludes, with winners being announced 10th November. For more information on submissions and eligibility please visit http://www.liaawards.com/enter/eligibility/.\r\n\r\nAlso seen in:\r\n\r\n<a href=\"http://www.bizcommunity.com/Article/223/12/128021.html\" target=\"_blank\">Bizcommunity.com</a>\r\n\r\n<a href=\"http://www.bestmediainfo.com/2015/05/lia-introduces-verbal-identity-category-to-design-competition/\" target=\"_blank\">Best Media Info</a>\r\n\r\n<a href=\"http://www.mediapost.com/publications/article/249435/naming-agency-that-begged-cannes-clio-pencil-to.html\" target=\"_blank\">MediaPost</a>\r\n\r\n<a href=\"http://www.campaignbrief.com/2015/05/lia-becomes-first-awards-festi.html\" target=\"_blank\">Campaign Brief</a>', 'LIA becomes first awards festival to introduce \'Verbal Identity\' category to Design competition', '', 'inherit', 'closed', 'closed', '', '2099-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2099, 'http://cbx.cappendev.com/2099-revision-v1', 0, 'revision', '', 0),
(2951, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Brian Collins, chief creative officer and co-founder of Collins, has been named as the Design and Package Design jury president for the 2015 London International Awards (LIA).\r\nThe Design and Package Design Jury will consist of a host of the world\'s finest creative minds, including: Rick Barrack, Tim Greenhalgh, Pum Lefebure, Rebeca Mendez, Christian Mommertz, Joanina Pastoll and Ronnie Wu.\r\n\r\nWithin the Design &amp; Package Design medium will lie the \'Verbal Identity\' category, one of two categories making their debut this year. The introduction of the \'Verbal Identity\' category is a reaction from LIA to the \'What About Naming?\' campaign launched by New York-based brand agency CBX. Also, new to the 2015 Design competition is the \'Product Development\' category.\r\n\r\nSays Collins: \"I\'m beyond happy to join such a distinguished list of judges this year - and across so many established, new and emerging disciplines. I\'m also beyond happy that the thoughtful people at the London International Awards had a few more highballs before it came time to select this year\'s design chair. How nice for me.\"\r\n\r\nCollins is chief creative officer and co-founder of Collins, a company dedicated to designing experiences and communications that shape companies and people for the better.\r\n\r\nHis creative work has been featured in The New York Times, Creativity, Fortune, Graphis, NBC News, ABC News and Fast Company, which named him one of five American Masters of Design. Business Week named his work on the Hershey Chocolate Factory in Times Square as a design \"Wonder of the World.\"\r\n\r\nCollins speaks globally on design and innovation and he was the first graphic designer invited to participate in the World Economic Forum in Davos, Switzerland. He is also a member of the Forum\'s Global Agenda Council and, in 2011, he was selected by the AIGA to represent the United States at Beijing Design Week.\r\n\r\nCollins is vice president of The Art Directors Club and is a director of Virginia Commonwealth University Brandcenter. He has been a professor in the Graduate Program of the School of Visual Arts in New York since 2001.\r\n\r\n<strong>2015 Design &amp; Package Design Jury:</strong>\r\nBrian Collins (Chief Creative Officer &amp; Co-Founder, Collins, New York) - Jury President\r\nRick Barrack (Chief Creative Officer, CBX, New York)\r\nTim Greenhalgh (Chairman &amp; Chief Creative Officer, FITCH, London)\r\nPum Lefebure (Co-Founder &amp; Chief Creative Officer, Design Army, Washington D.C.)\r\nRebeca MÃ©ndez (Artist &amp; Designer, Rebeca MÃ©ndez Studio, Los Angeles)\r\nChristian Mommertz (Chief Creative Officer, Geometry Global, Berlin)\r\nJoanina Pastoll (Executive Creative Director, Lowe Cross Colours, Johannesburg)\r\nRonnie Wu (Group Creative Director, Y&amp;R Beijing, Beijing)\r\n\r\nThe LIA 2015 Entry System is now accepting entries through August. Judging will take place from 1st October to 10th October. The shortlists will be announced as each judging session concludes, with winners being announced 10th November.\r\n\r\nFor more information on submissions and eligibility please click <a href=\"http://www.liaawards.com/enter/eligibility/\" target=\"_blank\">here</a>.\r\n\r\nTo find out more about LIA Awards, visit <a href=\"http://www.liaawards.com/\" target=\"_blank\">http://www.liaawards.com/</a>.\r\n\r\nAlso seen in:\r\n<a href=\"http://sourceecreative.com/news-or-feature-story.php?type=news&amp;ID=10484\" target=\"_blank\">SourceEcreative</a>', 'LIA names Collins co-founder Brian Collins as Design and Package Design jury president', '', 'inherit', 'closed', 'closed', '', '2105-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2105, 'http://cbx.cappendev.com/2105-revision-v1', 0, 'revision', '', 0),
(2952, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'LIA has announced the first stand-alone jury recognizing the importance of verbal branding. The 2016 LIA Verbal Identity Jury will focus on the assets of a brand that relate to naming, phrasing, and communications. It is being introduced as a medium for this year\'s awards, after serving as a category under the Design medium in 2015.\r\nThe inaugural jury president will be Chris West, managing director of the London-based brand consultancy, Verbal Identity Ltd.\r\n\r\nSays West: \"I am honoured to be the president of the Verbal Identity Jury at the 2016 LIA Awards, with a Jury that consists of some of the world\'s most respected creators and users of powerful brand language today. Like Steve Martin said: \'Some people have a way with words, and other people...oh, uh, not have way.\'\"\r\n\r\nWest launched the verbal brand strategy consultancy Verbal Identity in 2013, accumulating a number of high-profile clients from the luxury goods, technology, cosmetics, brewing and automotive industries, including the House of Alexander McQueen, Fred Perry, SABMiller, Hunter and Staples. He started his career in the 90s as a highly-awarded copywriter working at Saatchi, BBH, Leagas Delaney, RKCR and Mother, and claims authorship of two \'Billion Dollar lines\' (\"You never actually own a Patek Philippe. You merely look after it for the next generation,\" and Pringles\' \"Once you pop, you can\'t stop,\").\r\n\r\n2016 Verbal Identity Jury:\r\nRachel Bernard, VP, Director of Verbal Strategy, CBX, New York\r\nSean Doyle, Owner, Panic, London\r\nAmanda Liu, VP &amp; Creative Director, Labbrand Brand Innovations, Shanghai\r\nSteve Martin, Director, Eat Creative, Tokyo\r\nBen Zimmer, Language Columnist, Wall Street Journal, Jersey City\r\n\r\nCategories in this medium include:\r\nCampaign Tagline/Endline - The creation of a single line/phrase, that is consistently applied across all or most of the brand\'s/product\'s communications, and which is designed to sum up the communications so as to become a shorthand for the brand\'s positioning.\r\nNaming - The creation of a new brand or product name that suggests the soul and positioning of a new product or brand in an evocative and memorable way.\r\nTone of Voice - The development of a character-rich and relevant voice for a product or brand in its written and/or spoken communications.\r\nUse of Copywriting\r\n\r\nAll companies and/or individuals involved in the creative process are eligible to enter.\r\nFor more information on submissions and eligibility: Eligibility.\r\n\r\nWork submitted must be broadcast, published or released in a commercial environment with client approval between 1st July 2015 and 31st July 2016.\r\n\r\nOriginally posted by <a href=\"http://www.campaignbriefasia.com/2016/05/lia-reveals-new-verbal-identit.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+campaignbriefasia+%28Campaign+Brief+Asia%29\" target=\"_blank\">Campaign Brief Asia</a>', 'LIA Reveals New Verbal Identity Category', '', 'inherit', 'closed', 'closed', '', '2171-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2171, 'http://cbx.cappendev.com/2171-revision-v1', 0, 'revision', '', 0),
(2953, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Gregg S. Lipman, Managing Partner, CBX and Joe Bona, President of Branded Environments, CBX, spoke about how retail is changing.\nThe fundamentals of retail today are the same as they were 2,000 years ago. It\'s only the way brands go to market and communicate with consumers that have changed.\nIn today\'s \"always on\" market, it\'s more dynamic and every one is communicating at once. We\'ve moved to multi-channel, to hyper-channel to omni-channel. The brand needs to communicate on each channel without losing its essence.Everything is retail because of digital.\nProducts will exist in a cloud that will aggregate data, provide insights, customer service, etc, the internet of things is coming, if not already on its way.\nWhat will drive and motivate consumers to drive to a brick and mortar store in this age?\nCreate 3D experiences that 2D cannot achieve, stimulate all the physical senses.\nPeople still seek experiences. That entertain, inspire &amp; delight. Provide consumers with a \"special treat.\"\nGuest experience: community, product, service, shared values/experiences\n\n<strong>3 Case Studies were examined:</strong>\n\n<span style=\"text-decoration: underline;\">Duane Reade:</span>\n\nReinvented themselves around Pharmacy, beauty needs, and daily living/convenience needs expressly for New Yorkers.\n\n<span style=\"text-decoration: underline;\">Philabundance:</span>\n\nWanted to offer happy, fresh, approachable foods to food desert communities.\n\n<span style=\"text-decoration: underline;\">Terpel/Copec:</span>\n\nWanted to make the motor oil pump experience very different, branding itself as the leader, future of fuel.\n\nExperience, design, and physical rich experience is what will lead vibrant retail in the future.\n\n&nbsp;\n\n<a href=\"http://www.thenextbigdesign.com/2013/04/live-from-fuse-2013-brand-xperience.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed:+NextBigDesign+%28Next+Big+Design%29\" target=\"_blank\">http://www.thenextbigdesign.com/2013/04/live-from-fuse-2013-brand-xperience.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed:+NextBigDesign+%28Next+Big+Design%29</a>', 'Live from FUSE: Changing the Face of Retail', '', 'inherit', 'closed', 'closed', '', '1808-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1808, 'http://cbx.cappendev.com/1808-revision-v1', 0, 'revision', '', 0),
(2954, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>Project:</strong> Duty-free shops, Muhammed V International Airport, Casablanca<strong>Design:</strong> CBX\r\n<strong>Completion:</strong> Spring 2104 (phase 1), Summer 2014 (phase 2)\r\n<strong>Size:</strong> 9,967 sf\r\n<strong>Retailer:</strong> IDFS\r\n\r\nInspired by Moroccan architecture most recognized by its royal arches,these duty-free shops give shoppers one last look at Morocco as they leave the country. Luxury purchases of perfume, wines, chocolates, and other international items become souvenirs of their stay in an exotic and storied locale.\r\n\r\nSeparate shopping areas (all owned by IDFS, Morocco’s oldest duty-free retailer) give the feel of shops in a bazaar, while architectural touches such as stylized courtyards and arches recreate the feel of traditional Moroccan homes or “riads.” Rendered in a modern style accessible to the most international taste, the stores feature a color pallet based on the local landscape: desert colors for the floors, rich ivory and sea blue for the accents.\r\n\r\nLED lighting shows off the products to best advantage while large, warm pendant lights bring the scale down to human size and further recall local architecture. Overhead signs identify departments while internally illuminated display towers highlight logos of designer brands.\r\n\r\nThe first two stages of the fast-track project were completed in May and June. The third, a handbag shop, will be finished later this year.\r\n\r\nRead the full article <a href=\"http://insights.retailenvironments.org/portfolio/idfs/\" target=\"_blank\">here</a>.', 'Local inspiration', '', 'inherit', 'closed', 'closed', '', '2025-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2025, 'http://cbx.cappendev.com/2025-revision-v1', 0, 'revision', '', 0),
(2955, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'By Joseph Bona\r\nChalk it up to the law of unintended consequences. Forward-thinking limited-service chains have spent the past few years searching for ways to ramp up the customer experience — up to and including encouraging people from all walks of life to use their stores as hangouts and even Wi-Fi-enabled \"third place\"-style offices. But now the likes of Starbucks and McDonald\'s face a chorus of criticism from camps with opposite agendas.\r\n\r\nOn one side are those who are outraged by the decision these chains have made to oust certain loiterers. A Jan. 27 article in The New York Times (\"The Food May Be Fast, but These Customers Won\'t Be Rushed\") called attention to the trend. It cited PR nightmares such as the Starbucks store that kicked out a group of deaf people who were not ordering enough coffee, and the McDonald\'s restaurant that ushered out a group of older Koreans, sparking a worldwide boycott in the bargain.\r\n\r\nDon Mitchell, a professor at Syracuse University, was among those none too pleased. He told the newspaper: \"Taking up space is a way to claim a right to be, a right to be visible, to say, \'We\'re part of the city too.\' \"\r\n\r\nBut the online comments triggered by the article were full of exactly the opposite sentiment.\r\n\r\n\"Too often I\'ve had to walk out of a Starbucks without buying a coffee and pastry because all tables and chairs are taken by people just reading books or laptops,\" noted one reader. Another said his local McDonald\'s was inhabited by scary-looking drug addicts: \"Nothing makes a customer like me take his food and leave like a scary, skinny, dirty guy staring angrily at me while I am eating because I am in \'their\' side of the restaurant.\"\r\n\r\nKick loiterers out, and you get slammed. Ditto if you let them stay. So how can restaurants create an inviting customer experience without playing socio-economic favorites and incurring the wrath of the politically correct on one side, and their better customers on the other?\r\n\r\nThere are no easy answers here. Today\'s chains face a massive threat from Amazon and other ecommerce retailers, which is why brick-and-mortar retail CEOs constantly talk about \"place-making\" and \"destination retail.\" Walk into the Nordstrom store at Bellevue Square in Seattle and you\'ll find a full-fledged cocktail bar. Even some c-store chains now strive to create café-style atmospheres.\r\n\r\nBut chains cannot have their cafés and tell people to \"beat it,\" too. Once you start offering free Wi-Fi and putting in soft-seating lounges, you have to stand by your commitment to customers. Setting blanket time limits on how long people can stay is a formula for driving your customers to your rivals.\r\n\r\nBut limited-service chains do have every reason to protect their customers from behaviors that cross the lines of societal acceptability. If someone is drunk, loud, malodorous or abusive, that person can and should be shown the door. The trick is to train employees and managers, not only in how to recognize this behavior, but also in how to deal with it safely, sensitively, fairly and legally. The handbook should be explicit: People can stay here as long as they want, so long as their behaviors are consistent with societal norms and the law.\r\n\r\nThis is not about how much time or money people spend. It\'s about making people feel valued and welcome — a legitimate basis for long-term customer loyalty if ever there was one.\r\n\r\nRead more: <a href=\"http://www.fastcasual.com/article/229399/Loitering-Critics-on-both-sides-of-the-fence-slam-limited-service-chains\" target=\"_blank\">www.fastcasual.com/article/229399/Loitering-Critics-on-both-sides-of-the-fence-slam-limited-service-chain</a>s', 'Loitering: Critics on both sides of the fence slam limited-service chains', '', 'inherit', 'closed', 'closed', '', '1949-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1949, 'http://cbx.cappendev.com/1949-revision-v1', 0, 'revision', '', 0),
(2956, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Alibaba is once again in the hot seat facing allegations of supporting the sale of counterfeit goods on its sites. The issue has been a thorn in its side this year and is one of the reasons the stock has not been performing well. It\'s now facing a lawsuit from the owner of some of the world\'s top brands. CCTV America\'s Karina Huber filed this report from New York.\r\n<a href=\"http://bit.ly/1KiE8J0\" target=\"_blank\">Watch Maryann Stump, VP Strategy Director, comment on the affects of counterfeiting on brand.</a>', 'Luxury brands sue Alibaba for selling alleged fake goods', '', 'inherit', 'closed', 'closed', '', '2103-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2103, 'http://cbx.cappendev.com/2103-revision-v1', 0, 'revision', '', 0),
(2957, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>As it seeks to tweak its image, Lyft announced its hire of Jesse McMillin, a former Virgin America employee.</strong>\r\nRide-hailing service Lyft is bringing in top talent with its recent hire of Jesse McMillin, the former creative director at Virgin American who had helped to transform that company’s image.\r\n\r\nLyft announced the hire in a blog post on July 29, giving McMillin a platform to introduce himself and his mission for the company. “It’s not every day that all of the ingredients for an amazing brand perfectly align and create a space where the potential and opportunity is entirely limitless,” he wrote. “To be a part of shaping the path for where such an exciting brand will go is not only a special opportunity, it’s the chance of a lifetime.”\r\n\r\nDuring his tenure at Virgin America, McMillin was responsible for projects including a new <a href=\"https://www.youtube.com/watch?v=DtyfiPIHsI\" target=\"_blank\">in-flight safety video</a> that drew praise for its entertainment value. In fact, the video went viral, and was viewed nearly 10 million times on YouTube.\r\n\r\nAs he attempts to make his mark on Lyft, especially as it tries to grow amid legal problems and a <a href=\"http://fortune.com/2014/07/25/after-a-two-week-delay-lyft-finally-launches-in-new-york/\" target=\"_blank\">rocky start to service in New York City,</a> McMillin has bold plans. In an interview with <a href=\"http://www.wired.com/2014/08/lyft-taps-virgin-americas-design-honcho-to-tranform-its-goofy-image/\" target=\"_blank\">Wired </a>on Tuesday, McMillin called Lyft an “underdog,” and that the company’s signature pink, fluffy mustache attached to the front of its driver’s cars may evolve in the future. “There are different ways you might execute the power of an icon. We’ll be thinking about the next life of the mustache,” he told Wired.\r\n\r\nGregg Lipman, a managing partner at the branding firm CBX, called Lyft’s hire a strong one. “Virgin is a pretty good training ground to choose from,” he told Fortune in an email.\r\n\r\nLipman praised the company’s current image as “quirky, unique and ownable.” He added that the decision to hire McMillin may be a solid choice, especially if Lyft hopes to reach a wider range of customers. “The question will be, as competition with Uber increases, and they both deal with regulation and the inevitable backlash, will this cute, perky persona be adaptable to a broader ubiquitous audience – and will it need to?” he said.\r\n\r\nAnd like with McMillin, the mustache became a focal point for Lipman when discussing Lyft’s look going forward. “I can’t see them losing the mustache in the near future. Maybe a dye job would do, but not a shave,” he added.\r\n\r\nBut, interestingly, the company has seemingly already begun distancing itself from the pink appendage. In its newly minted New York City service, for instance, cars are without the signature mustaches attached to the grilles. Instead, a small, pink one will hang on the windshield, according to <a href=\"http://www.bloomberg.com/news/2014-07-25/lyft-says-it-will-begin-new-york-city-service-tonight.html\" target=\"_blank\">Bloomberg</a>. Maybe it’s a signal of what’s to come.\r\n\r\nRead more: <a href=\"http://fortune.com/2014/08/06/lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone/\" target=\"_blank\">http://fortune.com/2014/08/06/lyfts-new-creative-director-trim-the-pink-mustache-or-leave-it-alone/</a>', 'Lyft\'s new creative director: Trim the pink mustache or leave it alone?', '', 'inherit', 'closed', 'closed', '', '1983-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1983, 'http://cbx.cappendev.com/1983-revision-v1', 0, 'revision', '', 0),
(2958, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p>Schweppes wanted to freshen up its image yet draw on the traditions of the sparkling beverage brand, which was founded in 1783.\r\n\"Redesigning a brand with 230 years of heritage was no easy task,\" says Tony Jacobs, senior vice president of marketing with Dr Pepper Snapple Group, which markets Schweppes ginger ale and other sparkling drinks in the U.S. and Canada. \"Get it wrong, and you\'ve alienated millions of consumers.\"\r\n\r\nThe company brought in brand agency CBX, which spent six months on a design that tackled the desired look and feel of the packaging, which is currently rolling out to store shelves.\r\n\r\nThe angle of the resulting brand logo and banner were tilted counterclockwise (1) for \"a little more energy and movement, while allowing the brand to appear larger and more impactful,\" says Satoru Wakeshima, senior vice president and general manager of CBX. Now, when viewed from the front, the brand mark looks larger—even though it isn\'t.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/11/PJ-BK761_FIXDEC_DV_201211071845192.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/11/PJ-BK761_FIXDEC_DV_201211071845192.jpg\" alt=\"\" title=\"PJ-BK761_FIXDEC_DV_20121107184519\" width=\"262\" height=\"262\" class=\"alignleft size-full wp-image-5374\" /></a>\r\n\r\nThe brand mark, which Schweppes also refers to as the ribbon(2), now has a \"clear beginning and end.\" Before, the ribbon \"curled on the edges,\" says Mr. Wakeshima. Now its shape is more sharp, signaling strength and a contemporary spirit, he says.\r\n\r\nCBX replaced the detailed gray border on the ribbon with a slim silver border (3) for a cleaner look that Mr. Wakeshima says makes the brand name appear more assertive.\r\n\r\nThe red fountain seal was slightly enlarged and was given depth to make it more three-dimensional. The illustrated fountain and dolphins (4) were enhanced. \"The slight adjustment of the details of those elements all serve to make the seal more legible,\" he says.\r\n\r\nAlso, founder Johann Schweppe\'s signature (5) was given more prominence. \"You could barely see it before,\" says Mr. Wakeshima. The designers brought it \"to the forefront, proudly endorsing the brand\'s quality and heritage.\"\r\n\r\nThe bubbles on the packaging (6) are now \"more lyrical,\" says Mr. Wakeshima. They are shown moving from bottom to top and going across, in contrast to the past bubbles that moved straight, from bottom to top.\r\n\r\nConsequently, Mr. Wakeshima says, the bubbles\' movement looks \"a little more random, more realistic in terms of how you would experience effervescence.\"\r\n\r\n<a href=\"http://online.wsj.com/article/SB10001424127887324439804578104901147734158.html\" target=\"_blank\">http://online.wsj.com/article/SB10001424127887324439804578104901147734158.html</a>', 'Marketing Decoder: Schweppes Bottles', '', 'inherit', 'closed', 'closed', '', '1778-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1778, 'http://cbx.cappendev.com/1778-revision-v1', 0, 'revision', '', 0),
(2959, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', 'Smart retailers are using design and technology to attract and influence the newest generation of buyers.\r\nRetail store presentation is radically evolving. The traditional planning of store designs to appeal to the now-retiring Baby Boomers has given way to the influx of new buyers: Millennials. These customers, who have become the dominant force in retail, see, think, behave and buy differently than previous generations. Accordingly, owners and managers have to plan their stores, merchandise displays and, most importantly, interact with customers in new ways if they expect to grow their business.\r\n\r\nWhile marketing to Millennials includes technology outreach such as cell phones and social media, experiential marketing inside stores is also important. While providing shoppers with an environment that is sophisticated, attractive and friendly, presentation and attention to detail are critical.\r\n\r\n<strong>Millennial Impact</strong>\r\n\r\nMillennials have become a dominant buying force. A 2014 study by Accenture described them as \"a trillion-dollar demographic\" that has transformed shopping. Accenture\'s study put the number of Millennials in the United States at 80 million and estimated their annual domestic spending at $600 billion. \"If retailers want to give Millennials the seamless experience they have come to expect, they must radically change the way they operate,\" the study warned. Agencies helping stores transition from traditional marketing agree. \"You need to connect on some level because there has to be engagement,\" says Christina Papale, vice president of strategy for CBX, a New York-based brand agency.\r\n\r\nNot surprisingly, this demographic group stays on top of prices and promotions, usually through cell phones and/or social media. Respondents to the survey said that real-time product availability impacts their choice of where they will spend. Other business analysts believe a non-traditional store environment is necessary to entice Millennials.\r\n\r\nRetailers from the big boxes to smaller convenience outlets are catching on. Sheetz Inc., a chain of gas station/convenience stores, initiated computerized sandwich orders inside its facilities well before the practice became widespread.\r\n\r\nThe Millennial impact is evident as newly conceived designs make their way into the marketplace. Convenience is particularly important to Millennials who are coming to buy a specific product they\'ve researched via cell phone. Sometimes, that product is food. Perhaps that explains the rationale behind Target\'s debut of its first Target Express store near the University of Minnesota. The location is only 20,000 square feet and is stocked with food (we are talking about college students), electronics and includes a pharmacy and beauty department. The store contains touchscreens for buyers to access special discounts. Walmart has opened its first Express store in Arkansas. These are more signs of growing change in retail outreach.\r\n\r\nConvenience stores are beginning to rethink their layouts because of these trends, according to Michael Lawshe, president and chief executive officer of Paragon Solutions in Fort Worth, Texas. His firm has suggested moving refrigeration and food service to the middle of convenience stories. \"Food service should be the biggest growing thing in the store,\" Lawshe says.\r\n\r\n<strong>Millennial Expectations</strong>\r\nWhat is it that they want? Don\'t discount the \"cool factor.\" The Accenture study and others like it confirm that the store can be just as important as the products. Consider the now ever-present \"beer cave. \"When first introduced, it was a welcome alternative: to routinely stocked shelves because it had become a destination. Lawshe thinks the concept should expand. \"Millennials don\'t want the cave to be just a dark corner because they want an experience,\" he said.\r\n\r\nMany Millennials are green-oriented. They are likely to take note of energy inefficiency and talk about it on social media. Energy-efficient LED lighting is not subtle for these very aware people; it\'s a requirement. Surveys show that Millennials pay close attention to business\' envirorunental footprints. Execution of sensory and conceptual stimulation must occur within a technological framework that resonates with buyers.\r\n\r\nHere is where many retailers are lagging. For them, change is a very slow process, and that can be costly. The longer it takes to change, the more likely these consumers and their purchasing power will go elsewhere. \"You have to know your audience and understand what is important in their lives,\" Papale says. One way to expedite the process is to partner with design vendors during the planning process. Vendor expertise can provide a number of cost-efficient choices when they are most needed - before installation and not after when changes tend to be more costly.\r\n\r\n<strong>New alternatives and choice</strong>\r\nEvolving technology that appeals to Millennials - and those significantly older - has changed everything from cases to lighting. There is, for example, the intelligent sealed-glass door with an embedded, translucent LCD panel. Within this new casing design is a media player with wireless connectivity, capable of delivering content to the door, allowing consumers easy product information access. Another alternative is LED lighting. LEDs aren\'t new, but marketers have found that varying lighting colors ranks high in the Millennials\' sensory attraction. Retailers are also advised to remember the point about destinations. It worked for beer caves and can have the same impact for other products.\r\n\r\nAnother new design revelation is the ability to change merchandise at different times of the day. Specially designed shelving for a minimal staff enables the retailer to change and re-set the product mix as needed based upon the popularity of certain products at various hours.\r\n\r\nTechnology is inherent with Millennials, so it makes sense for retailers to take advantage of sophisticated high-tech tools that will appeal to their lifestyles. Those tools should be part and parcel of the design of retail operations. Energy-efficient cases, lighting and specialized destinations eliminate clutter and influence consumer behavior during a visit, especially at the point of sale.\r\n\r\nThe latest wave of technological options resonates with a buying public that wants the cool factor and more. At a time when it is so difficult to get messages across to people because of the plethora of communication and message outlets, designs that attract and relate through technology send a clear signal that the retailer understands its Millennial customers. This is a strategy that can help ensure the growth of a loyal customer base. products.\r\n\r\nRead the full article in Retail-Merchandiser, September/October 2014 issue', 'Marketing to Millennials', '', 'inherit', 'closed', 'closed', '', '2017-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2017, 'http://cbx.cappendev.com/2017-revision-v1', 0, 'revision', '', 0);
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(2960, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<strong>Build brand awareness, enhance brand credentials, drive incremental usage among loyalists, and attract new users by stretching your brand into new and different areas.</strong>\r\nMarketers have always used line extensions to build business and grow consumer loyalty. Oreo is a classic example. You start with Oreo sandwich cookies and then extend in subtle ways. You add more filling (“Double Stuf”) and make the cookies bigger or smaller. Then you vary the base product a bit further by, say, covering the cookies with chocolate or changing their flavors and filling. This classic approach to line extensions worked decades ago and still works today.\r\n\r\nBut today there are reasons for brands to stretch further—to go beyond the simple and obvious. Today’s buzz-hungry, relevancy-oriented, social media-rich marketplace is fertile ground for brands to connect with consumers by innovating even more. By leveraging existing brand equities and stretching them into new and different areas, companies can build brand awareness, enhance brand credentials, drive incremental usage among loyalists, and even attract new users to the fold. Successful “stretching” leverages key packaging equities as a bridge to maintain a strong connection between the existing brand and the new innovation.\r\n\r\n<strong>Brand stretches that make sense\r\n</strong>A prime example of a brand stretch is Ben &amp; Jerry’s Salted Caramel Brownie Brown Ale, a collaboration with New Belgium Brewing Co. that will be available this fall. Here, the packaging for the brown ale clearly leverages the brand’s visual assets: the puffy white clouds against a light blue sky and the quirky cow with its bright-yellow scarf, snow goggles, and ski hat. But this packaging isn’t designed only for those of us who have stood before grocery-store coolers salivating at all the different Ben &amp; Jerry’s flavors; it also aims to appeal to craft beer fans who have done much the same looking at diverse selections of ales, stouts, and the like. In addition to the Ben &amp; Jerry’s equities, the packaging includes New Belgium’s logo and signature red bicycle.\r\n\r\nI doubt this is a first step in a move by Ben &amp; Jerry’s to become a dominant player in the world of craft beer. Nor is New Belgium likely to sell ice cream-inspired beer anytime soon. Instead, this is a quirky, fun, and buzz-generating collaboration that will put smiles on the faces of all involved. This brand stretch reinforces the good feelings already associated with both brands. If it makes money, that’s a happy bonus.\r\n\r\nAnother example is Patagonia Provisions by outdoor clothier Patagonia. The company’s world-traveling founder, Yvon Chouinard, cares deeply about food and began offering Patagonia-branded food items in 2013 with the introduction of lightly smoked, wild-caught salmon. More recently, the company began selling organic fruit-and-almond bars. Here, the effort clearly involved a careful survey of existing approaches to packaging in the healthy bar category. Patagonia’s fruit bars are visually spare, with about as much white space as you would expect to see on a trek through the Himalayas. This sends a message to consumers that the bars are about whole foods, not additives. The Patagonia logo is tastefully minimized but helps tie these products back to the original brand. The overall approach is utilitarian, making the bars feel like something you would pick up along with freeze-dried dinners and fuel for your camp stove, in preparation for a long backpacking trip. Are hardcore adventurers really the sole target audience for the bars? No, but who doesn’t want to feel like a hardcore adventurer at one time or another? Regardless of whether Patagonia Provisions becomes a big moneymaker, this stretch clearly helps bolster the overall Patagonia brand. In this case, the fit between the original product brand and the new offshoot is as snug as a pair of ski pants.\r\n\r\nWhen Condé Nast’s Self fitness and beauty magazine launched Self Healthy Kitchen frozen meals last year, the stretch made sense to anyone familiar with the magazine’s persistent attempts to play a more meaningful role in readers’ lives. Created in partnership with chef Calvin Harris, the line is reportedly headed for shelves at nearly 3,000 stores. Magazines and food might seem like ... well, apples and oranges, but the brand affinities here are strong and could help drive brand loyalty.\r\n\r\nAs with the Ben &amp; Jerry’s/New Belgium and Patagonia products, packaging was used to give this stretch added credibility. Viewed side-by-side with the latest issue of Self, the packaging for these frozen meals clearly resembles the cover of a monthly issue of the magazine. However, the “star” is not an artfully edited image of, say, Cameron Russell or Jillian Michaels. Instead, it is a scrumptious-looking picture of the entrée inside.\r\n\r\n<strong>Bad publicity better than no publicity?\r\n</strong>\r\n<p style=\"color: #1a1a1a;\">But can brands stretch too far? This is subjective territory. Unsuccessful attempts can leave your target consumers scratching their heads. An idea that seems a bit off to one person might appeal to another.</p>\r\n<p style=\"color: #1a1a1a;\">Back in 2012 when Heineken partnered with a retailer and fashion designer to offer a leather saddle shoe, I wondered whether beer nuts would have been a more logical choice. And to me, the idea of Zippo Fragrances is completely off brand. When I heard of this extension, I couldn’t help but imagine the dizzying odor of butane. Since 1933, Zippo has sold more than 500 million lighters across the globe. According to the company, “98 out of every 100 people surveyed have knowledge of the Zippo name and lighter without being coached in any manner.” Is this level of global brand recognition impressive? Absolutely. But I must admit that, for me, Zippo Fragrances seems a bit too much. In this case, though, the stretch is really more about novelty packaging than brand fit. The fragrance bottles look exactly like Zippo lighters.</p>\r\n<p style=\"color: #1a1a1a;\">To be sure, we will continue to see conventional approaches to line extensions in the classic mold—how many more granola bars and yogurt flavors and sizes can we come up with? In today’s always-on marketplace, companies need to try even harder to find new and novel ways to make their brands resonate with consumers. “Stretchy” brand expansions are a way to do precisely that, allowing brands to be present in additional apertures and in more categories. Charting unfamiliar territory can be risky, but it can also be a great way to grow your business and bolster customer loyalty. Before you embark on such a project, however, key considerations should include:</p>\r\n<strong>1. Brand fit:</strong> Can the signature attributes, benefits, or image associations of your brand credibly migrate to other offerings? What is it about your brand beyond straightforward product characteristics that can be leveraged in a new way?\r\n\r\n<strong>2. Potential benefits:</strong> Will the stretch generate more buzz or awareness for your brand, regardless of whether sales go through the roof? If so, the idea might well be worth pursuing. Even if the stretch isn’t particularly tweet-worthy, will it appeal to a different set of consumers in ways that could drive incremental sales growth over time?\r\n\r\n<strong>3. Strike a balance:</strong> If the idea is truly novel or offbeat, make sure it will put a smile on the face of consumers rather than cause them to scratch their heads in confusion. Is it something that you personally would want to chat about at the water cooler (in a positive way)? If so, that’s a promising sign.\r\n\r\nOriginally published in <a href=\"http://www.packworld.com/package-design/strategy/master-art-and-science-brand-stretch\" target=\"_blank\">Packaging World</a>.', 'Master the Art and Science of the Brand Stretch', '', 'inherit', 'closed', 'closed', '', '2129-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 2129, 'http://cbx.cappendev.com/2129-revision-v1', 0, 'revision', '', 0),
(2961, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p><strong>THE PRODUCT</strong>A fast, easy breakfast that’s delicious every time—who wouldn’t enjoy that? This is exactly what Mom Brands wants to bring to breakfast tables across the U.S. with innovative packaging of its Better Oats Instant Oatmeal packaging.\r\nThe package uses traditional materials—a paperboard carton that houses plastic-lined paper packets—but cleverly decorates the pouches to awaken a new level of functionality. Each pouch includes a fill line that transforms the tall, slender packet into a measuring device.\r\nThe measuring packet helps deliver a more consistent product experience because consumers don’t have to guess at the amount of water needed just because a traditional measuring cup isn’t available.\r\nThe tall, slender structure of the packets and their carton also enables more boxes and thus more varieties of Better Oats to fit in the same retail space. Mom Brands reports that retailers were so excited about being able to stock more variety in less space that Better Oats reached 80 percent all commodity volume distribution the first year after launch.\r\n\r\nBut what do package designers think?\r\n\r\n<strong>THE VERDICT</strong>\r\nMom Brands has done a great job of re-imagining what oatmeal could look like. Often, we as designers and brand managers take for granted category assumptions like oatmeal always being in a square pouch and in a horizontal pack.\r\nWhy not change it up and go vertical?\r\nFresh thinking, while maybe not sexy, can resonate with consumers and where they store their food, e.g., the pantry or cupboard. Retailers probably love fitting more packs on shelf! I love the extra thought behind creating a stadium die cut to remind consumers how many pouches are left as well. So often consumers look at a closed box and think that it’s full—this is a constant reminder: Go buy more of me!\r\nSean Huls, brand-design manager, ConAgra Foods\r\n\r\nThe outer carton speaks to healthy, while the inner pouch conveys sustainability and convenience. For a brand preaching innovation, the inner pouch contains no logo or brand identifier that enables the brand to take credit.\r\nRick Barrack, chief creative officer, CBX\r\n\r\nOne of the interesting design features of this product is its inner pouch functioning as a measuring cup. This feature, coupled with the pouches’ clean, easy to read and use graphics, is smart design!\r\nBusha Husak, creative director,\r\nThe Design Company\r\n\r\nBeing an oatmeal lover, the interior measuring packets are a very smart solution. However, the secondary packaging is a disconnect from the primary package. The primary is a ubiquitous replication of big-brand cereal cues, while the interior is a good stab at simplicity using materials with a natural look. It’s a shame the interior aesthetic wasn’t translated across the brand.  PD\r\nJohn Nunziato, founder and creative director, Little Big Brands\r\n\r\n<a href=\"http://www.packagedesignmag.com/content/measured-results-innovative-pouches-make-breakfast-delicious\" target=\"_blank\">http://www.packagedesignmag.com/content/measured-results-innovative-pouches-make-breakfast-delicious\r\n</a>', 'Measured Results: Innovative Pouches Make Breakfast Delicious', '', 'inherit', 'closed', 'closed', '', '1664-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1664, 'http://cbx.cappendev.com/1664-revision-v1', 0, 'revision', '', 0),
(2962, 1, '2018-09-27 17:58:44', '2018-09-27 17:58:44', '<p>MONTERREY, Mexico -- North America\'s largest convenience store operator is setting its sights on expanding its foodservice offerings. To that end, Cadena Comercial OXXO has hired strategic branding and retail design consultant CBX to help meet that goal.\r\nOXXO, which is headquartered here, currently operates 8,426 c-stores across Mexico and Latin America. It is wholly owned by FEMSA, a beverage company best known as brewers of Sol, Carta Blanca, Tecate and Indio beer. The stores\' foodservice menu currently features hot goods, sodas and bakery items.\r\n\r\nIn addition to working together to expand the menu, OXXO and CBX will be putting their heads together on various operational matters related to the food program. \"Mexico\'s middle class continues to grow and OXXO wants to position itself for future growth and profit,\" said Ralph Sloan, senior partner, retail at CBX.\r\n\r\nIts foodservice program is not the only thing OXXO is expanding; it is also growing its footprint. The convenience store chain is on track to field more than 12,000 stores by 2014. In 2010 alone, OXXO opened the doors on approximately 1,080 new stores -- averaging 2.9 new stores a day.\r\n\r\n<a href=\"http://www.foodservice.csnews.com/top-story-mexico_s_largest_c_store_chain_looks_to_improve_foodservice_offer-864.html\" target=\"_blank\">http://www.foodservice.csnews.com/top-story-mexico_s_largest_c_store_chain_looks_to_improve_foodservice_offer-864.html\r\n</a>', 'Mexico\'s Largest C-Store Chain Looks to Improve Foodservice Offer', '', 'inherit', 'closed', 'closed', '', '1760-revision-v1', '', '', '2018-09-27 17:58:44', '2018-09-27 17:58:44', '', 1760, 'http://cbx.cappendev.com/1760-revision-v1', 0, 'revision', '', 0),
(2963, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>CBX to Handle New Identity Program for Virginia Chain\'s Stores and Fuel Centers</strong>\r\nCBX, the brand agency and retail design consultancy based here, has been retained by Miller Oil, the family-owned operator of more than 50 fuel centers/convenience stores in Virginia, to update graphic identity for its retail network.\r\n\r\n\"The Miller name has enjoyed great recognition in the markets it serves ever since Gus Miller opened his first Miller Mart in the 1980s,\" said veteran c-store designer Joseph Bona, CBX president of branded environments. The Norfolk-based chain\'s stores can be found from Virginia Beach to Manassas, Va., but its community presence can be felt through the Miller Oil Foundation, which benefits children\'s charities, domestic violence shelters, assisted living centers, the arts, and more.\r\n\r\nIn the intervening years since the first Miller Mart -- now called Miller\'s Neighborhood Market -- opened, national chains have entered the market, Bona explained. \"The national competition has stiffened over the years,\" he noted, \"and the family understands the need for its identity to speak with one voice.\"\r\n\r\nCBX teams will update the existing script Miller logo and identity standards for use on fuel pumps, pylons and canopies. Inside, the new Miller identity will be used for wayfinding, point of sale and food and beverage service signage. The chain\'s on-the-go beverage offerings include Miller\'s Choice coffee and tea, along with Miller\'s Chiller fountain sodas. The stores also offer snacks, fresh fruits, pantry basics and toiletries.\r\n\r\n\"As Chairman of NACS, I learned the value of studying not just the competition in the US, but being aware of international trends as well,\" said Jeff Miller, President of Miller Oil Company. \"Joe Bona and CBX bring a global perspective to convenience retailing that I believe will help us thrive in the highly competitive marketplace here in southeastern Virginia.\"\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.dailypress.com/business/tidewater/dp-miller-oil-hires-cbx-to-update-its-branding-strategy-at-virginia-stores-20150122-story.html\" target=\"_blank\">Daily Press</a>\r\n<a href=\"http://www.pennenergy.com/marketwired-oilgas/2015/01/21/miller-oil-selects-cbx-to-update-graphic-identity.htm\" target=\"_blank\">Penn Energy</a>\r\n<a href=\"http://www.csnews.com/industry-news-and-trends/corporate-store-operations/miller-oil-update-its-brand-identity?cc=3\" target=\"_blank\">CSNews</a>\r\n<a href=\"http://www.cspnet.com/industry-news-analysis/marketing-strategies/articles/miller-oil-selects-cbx-refresh-graphic-identity\" target=\"_blank\">CSPnet</a>\r\n<a href=\"http://www.nacsonline.com/News/Member_News/Documents/CBXPR012115.pdf\" target=\"_blank\">NACS</a>\r\n<a href=\"http://insights.retailenvironments.org/2015/01/28/cbx-update-graphic-identity-oil-company/\" target=\"_blank\">Retail Environments</a>\r\n<a href=\"http://insidebiz.com/news/data-business-community-bulletin-board-feb-16-2015\" target=\"_blank\">Inside Biz</a>\r\n\r\n&nbsp;\r\n\r\n&nbsp;', 'Miller Oil Selects CBX to Update Graphic Identity', '', 'inherit', 'closed', 'closed', '', '2063-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2063, 'http://cbx.cappendev.com/2063-revision-v1', 0, 'revision', '', 0),
(2964, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'A recent study by market intelligence agency Mintel reveals that 69% of U.S. adults shop online monthly, trading in the brick-and-mortar retailers for the more convenient e-tailers. And a great percentage of these sales are being done on mobile.\r\nThat’s why it’s important for designers and marketers to leverage the ever-growing mobile market to optimize their brand messaging, strengthen relationships with consumers, and grow sales.\r\n\r\n<strong>Brands in Action</strong>\r\n\r\nAccording to Google Analytics, people are using mobile for three critical moments in the shopping journey: to get ideas and inspiration, to learn more about a product and comparison shop, and finally, to purchase. It’s not enough to just cut and paste a picture of your package and post it online, and not every piece of information about the product needs to be put on the pack.\r\n\r\n“Marketers need to think about designing an experience for the needs of each distinct moment of consumer engagement,” says Dustin Longstreth, branding strategist with CBX. “A mobile presence provides brands the opportunity to go deeper into ideas and inspiration on how the product can be used. It’s also a great platform to provide additional product info, for example ingredient sourcing, craftsmanship stories, consumer reviews, and rankings relative to competitive brands.”\r\n\r\nCraig Besnoy, senior director, digital business at global technology consulting firm Mindtree notes new age consumers use mobile devices to make buying decisions, ask questions and pay bills and to win the attention of these consumers, CPG companies need to deliver consistent brand experiences across mobile channels.\r\n\r\n“Mindtree has partnered with five of the top 10 global CPG enterprises to reshape their IT strategies, which has resulted in mobile site development, mobile app development, analytics, testing, maintenance, regional localization, content updates and master data management,” he says. “By focusing on the technology tools available, designers and marketers can leverage the mobile market to optimize their brand message.”\r\n\r\nHopsy is a San Francisco-based craft beer curation and delivery service that uses NFC OpenSense tags on their signature “growlettes” so when customers tap their phones to the label, they instantly access videos and other content with information about that specific beer, where it’s from, how it was made and more.\r\n\r\nThe Tim Horton brand has a QR code on the sleeves of its coffee so when a consumer scans it with his or her mobile device, it links consumers to news feeds and information. Dr. Shankar says this is ideal for reaching a consumer in the morning.\r\n\r\n“It’s all about thinking differently,” he says. “In the past, CPG brands used to shout to consumers through mass media advertising. Now, they need to engage consumers one-on-one through relevant messaging, packaging, and keep the brand as relevant to their daily life.”\r\n\r\nDiageo recently partnered with Thin Film Electronics to create the Johnnie Walker Blue Label smart bottle, which leverages NFC (Near Field Communication) technology, a solution different from QR codes.\r\n\r\n“Unlike a QR code that needs to be scanned using an app, NFC is already embedded into most smartphones,” Besnoy says. “Simply tapping a mobile device can activate NFC content. Consumer engagement is enhanced since this will allow the brand to send consumers personalized communication that can contain any type of marketing content.”\r\n\r\n<strong>Specs for Mobile\r\n</strong>\r\nMobile has increased consumer engagement in the buying experience by providing on-the-spot information in a way that is enticing, informative and easily accessible. Consumers can make choices without the assistance of sales staff, so packaging must be increasingly informative and educational in ways that are easily read at small sizes.\r\n\r\nDesign considerations include simplicity of imagery, effective typographic hierarchy, bright colors and text that is visible, visual and written for visual scanning instead of reading. Catchy pictures, fonts and colors are all key packaging traits for attracting those using mobile. Also, designers should test the effectiveness of the packaging for viewing in both portrait and landscape modes, in small sizes, and in different lighting environments.\r\n\r\n“When designing for any mobile device in a responsive design strategy, it is essential to consider the constantly changing compositional issues,” Frear says. “Typeface selection and application is critical to readability on digital devices. Logos must be simplified to be communicative and recognizable at small sizes. Color balance and contrast is also of great importance to viewing packaging information on a small screen.”\r\n\r\nDesigners and marketers must always consider these size and format limitations when creating new packaging that will inevitably be viewed on a digital device.\r\n\r\nLongstreth says CPG brands need to think of it more like a creating a series of interactions and experiences designed to serve as the consumers’ personal help desk or shopping assistant.\r\n\r\n“The pack may grab their attention, but the mobile experience is there to prime the pump and, in many cases, close the deal,” he says. “In designing for mobile, think of opportunities to expand the conversations you are having and the experiences you are able to deliver, rather than simply repeating the same message and posting the same design. This starts with establishing a deep understanding of the customer journey.”\r\n\r\nRemember, the intention of mobile marketing is to help and include the consumer in telling a brand’s story, so any communication where the consumer feels like he or she is participating will be welcome and successful.\r\n\r\nRead the full article in <a href=\"http://www.packagedesignmag.com/content/mobile-matters\" target=\"_blank\">Package Design Magazine</a>\r\nPhotos courtesy of Keith Loria', 'Mobile Matters', '', 'inherit', 'closed', 'closed', '', '2234-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2234, 'http://cbx.cappendev.com/2234-revision-v1', 0, 'revision', '', 0),
(2965, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>CBX to Design a New Scalable Store Prototype to Cross Cultures and Trading Borders</strong>\r\nCBX, the brand agency and retail design consultancy based here, has been retained by MOL, the Budapest, Hungary-headquartered oil and gas corporation, operating over 1,700 service stations in 12 central and southeastern European countries, to consult on a number of design and strategic initiatives.\r\n\r\nOver the years, MOL Group\'s store count has grown through acquisition. As a result, the company consists of a group of branded networks doing business under a number of nameplates. While the company has already developed a design solution to unify its forecourt, pumps and canopy design, CBX was charged with creating a flexible store prototype for MOL\'s expansive network of service stations. \"We will be working to create a design that respects and reflects the cultures, languages and geographies of MOL Group\'s diverse trading area,\" said veteran c-store designer Joseph Bona, CBX president of branded environments.\r\n\r\nBeyond design and identity, CBX teams will assist MOL in developing criteria for scalability, helping the company determine what size store and product mix are best suited to the demographics of a particular market or locale. In connection with that, the firm will work with MOL to develop an overall c-store offer. This will include food-to-go fare as well as traditional c-store offerings.\r\n\r\n\"This challenging assignment reflects the global nature of today\'s changing c-store industry,\" Bona noted. \"It\'s an exciting take on the future of this market segment. In the end, the store and the offer will reflect the global changes shaping this ever-evolving industry, but still be tailored to meet the needs of local customers.\"\r\n\r\n\"Based on the solid track record of the CBX brand agency, we believe that they are a great partner for us to create best-in-class service stations, delivering excellent and relevant customer offers,\" said Lars Höglund, SVP of MOL Group Retail.\r\n\r\nAs seen in:\r\n<a href=\"http://insights.retailenvironments.org/2015/01/30/cbx-help-oil-corporation-redesign/\" target=\"_blank\">A.R.E Retail Environments</a>\r\n\r\n&nbsp;', 'MOL Group Selects CBX for New C-Store Design', '', 'inherit', 'closed', 'closed', '', '2064-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2064, 'http://cbx.cappendev.com/2064-revision-v1', 0, 'revision', '', 0),
(2966, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>Urban Outfitters is putting bars in stores.</strong>\r\nHow can brick-and-mortar stores respond to stiff competition from online retailers? The answer, it seems, is to mix customers a stiff drink.\r\n\r\nRetailers around the country are trying to draw in customers by installing bars in their stores, USA Today reported. Urban Outfitters, for instance, has three locations (in Brooklyn, Los Angeles and Austin, Tex.) that feature several bars. The chain encourages customers to browse its offerings with a drink in hand. The Brooklyn Urban Outfitters, for instance, includes two bars, one on the roof and another on the third floor in the men’s department, as well as an Israeli barbecue restaurant.\r\n\r\nUrban Outfitters isn’t the only retailer trying to lure in customers for happy hour. A Target store in Chicago with a Starbucks serves the coffee chain’s “evenings” menu with wine and beer. And Barnes &amp; Noble will open a handful of stores in the fall that feature sit-down restaurants with table service, which will serve “shareable food and wine and beer,” according to Jaime Carey, president of development and restaurant group for the chain.\r\n\r\nRetailers are employing a trick used by shopping malls and department stores, where the food court offered a chance for tired, hungry customers to take a break from shopping. “Having more reasons to draw (customers) to the store is really the game,” James Sundstad, vice president of branded environments at strategy, branding and retail design firm CBX, told USA Today.\r\n\r\nIndeed, retail stores sorely need to draw in more customers. Amazon is estimated to sell more apparel than all U.S. retailers with the exception of Wal-Mart, and it’s expected to make up about 20% of the retail market by 2020.\r\n\r\nAs a result, brick-and-mortar retailers, particularly mall anchors, have been feeling the pinch. For instance, Macy’s reported its worst quarterly sales since the recession this year, J.C. Penney cut payroll and froze overtime for its employees in April, and teen-apparel chain Aéropostale filed for bankruptcy in May. Some analysts predict that about a third of American malls will close their doors in the coming years.\r\n\r\nWhile serving cocktails and food is undeniably a smart way to bring customers in the door, it’s unclear if the move is affecting sales. Target declined to comment to USA Today on how the new Starbucks concept is impacting sales and traffic in the Chicago store. Barnes &amp; Noble hopes that the addition of wine and beer in its stores will increase the proportion of food and beverage sales, now at 10%, of the overall sales of the store.\r\n\r\nBarnes &amp; Noble’s development president says he expects food and beverage to make up more of the store’s sales than they do now — at less than 10% — but ultimately drive traffic through the rest of the store, too.\r\n\r\nOriginally published by <a href=\"http://time.com/money/4423639/urban-outfitters-bars-in-stores/\" target=\"_blank\">Time</a>\r\nPhoto courtesy of USA Today', 'More Retailers Are Serving Booze to Boost Business', '', 'inherit', 'closed', 'closed', '', '2226-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2226, 'http://cbx.cappendev.com/2226-revision-v1', 0, 'revision', '', 0),
(2967, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'TBD', 'NACS Insight International Convenience Retail Awards Announced', '', 'inherit', 'closed', 'closed', '', '1978-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1978, 'http://cbx.cappendev.com/1978-revision-v1', 0, 'revision', '', 0),
(2968, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'New York-based brand and retail design consultancy CBX has added Nan Richardson to its team as the engagement director of branded environments. Based in Newport Beach, Calif., she will seek out new relationships and development opportunities across numerous industries.\r\nRichardson holds more than 20 years of experience in the field, previously serving as the West Coast director of business development for Core States Group. She has also held senior marketing and business development positions at prominent firms such as Perkins+Will, IA Interior Architects, and H. Hendy Associates. A graduate of the American Institute of Interior Design, Lucerne, Switzerland, Richardson is a member of the International Council of Shopping Centers, the Urban Land Institute, and the Boutique &amp; Lifestyle Lodging Association.\r\n\r\nOriginally published in <a href=\"http://www.designretailonline.com/news/people/Nan-Richardson-Joins-CBX-27155.shtml\" target=\"_blank\">design:retail</a>', 'Nan Richardson Joins CBX', '', 'inherit', 'closed', 'closed', '', '2277-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2277, 'http://cbx.cappendev.com/2277-revision-v1', 0, 'revision', '', 0),
(2969, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>How Independent Toy Stores Can Outwit, Outplay, and Outlast Their Big-Box Rivals</strong>\r\nBy Joe Bona\r\n\r\nMore than 600 independent toy stores threw a party on November 9 to celebrate Neighborhood Toy Store Day. This publicity event triggered some heartwarming media coverage and was surely lots of fun for all involved. However, when you survey the retail landscape with which today’s independent toy retailers are forced to contend, you might wonder whether or not celebration is in order.\r\n\r\nEven mass retailers such as Target, Walmart, and Toys “R” Us are nervous about the dawning of an era in which Mom and Dad can get all their Christmas shopping done in an hour or two simply by visiting amazon.com. In this $22 billion industry, how could an independent toy store hope to compete? The answer might just lie in the massive proportions of the toy business itself.\r\n\r\nAmerican consumers are rapidly becoming overwhelmed by the confusing array of choices in the marketplace. They live hectic, over scheduled lives, which makes the gridlocked drive to a cavernous big box store an unsavory option for many parents. The glut of homogenized, commoditized retail products has triggered a bit of backlash among some consumers. More people are now demanding authenticity and uniqueness from the shopping environments they visit and the products they buy. This is the potential sweet spot for independent toy stores—the market position in which small, local operators can enjoy a distinct advantage.\r\n\r\nThe trick is to actually narrow your focus rather than broaden it— to become the source in your community for a particular category of merchandise, and to build a brand for your store based on top-notch customer service, sincere community involvement, and impressive knowledge of the category itself. Selling the same products as Walmart and Target is not an option anymore; instead, you should specialize in one or two specific product categories.\r\n\r\nImagine a store focused exclusively on nifty, harder-to-find toys related to science, mathematics, DIY construction, and IQ-building puzzles and games. With a demeanor akin to that of Bill Nye the Science Guy, the owner holds special events in the store and at local schools. If Target has three telescopes, the Science Guy has 12. Need a space poster for you nephew but can’t find one at Walmart? You know where to go.\r\n\r\nThe store is loaded with cool and unique stuff, so much so that kids enjoy hanging out there. Pleased by the uplifting atmosphere, parents also like that the store is local. This might sound antiquated, but it is right in line with retail trends.\r\n\r\nNot so long ago, you could walk into a cellphone store and all the products were tightly sealed in the kind of packaging that requires a sharp knife to get open. These days, more retailers are talking about “high touch,” the notion that people should be able to play with the products. Our science store could have all kinds of toys and games out for the kids. Would Target and Walmart do the same? Not likely. The typical employee at a big-box store also lacks the motivation to build personal relationships with regulars, and they know little about individual product categories, such as science toys.\r\n\r\nWhen you are passionate about your products and your community, it is obvious to customers who walk in the door. With Amazon chatting up the media about delivery via intense-looking drones, such human qualities might be far more valuable than any of us know.\r\n\r\n<em>The Toy Book, February 2014</em>', 'Narrow Your Focus, Expand Your Reach', '', 'inherit', 'closed', 'closed', '', '1960-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1960, 'http://cbx.cappendev.com/1960-revision-v1', 0, 'revision', '', 0),
(2970, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Senior executives at Golub Corp. have said the Price Chopper name no longer reflects the chain\'s broad range of products and services. Instead, it conveys the image of a no-frills or deep-discount supermarket, especially in areas beyond the Albany region where the brand is not as well-known.\r\nTwo national retail branding consultants who had no role in Price Chopper\'s decision to change its name to \'Market 32 by Price Chopper\' both question the reference to \'32,\' but one was more critical than the other about the supermarket chain\'s new title.\r\n\r\n\"The name they chose boggles my mind,\" said Laura Ries, co-owner of Ries &amp; Ries in Georgia, a consulting firm whose recent clients include Ford, Doritos and Samsung. \"They have not completely dropped \'Price Chopper.\' They\'ve made it longer and more confusing. They\'ve added terms that people aren\'t going to really completely understand.\"\r\n\r\nShe added: \"It\'s easier to remember Price Chopper than it is Market 32. I think they\'re going in the wrong direction. In fact, it\'s a weaker name. Price Chopper is a stronger name, it\'s just not the position they want to own.\"\r\n\r\nRies has never been to a Price Chopper, nor had she heard of the brand prior to being contacted by the Albany Business Review. She said the Market 32 name doesn\'t communicate a specific identity or what the chain provides to customers.\r\n\r\n\"In the supermarket business, you\'ve got Whole Foods at the high end, Walmart at the low end, and everyone else fighting in that mushy middle. You have to really think hard, and, we say, narrow the focus to build a brand and then pick a name that\'s unique and memorable.\"\r\n\r\nAnother retail consultant, Joseph Bona, said the \'32\' -- which references 1932, the year the company was founded by brothers Ben and Bill Golub -- \"seems a little esoteric.\"\r\n\r\n\"Do people even know or care that\'s when the brothers started the company?\" said Bona, regional division president at CBX, a New York City firm that has done work for Dr. Scholl\'s, Snapple, Wrangler and others.\r\n\r\nBona, however, wasn\'t dismissive of the new name, saying the consultants who worked with the supermarket chain on the rebranding \"did their homework and based it on some foundational knowledge of the existing base.\"\r\n\r\nMona Golub, spokeswoman of The Golub Corp. in Schenectady, New York, owner of Price Chopper, issued this statement when asked to respond to criticisms from branding consultants:\r\n\r\n\"How can a consultant from outside of the area, who hasn\'t visited our stores, doesn\'t know our current brand architecture, essence, voice, and personality, and didn\'t receive information about the extensive modernization plan that prompted the name change, possibly render an opinion about it?\"\r\n\r\nSenior executives at Golub Corp. have said the Price Chopper name no longer reflects the chain\'s broad range of products and services. Instead, it conveys the image of a no-frills or deep-discount supermarket, especially in areas beyond the Albany region where the brand is not as well-known.\r\n\r\nThe new name is part of a $300 million-plus strategy that will include renovations and upgrade s to half of the 135 stores over the next five years. The remaining stores will also be converted, a process that could take eight to nine years, officials have said.\r\n\r\nThere have been plenty of opinions voiced about the rebranding since it was announced earlier this week, something that company officials fully expected after more than 40 years of using the Price Chopper name. Jerry Golub, president and CEO, is hosting a live Facebook chat today to answer questions and further explain the changes.\r\n\r\nMona Golub declined a request to speak directly with the consultants who worked on the rebranding. The firm, Watt, has offices in Toronto and China and has done brand development for large supermarket chains Safeway and A&amp;P and many other companies including Home Depot and Hallmark.\r\n\r\nGolub officials have said they worked for about two years on the rebranding, a process that included extensive customer research and consideration of numerous names before settling on Market 32 by Price Chopper. The \'by Price Chopper\' will be dropped after officials believe customers have become accustomed to the new name.\r\n\r\n\"The 100,000-plus customers whose insight guided our process are thrilled that we\'re investing in improving their stores and creating a more modern shopping experience,\" Mona Golub said. \"And many more have expressed their enthusiasm since we made the announcement. We\'re gratified by the passion our customers feel about our current brand and confident that when they see the transformation and experience Market 32, the name will define itself.\"\r\n\r\nRead the full article <a href=\"http://www.bizjournals.com/albany/morning_call/2014/11/national-branding-experts-question-price-choppers.html\" target=\"_blank\">here</a>.', 'National branding experts question Price Chopper\'s new name', '', 'inherit', 'closed', 'closed', '', '2034-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2034, 'http://cbx.cappendev.com/2034-revision-v1', 0, 'revision', '', 0),
(2971, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>Firm Wins Six Awards for Packaging, Environmental Graphics, Displays and Logos in Graphic Design USA\'s American Graphic Design Awards 2014</strong>\r\nCBX, the brand agency and retail design consultancy, was a big winner in the American Graphic Design Awards 2014, a 50-year-old national design competition conducted by the editors of Graphic Design USA.\r\n\r\nThe firm won a total of six awards in the contest for environmental graphics, packaging and other touch points created on behalf of a wide range of clients.\r\n\r\nIn the category of P-O-P, sign design, displays and environmental graphics, CBX won awards for the \'Super J\' P-O-P display it developed for ASICS footwear and for the environmental graphics it created for RadioShack\'s new Sundance, Texas store. The environmental graphics were part of the striking prototype designs CBX developed for the chain\'s new and remodeled stores.\r\n\r\nThe editors also recognized CBX for its packaging designs for Scotts Miracle-Gro\'s new Nature\'s Care product line as well as for the new line of LIQS pre-made cocktail shots.\r\n\r\nFinally, in the logo design category, CBX earned recognition for its work on behalf of Gamco Investors, a diversified global financial services company, and ReefGen, which sells premium ornamentals for aquariums.\r\n\r\nViewable online at gdusa.com, the Getty Images-sponsored contest honors outstanding new work of all kinds, including print, packaging, point-of-purchase, Internet, interactive and motion graphics. Entrants include advertising agencies, graphic design firms, publishing departments and others from across the country.\r\n\r\n\"As a firm of dedicated creatives who live and breathe our profession, we\'re extremely proud to receive this recognition,\" said Rick Barrack, Chief Creative Officer and co-founder of CBX.\r\n\r\nSee more <a href=\"http://gdusa.com/contests/agda14/winners/winner.php?i=5667\" target=\"_blank\">here</a>.\r\n\r\nAs seen in:\r\n<a href=\"http://www.brandpackaging.com/articles/print/84914-cbx-wins-six-american-graphic-design-awards\" target=\"_blank\">BrandPackaging</a>\r\n<a href=\"http://www.topix.com/arts/graphic-design/2015/01/cbx-wins-six-american-graphic-design-awards\" target=\"_blank\">Topix</a>\r\n<a href=\"http://vmsd.com/content/national-design-contest-honors-cbx-creativity-innovation\" target=\"_blank\">VMSD</a>', 'National Design Contest Honors CBX for Creativity, Innovation', '', 'inherit', 'closed', 'closed', '', '2048-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2048, 'http://cbx.cappendev.com/2048-revision-v1', 0, 'revision', '', 0);
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(2972, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>Rick is the Chief Creative Officer and a founding partner of strategic branding agency CBX</strong>.\r\nWith twenty years of expertise in consumer and retail branding, Rick is responsible for inspiring, directing and motivating creative teams to develop powerful design solutions.\r\n\r\n<strong>How did you get into the branding industry?</strong>\r\n\r\nI got into the branding industry rather by accident. I always knew I wanted to do something artistic, but I didn’t always know what. Back when I was really young, I won a scholarship by submitting a drawing of Woody Woodpecker to a kids’ magazine. After that, my mother encouraged me to do all kinds of creative things. I started off going to the regular public high school, but I was not a very good student. My mother had the foresight to know that a traditional liberal arts high school was not optimal, so I transferred to the Youth Performing Arts High School in Louisville, KY. Next thing I knew, I was enrolled at Carnegie Mellon as a theater major. By my sophomore year, I realized that if I stayed in set design, I’d be broke for life. So, I transferred my major to communication arts and the rest, as they say, is history.\r\n\r\n<strong>Tell us about CBX. What inspired the idea and what is your vision for the company?</strong>\r\n\r\nCBX is an agency that specializes in creative marketing services including branding, retail design, packaging and promotional programming. We currently have a staff of around 160 employees.  CBX was founded in 2003 and some of our clients include: Dr Pepper Snapple Group, General Mills, Kimberly-Clark, Scotts Miracle-Gro, A&amp;P, Pathmark, Saks Fifth Avenue, Lord &amp; Taylor, Shinsegae, Walgreens and Wawa.  In addition to our New York City Headquarters, we have offices in Minneapolis and San Francisco.\r\n\r\nI was inspired to start CBX because I didn’t want to do time sheets anymore! I’m kidding (kind of). The truth is that I wanted to take control of my own destiny and do the work that I felt passionate about. My co-founder and I wanted to start working with our clients in whatever way we felt appropriate without constraints so that we could create success for our clients – NOT success for a public holding company.\r\n\r\n<strong>Life Motto?</strong>\r\n\r\nI have a few:\r\n\r\n“You’ve gotta have a passion in life.”\r\n\r\n“Luck is when preparation meets opportunity”\r\n\r\n“ Outwork everybody else.”\r\n\r\n<strong>CBX\'s Motto?</strong>\r\n\r\nWe believe that nurturing a culture of creative minds, dirty hands, straight talk and good manners inspires us to find more creative, innovative and purposeful ways to connect with people.\r\n\r\n<strong>Your greatest success as founder/CCO of CBX? Most difficult moment-how did you overcome and what did you learn?</strong>\r\n\r\nWhen we first started CBX, we were two guys coming from humble beginnings with a wing and a prayer. We were hoping some of our past relationships would start up our business, and that our skills and our talent would be validated.  So, I don’t know if I’ve had one greatest moment of success, but I do remember the day everything changed.  In the early days of CBX, we were invited to participate in a pitch for a celebrity chef’s private brand. It was a significant piece of business at the time, we were a seriously small agency – I’m talking half a dozen people – and we really had no credentials in the category at that point. As we prepared for the pitch, we found out that we were up against some of THE global leaders in the industry. Just being named in the same sentence as those guys was a huge success in our eyes. So on the way to the pitch, I said to my co-founder, “remember – just being asked to the party means we are on our way.” That was the moment we knew that we were on our way to bigger and better things.\r\n\r\nAs far as a difficult moment goes… Flash forward 11 years from the day we pitched the celebrity chef and we’re now a multi-disciplined agency with 160 people, 3 offices, and have worked with some of the best clients in the marketplace. Times have changed a lot since that first big pitch. I’ve had to come to terms with the fact that I can’t do everything. I’ve had to realize that I need to empower, support and grow the talent that we hire, which was a hard reality for me. I started off so entrepreneurial – I was literally doing all of the creative development. But as we’ve grown with time, I’ve built a team full of immensely talented people who complement each other, and I’ve had to adjust my behavior to set them free and let them do what they do best.\r\n\r\n<strong>Your advice to an aspiring entrepreneur?</strong>\r\n\r\nMy biggest piece of advice is to have perspective. In your endeavors, commit to what you’re passionate about, but be realistic. Open yourself up to learning (if you think you know everything, you’re not going to learn anything) and be prepared to course correct along the way. Understand your strengths and your weaknesses, and spend time learning how to leverage your strengths and improve your weaknesses.\r\n\r\n<strong>How do you motivate your employees?</strong>\r\n\r\nWith snacks.\r\n\r\n<strong>One food and drink left on earth, what would you choose?</strong>\r\n\r\nStewart’s Cream Soda and bucket of Joe’s Stone Crabs.\r\n\r\n<strong>What literature is on your bed stand?</strong>\r\n\r\nPorsche – Origin of the Species with a foreword by Jerry Seinfeld.\r\n\r\n<strong>Role model - business and personal?</strong>\r\n\r\nWhen I was in college, my father attended a trade show where Rick Pitino (at the time head coach of the New York Knicks) was the keynote speaker. The trade show gave attendees cassette tapes of Rick’s speech, which my father passed on to me. That was the first time I was introduced to Rick Pitino as a leader. I listened to the tapes right away, and I’ve had them ever since. I don’t have a machine to play them on anymore, but that talk has guided me through my career.\r\n\r\nI like his approach to coaching and life. He believes that ego is a potential killer. He’s passionate, and he’s committed to what he does and what he believes in. The other thing Pitino does phenomenally well is that he manages and leads situationally. There are no cookie-cutter solutions. He analyzes the moment and I think that’s very important in business and in life.\r\n\r\n<strong>Current passion?</strong>\r\n\r\nI’m passionate about vintage automobiles. The interest stems from my childhood and has been a passion for my entire life. If I weren’t in the business of branding, I’d probably be working with cars in some way.  There’s a creative design element to cars, as well as a very personal childhood association for me.\r\n\r\n<strong>Most interesting headline you\'ve read this week?</strong>\r\n\r\n<a href=\"http://www.nytimes.com/2014/12/21/nyregion/MTA-targets-manspreading-on-new-york-city-subways.html\" target=\"_blank\">Manspreading</a>. What is manspreading anyway?\r\n\r\n&nbsp;\r\n\r\nThe full article is available <a href=\"http://thenativesociety.com/tnspeak/2015/1/16/rick-barrack-chief-creative-officer-founding-partner-of-cbx.html\" target=\"_blank\">here</a>.', 'Native AdVice with Rick Barrack', '', 'inherit', 'closed', 'closed', '', '2061-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2061, 'http://cbx.cappendev.com/2061-revision-v1', 0, 'revision', '', 0),
(2973, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/11/Allison-K-final-retouch-_intranet.jpg\"><img class=\"alignnone size-full wp-image-10366\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/11/Allison-K-final-retouch-_intranet.jpg\" alt=\"allison-k-final-retouch-_intranet\" width=\"220\" height=\"220\" /></a>\r\n<strong>New York City-based CBX is consumer branding firm providing a range of strategic and creative services. As executive creative director, Allison Koller is responsible for providing inspiration, vision, and strategic guidance for the CBX design team. She has led creative and innovation initiatives for such clients as Kimberly-Clark, General Mills, Burt’s Bees, and The Art of Shaving.</strong>\r\n\r\nMost recently, Koller led her team to a Platinum Pentaward for packaging work on behalf of U by Kotex (Kimberly-Clarke). And it’s marketing to women that inspires Koller. In a June TEDx talk in Scotch Plains, N.J., Koller described herself as a swimmer, illustrator, daughter, tennis player, and wife who pays keen attention to the content and subtext of brand messages aimed at women.\r\n\r\n<strong>You said brands need to move beyond the “sea of clichéd visual codes” if they want to connect with real women. Can you give examples of the “tired tropes,” as you call them?</strong>\r\n\r\nI think the most clichéd codes present women as perfect—no flaws allowed. By presenting women without imperfections, we’ve set up an unrealistic standard where women can’t get real. There’s no sweat or blemishes, no aging, and perfectly run households. There are no individuals with real thoughts or feelings represented.\r\n\r\nAmong the most common cliched codes I’ve found is “magic.” The word is used with products that promise to make you flawless, or forget any challenges women may face. Another one is the “Ingénue.” She’s an innocent—usually blonde—woman that never ages. The “Goddess” is either perfectly sculpted from a sweat-free work out or wearing a sparkling gown. We’ve all seen “Modern Miracle Mom” with her house in order, dinner on the table, perfect birthday parties, and blogging all about it. Unfortunately, we still find references to the “Exotic,” a still-all-too-common representation of women of color mysterious, sultry, or fiery.\r\n\r\nTired tropes include the sea of eyes, belly buttons, breasts, and beautiful booties. Messages and images with the power to break through that sea are unexpected. They make you look twice. They shift the cultural conversation.\r\n\r\n<strong>What brands have been successful in shifting the cultural conversation?</strong>\r\n\r\nFortunately, some brands understand the need to keep it real. I think U by Kotex started a new type of dialogue. Kotex wanted to transcend the clichéd codes of feminine hygiene: Girls back-flipping on the beach while having their period, levitating tampons twirling in front of a sea of flowers. They recognized the need for a new conversation with young women that broke through the “pretty-princess, flowery noise” of the category. We launched with something undeniably code-and cliché-breaking—the black box with a touch of fun in the brightly colored wrappers. No flowers, no high-tech performance claims.\r\n\r\nElsewhere in the category, we’re seeing it in the “Like a Girl” campaign from Always (Procter &amp; Gamble) that addresses the plummeting self-esteem girls experience around the same time that they get their period. Think has upped the ante with its “period proof’ underwear. Both Kotex and Thinx have taken a rebellious stance. They’re pointing out shortcomings and double standards of the category and culture. That’s allowing them to open up a more honest and real conversation about women’s health, and, in particular, having a period. You just have to ask yourself, if our culture can accept open dialogue about erectile dysfunction, why not periods?\r\n\r\n<strong>Are there others worthy of note?</strong>\r\n\r\nOutside of the feminine category, the health and fitness space has made a shift to embrace real women. Under Armour has stepped up community building through social media. Its “What’s Beautiful” campaign cast amateur female athletes as strong warriors that supported one another. They also expanded the definition of athlete to include ballet dancer Misty Copeland and with supermodel Gisele Bundchen fighting off harsh online criticism in the “I Will What I Want” campaign. It was an inspirational way for them to reach women.\r\n\r\nIn cosmetics, a true pioneer is Dove with its “Real Beauty” campaign. Dove’s tireless commitment to the platform, expanding upon it year after year to make a more inclusive definition of beauty, has inspired so many other brands. You can also see it in American Eagle’s Aerie brand. They made a commitment to not retouch their models’ [photographs] and to use young women who fall outside the super-slim standard. Campaigns like this start to shift the culturally accepted definition of “beautiful woman” from perfect to real.\r\n\r\n<strong>So how do you measure success when connecting with “real” women and not some idealized version? Does social media play a role? What about the physical retail environment or online commerce?</strong>\r\n\r\nI think response in social media is definitely a barometer of success. The “#LikeAGirl” video [has] received more than 62 million views worldwide since 2014 and it’s actually having a positive effect on boys as well. The campaign also netted Procter &amp; Gamble a double-digit increase in product sales. Under Armour paired its “What’s Beautiful” with pop-up workout events around the country, so they were able t directly connect with their customer. When women are active engaging and sharing pieces of their experience, a real connection is made.\r\n\r\nBut a great retail experience isn’t specific to women. Creating an open environment with places to connect to community or have an experience that can’t happen online will ultimately make the difference. Lululemon’s retail model is a prime example. The store doubles as a yoga studio.\r\n\r\nWhile not traditional retail, SoulCycle is another fitness brand that has created a tribe of women that are T-shirt wearing, yellow nail-painting brand evangelists. Toms Shoes is not specific to women, but it’s unquestionably real in its commitments to social responsibility. Toms’ “One for One” program permeates all communications. It’s an underpinning to the retail environment where people can hang out with free Wi-Fi, drink some Toms coffee, attend a yoga class and, of course, browse for shoes and sunglasses. The brand’s core consistency allows it to expand in many directions and make real connections with both men and women.\r\n\r\n<strong>What advice do you have for brand marketers hoping to create campaigns that resonate with real women? You mentioned, for example, notions of “perfection” giving way to imperfection. Can you share a few thoughts?</strong>\r\n\r\nI would urge any brand to take a risk and change the conversation. Show women a more inclusive and inspirational—not just aspirational—picture of the world.\r\n\r\nRather than representing the “Ingénue,” embrace aging in all its beautiful forms. Women can work hard to get results as warriors, not only goddesses. “Magic” is taking a back seat to hard work. The “Modern Miracle Mom” has shifted to homemaking with everyday dads and gender role reversals. Instead of exoticism, we have true diversity.\r\n\r\nExpand the definition of family—look at the recent Tylenol and Honey Maid campaigns—by flipping gender roles and depicting same-sex partnerships. If that sounds too scary, it really shouldn’t, because we’re talking about real life. It comes down to finding the message that’s true to a brand. Next is defining how it can authentically connect with women in a space beyond the cliché, and then living up to that message every singe day.\r\n\r\nOriginally published in Stores Magazine\r\n\r\n&nbsp;', 'Navigating the Sea of Marketing Clichés', '', 'inherit', 'closed', 'closed', '', '2282-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2282, 'http://cbx.cappendev.com/2282-revision-v1', 0, 'revision', '', 0),
(2974, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Limited access to healthy, affordable food choices, is an oft-cited reason for poor food habits among the nation\'s less fortunate. In order to address this issue, hunger relief organization Philabundance has teamed up with retail design consultancy CBX to create a prototype for a not-for-profit grocery store.</br>Slated to open this summer in Chester, Pa., Fair &amp; Square will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester -- one of the 35 “food deserts” in the Delaware Valley according to the USDA -- the access to \"good food right around the corner\" that has not been available since the town\'s last full-scale grocer closed in 2001.</br>\r\nPhilabundance recently purchased a former grocery building in the town of Chester and gave CBX the assignment to create a colors and materials palette as well as signage and graphics for the 13,000-sq.-ft. store. The firm will also design perimeter departments and the store\'s center core.</br>\r\nAll creative work will be based on collaboration between CBX and Philadelphia-based LevLane Advertising, which designed the Fare &amp; Square logo with Philabundance.\r\n\"We\'ll be drawing heavily on both the Fare &amp; Square brand direction as envisioned by LevLane and the existing supermarket footprint of the Chester space,\" said Joseph Bona, president of CBX branded environments. The design will incorporate functional merchandise fixtures, flooring, lighting and signage.</br>\r\nUnder its not-for-profit grocery store model, Fare &amp; Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way.</br>\r\n“Ultimately, we\'re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection,” Bona said.\r\n\r\n<a href=\"http://www.retailingtoday.com/article/new-grocery-concept-offers-relief-pa-food-desert\" target=\"_blank\">http://www.retailingtoday.com/article/new-grocery-concept-offers-relief-pa-food-desert</a>', 'New grocery concept offers relief to PA', '', 'inherit', 'closed', 'closed', '', '1803-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1803, 'http://cbx.cappendev.com/1803-revision-v1', 0, 'revision', '', 0),
(2975, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Terpel is a major Colombian oil and gas company, the largest fuel distributor in the country. This week, it unveiled a new corporate identity, developed by independent brand agency CBX. It will be launched with a gradual update of its stations network. It should be associated with values such as proximity, dynamism, modernism, service, technology, familiarity, uniqueness, solidity and reliability.\r\nThe previous logo was introduced in 2006 as an update of the sun logo used up until then. This is allegedly the fourth logo makeover in the company\'s history.\r\n\r\n<a href=\"http://brandingsource.blogspot.com/2012/12/new-logo-terpel.html\" target=\"_blank\">http://brandingsource.blogspot.com/2012/12/new-logo-terpel.html</a>', 'New logo: Terpel', '', 'inherit', 'closed', 'closed', '', '1788-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1788, 'http://cbx.cappendev.com/1788-revision-v1', 0, 'revision', '', 0),
(2976, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<p>HONOLULU, Hawaii (8/10/2011) — Aloha Petroleum, Ltd., the Hawaii-based gas retailer and convenience store operator, has unveiled the first \'ground-up\' version of a new prototype design for its convenience store-fuel sites that highlights the chain\'s local roots.\r\nDesigned by CBX, the strategic branding and retail design consultancy, 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. Aloha\'s former c-store and fuel islands on the site were demolished to make way for the new structures. The new facility represents the full scope of CBX\'s design assignment for Aloha, which included the store\'s interior design, exterior architectural design, logo, fuel islands and canopy.\r\n\r\nCustomers to the new location will find references to Hawaiian-style architecture – CBX\'s nod to Aloha Petroleum’s roots as the only local fuel marketer and c-store operator on Oahu, Hawaii Island and Maui. From the building\'s exterior, which 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 the 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 of the new design elements is the restyled Aloha logo found repeated on the façade signage, gas canopy and pumps. The updated logo features a stylized \"A\" floating in a field of watery blue accented with green. Various shades of blue emerge from the refreshed logo to reflect the calm and serenity of the ocean; the green suggests the lushness of the tropics. The natural wood tones of the exterior and interior fixtures reinforce the local flavor and heritage of island life. \"The overall color palette is cool, refreshing and reflective of the relaxed lifestyle found in the Hawaiian Islands,\" said Bona.\r\n\r\nInside the store, customers will find the stylized Aloha \"A\" repeated on green wallpaper that calls attention to food- service areas. They\'ll also find an abundance of natural light coming from the glass wall entrance, supplemented by a series of bowl-shaped galvanized metal pendant lights which contribute to the historic design aesthetic.\r\n\r\nBuilt with an eye toward easy navigation, the cleanly styled store offers generous aisles, while providing optimal food and beverage display. A refrigerated island case, positioned immediately off the entrance, displays a wide variety of fresh-delivered sandwiches, beverages, and other chilled offerings. A well-positioned pay point with room for multiple cashiers 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 Kahala store, Aloha has just opened a new fueling station and 2,000-square-foot convenience store in Kahului, Maui, its first Aloha branded store on that island, and 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 roll out 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\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/hawaii.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/hawaii.jpg\" alt=\"\" title=\"hawaii\" width=\"620\" height=\"284\" class=\"alignnone size-full wp-image-675\" /></a>\r\n\r\n<strong>About Aloha Petroleum, Ltd.</strong>\r\nAloha Petroleum, Ltd. is an independently owned and locally operated fuel marketer/distributor and convenience store operator, with a history that dates back to the early 1900s. Aloha is the largest retail gasoline marketer in the state of Hawaii and one of Hawaii\'s Top 20 companies, according to Hawaii Business Magazine. Currently, Aloha Petroleum serves Hawaii with more than 100 Aloha, Shell, and Mahalo branded retail fuel locations and 35 Aloha Island Mart convenience stores on the islands of Oahu, Maui, Kona and Kauai.\r\n', 'New Prototype For Aloha Petroleum Convenience Store-fuel Sites Opens on Oahu', '', 'inherit', 'closed', 'closed', '', '1593-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1593, 'http://cbx.cappendev.com/1593-revision-v1', 0, 'revision', '', 0),
(2977, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'With a design reminiscent of what consumers would find in a for-profit supermarket, Fare & Square debuted in this metro-Philadelphia area food desert last week.  The nation’s first nonprofit grocery store of its kind is housed in a former grocery building purchased by hunger relief organization Philabundance  and offers nutritious food with a focus on fresh produce, fresh meats, deli, dairy, seafood, frozen foods and a full range of food staples at everyday low prices. \nThe new 16,000-square-foot store represents Chester’s first grocery store in more than a decade.  Fare & Square gives residents of Chester — one of the 35 food deserts in the Delaware Valley according to the USDA — easy access to a full range of fresh and national and private brand foods that have not been available since its last full-scale grocer closed in 2001. Philabundance hopes to replicate this model in other communities in the Delaware Valley region. \n\nWhen planning the prototype, the organization asked New York City-based CBX, the brand agency and retail design consultancy, to create an environment that would “reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” explained Joseph Bona, CBX president of branded environments.  In the works for nearly a year, the resulting store features fixtures, lighting, flooring and other elements that would be at home in for-profit supermarkets, but includes a one-of-kind mural designed to showcase the spirit of the City of Chester.\n\nThe colorful Fare & Square logo—a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square—designed by Philabundance and LevLane Advertising, provided CBX inspiration for the overall palette of bright green and shades of saturated purple with splashes of yellow and orange.  Modern elements such as light wood and stainless steel trim round out the palette. “The palette is designed to make Fare & Square an energizing and inspiring, but comfortable, place to shop and congregate,” said Bona. \n\nCustomers entering the store will immediately see large displays of produce arrayed on tilt-style tables, while pendant lighting above the displays draws attention to its freshness and quality. A wide variety of additional fruits and vegetables can be found in fresh food fixtures lining the walls.  Consistent with for-profit grocery stores, Fare & Square perimeter departments also include dairy, deli, fresh meat and seafood.  \n\nShoppers can easily navigate the store’s central core for canned and packaged staples as well as frozen foods, thanks to hanging aisle-marker signage and enticing end-cap displays. Flooring throughout is vinyl, which is easy on both the backs and feet of employees and customers. \n\nNear the store’s exit, a centralized checkout with multiple lanes has been designed to quickly assist shoppers through the bagging process. “In the same spirit as we welcome customers through the front door, we also wanted that last image as they exited the store to leave a positive impression,” Bona noted.\n\nUnder its not-for-profit grocery store model, Fare & Square strives to provide a customer-focused shopping experience and partners with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way. “We designed a neighborhood store that’s clean, well lit, functional, convenient and friendly, but it’s also a place that the community can call their own, instilling a sense of optimism, pride and connection,” Bona summed up. \n\n“Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of the Philadelphia-based Philabundance. “We have worked on this concept for seven years, and are thrilled to see it come to fruition to help the residents of Chester.”\n\nAbout Philabundance\nPhilabundance reduces hunger and food insecurity in the Delaware Valley by providing food access to people in need in partnership with organizations and individuals. Philabundance provides a full plate of services through neighborhood distribution programs and a network of close to 500 member agencies in 9 counties. Philabundance serves approximately 72,000 people per week at a cost of 50 cents per meal. There are more than 900,000 people in the Delaware Valley who are at risk for chronic hunger and malnutrition. In 2012, Philabundance distributed nearly 25 million pounds of food. For more information about Philabundance, visit www.philabundance.org or call 215-339-0900. Visit us on Facebook, Facebook.com/Philabundance and follow us on Twitter, Twitter.com/Philabundance. If you or someone you know is in need of food assistance, please call Philabundance’s Food Help Line, 800-319-Food (3663).\n', 'New Prototype for Fare & Square, a Not-for-Profit Grocery Store Targeting Food Deserts, Opens in Chester, PA', '', 'inherit', 'closed', 'closed', '', '1904-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1904, 'http://cbx.cappendev.com/1904-revision-v1', 0, 'revision', '', 0),
(2978, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '1. Saks Fifth Avenue, HoustonOpened: April 2016\r\n\r\n2. Ballard Designs, Philadelphia\r\nOpened: November 2015\r\n\r\n3. M&amp;M Meat Shops, Kitchener, Ontario, Canada\r\nOpened: September 2015\r\n\r\n4. LUSH, New York\r\nOpened: April 2016\r\n\r\nCheck out additional images of these stores and more at <a title=\"designretail\" href=\"http://www.designretailonline.com/galleries.shtml\" target=\"_blank\">designretailonline.com/projectgallery</a>\r\n\r\nOriginally published in <a title=\"design:retail\" href=\"http://www.nxtbook.com/nxtbooks/designretail/201607/#/34\" target=\"_blank\">design:retail</a>\r\nPhoto courtesy of Max Bolzonella', 'New Store Watch', '', 'inherit', 'closed', 'closed', '', '2206-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 2206, 'http://cbx.cappendev.com/2206-revision-v1', 0, 'revision', '', 0),
(2979, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<p><strong>Regional chain goes from branded snacks to self-serve frozen yogurt.</strong>\r\nNew Yorkers are persnickety about everything, even their frozen yogurt— a substance that, like espresso, is essential for sustaining life in a big city. But with the retro-chic Pinkberry blooming all over town, how likely is a Prada-wearing, iPhone-toting Manhattanite to stop for self-serve frozen yogurt at a drug store? That’s exactly what Duane Reade is about to find out.\r\n\r\nThe 50-year-old regional chain has announced it will begin adding self-service frozen yogurt kiosks to select stores, complete with topping bars. “This is part of a bigger strategy,” said Joe Magnacca, president of Daily Living Products for Walgreens, which purchased the 250-unit Duane Reade in 2010. “We’re looking at our business differently and evolving into a health and daily-living destination.”\r\n\r\nOnly a few years ago, such plans would have sounded crazy. Founded in 1960, Duane Reade had a decades-long reputation for dingy stores and surly service. (In 2007, the actress Martha Plimpton famously said in an interview that going to Duane Reade is “a journey into the heart of darkness.”) But Walgreens’ purchase of the chain in 2010 prompted a course correction.\r\n\r\nAfter introducing its own line of branded snacks in 2010, the chain moved its crosshairs to the Manhattan lunch crowd. Baguette sandwiches (made fresh by Eli Zabar, the legendary New York gourmet store), cheesecake, and even sushi and shrimp cocktails now beckon from chiller cases up front. The frozen yogurt offerings (in eight flavors including Blueberry Tart and Peach) will be nearby, next to the fresh juice bars.\r\n\r\n“This won’t go systemwide,” Magnacca said, “but it will go where there’s high traffic. Our objective is to get people into the stores for different reasons as often as possible.” Sound familiar? It’s proof that the category blurring that began when Walmart started selling groceries (and flowers and deli platters and just about everything else) has trickled down to the level of regional chains, such as one that can no longer compete by just selling aspirin and Q-tips. “The days that brands owned one specialty are changing,” Magnacca said.\r\n\r\n“Like the other in-store food offerings, [fro-yo] helps make Duane Reade a one-stop shopping destination,” said Todd Maute, partner in CBX, the firm that designed the yogurt stations.\r\nWhile Walgreens is also experimenting with a fro-yo bar in Chicago, the Duane Reade bars are clearly designed to appeal to New Yorkers. White-tile mosaics are meant to evoke subway stations, while the signage (“Grab Life by the Berries”) is more likely to amuse than offend. “All of it works…to support a uniquely New York communication strategy,” Maute said.\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/new-yorks-duane-reade-adds-store-yogurt-kiosks-137999\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/new-yorks-duane-reade-adds-store-yogurt-kiosks-137999</a>', 'New York\'s Duane Reade adds In-Store Yogurt Kiosks', '', 'inherit', 'closed', 'closed', '', '1696-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1696, 'http://cbx.cappendev.com/1696-revision-v1', 0, 'revision', '', 0),
(2980, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', '<strong>ACCOUNT</strong>\r\n<strong>Nissan Motor Company</strong> expanded its relationship with TBWA Worldwide, part of the Omnicom Group, by naming TBWA as the global marketing agency for the reintroduction of the company’s Datsun brand. Spending has not been determined. Datsun was the original name for the Nissan brand; it is being brought back as a lower-price car line aimed at young, middle-class drivers in fast-growing markets like India, Indonesia and Russia. The worldwide creative and strategic work for Datsun will be led by TBWA Hakuhodo, Tokyo, and TBWA London. TBWA is also the creative agency for the Nissan and Infiniti brands sold by Nissan Motor.</br>\r\n<strong>Vonage Holdings</strong>, Holmdel, N.J., selected two agencies for assignments that had been handled by agencies owned by the Omnicom Group. Spending was estimated at $150 million. JWT New York, part of WPP, will handle the Vonage creative account, which had been handled by TBWA/Chiat/Day, part of the TBWA Worldwide division of Omnicom. And Horizon Media, New York, will handle the Vonage media account, which had been handled by PHD, part of the Omnicom Media Group division of Omnicom.</br>\r\n<strong>Chopin,</strong> the Polish vodka owned by Tadeusz J. Dorda, named Clarity Coverdale Fury, Minneapolis, as its worldwide agency of record. Spending has not been determined. Clarity Coverdale helped introduce Chopin in North America in 1997 and was the brand’s agency for eight years; recently, the account had been handled internally.\r\n\r\n<strong>PEOPLE</strong></br>\r\n<strong>Deanie Elsner</strong>, president for the beverages business at the Kraft Foods Group, Northfield, Ill., was named the company’s first chief marketing officer. The Kraft Foods Group was formed after Kraft Foods spun off its snack foods brands into a stand-alone company, Mondelez International. The Kraft Foods Group sells former Kraft Foods products like Kraft cheeses, Maxwell House coffee and Oscar Mayer meats.</br>\r\n<strong>Chris Tussing rejoined DDB Worldwide</strong>, New York, part of the Omnicom Group, as global business director, overseeing the agency’s new Reebok account. He had most recently been account managing director at the Chicago office of McGarryBowen, part of the Dentsu Network unit of Dentsu, and earlier in his career was group account director at the DDB West division of DDB, based in San Francisco.</br>\r\n<strong>Lori Erdos</strong>, business development director for digital at Smithsonian Media, based in the New York office, was named to a new post, publisher for media and business development. Smithsonian Media is part of the Smithsonian Enterprises unit of the Smithsonian Institution.</br>\r\n<strong>MISCELLANY</strong></br>\r\n<strong>Peter Arnell</strong>, who in 2011 left his agency, the Arnell Group, New York, in a dispute with its parent, the Omnicom Group, has returned to the industry, working on his own on a new campaign for a former Arnell Group client, GNC Holdings. The campaign, carrying the theme “Respect yourself,” is being created by Mr. Arnell and an internal marketing and communications team at GNC, the company said. A lawsuit between Mr. Arnell and Omnicom was settled last year. “We are pleased to once again be working directly with Peter,” Joseph Fortunato, chief executive of GNC, said in a statement.</br>\r\n<strong>Parry Branding Group</strong>, a brand identity agency for the health and wellness market, was opened in Brooklyn by Vince Parry.</br>\r\n<strong>Philabundance</strong>, Philadelphia, an organization that specializes in hunger relief, named CBX, New York, a brand agency and retail design consultancy, to design a prototype for Fare &amp; Square, a nonprofit grocery store that is scheduled to open this summer in Chester, Pa. The store will sell staples like produce, dairy and meats at everyday low prices to residents of Chester, which has been identified as a so-called food desert.\r\n\r\n<a href=\"http://www.nytimes.com/2013/02/04/business/media/news-from-the-advertising-industry.html?_r=0\" target=\"_blank\">http://www.nytimes.com/2013/02/04/business/media/news-from-the-advertising-industry.html?_r=0</a>', 'News From the Advertising Industry', '', 'inherit', 'closed', 'closed', '', '1801-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1801, 'http://cbx.cappendev.com/1801-revision-v1', 0, 'revision', '', 0),
(2981, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'LIVERPOOL, N.Y. -- The mission statement of Nice N Easy Grocery Shoppes is short and sweet: \"Be nice. Have fun. Sell stuff. Be the best.\" At its annual trade show, held yesterday at the Holiday Inn here, company executives focused on the third tenet, \"Sell stuff.\"\r\n\"As good as we are, we can sell more stuff. If we sell every customer just one more thing, that would be huge,\" company founder and President John MacDougall told the store managers, assistant managers, foodservice managers and franchisees gathered for the event, which took on a rock \'n\' roll theme this year. \"Take that back as your goal for the rest of this year. That\'s a challenge you can talk to your people about.\"\r\n\r\nOn a corporate level, MacDougall shared what the 80-store New York State chain is doing to sell more stuff. One of the best ideas of 2011, he said, was the launch of the \"Best Idea\" program, which encourages employees to submit their best ideas for the company. \"This continues every week now,\" the chief executive said. \"We\'re getting some top-notch suggestions.\"\r\n\r\nAlso last year, Nice N Easy brought on professional chefs to elevate its already-strong Easy Street Eatery foodservice offer of pizza and subs. The chefs recently led the chain in developing a home meal replacement (HMR) line of microwaveable entrees, all priced at $6.99.\r\n\r\n\"You have to find people who are experts in the business you want to be in,\" MacDougall said, introducing Chef David and Chef Andrew to the group. \"We really want to take our foodservice business up three notches. We want to be the best.\"\r\n\r\nTo get the managers pumped up about this year\'s goals and celebrate the achievements of 2011 -- which included chainwide growth of 5 percent and an additional $160 million in inside sales -- MacDougall led the crowd in the \"Tiger Pump,\" the signature move of star golfer Tiger Woods.\r\n\r\n\"You did a great job in 2011 and things are going to be even better in 2012,\" he added.\r\n\r\nAs part of the \"sell more stuff\" theme, guest speaker Joseph Bona of New York-based branding and retail design consultancy CBX, talked about capturing the emotions behind the purchase. With increasing cross-channel competition, he said retailers have to deliver more than a \"transaction.\" CBX helped Nice N Easy develop its current prototype and the Easy Street Eatery concept.\r\n\r\n\"Selling more stuff is creating that emotional connection with people. The greater the connection, the more stuff you\'ll sell,\" Bona said. \"Consumers today have choices; they have a lot of places to buy a lot of stuff. That\'s why the connection is so important.\"\r\n\r\nAmong Bona\'s recommendations for selling more stuff were to:\r\n\r\n<ul>Ensure a positive first impression because consumers can either gain or lose an appetite upon entering a store.</ul>\r\n\r\n<ul>Give customers easy access to products by keeping the store open, clean and uncluttered.</ul>\r\n\r\n<ul>Create destination departments by taking a category with already strong sales and merchandising it in its own separate area.</ul>\r\n\r\n<ul>Create bundled solutions, presenting the whole package to consumers in one place.</ul>\r\n\r\n<ul>Carry locally sourced products to connect with customers.</ul>\r\n\r\n<ul>Use private label to build loyalty, since these products can\'t be found anywhere else.</ul>\r\n\r\n\"It\'s all about experience,\" he concluded. \"Everybody is realizing that if I don\'t deliver something beyond the transaction, I\'m going to be left out.\"\r\n\r\nNice N Easy\'s Rock N Roll Trade Show 2012 also featured an afternoon expo where vendors showed off their newest products, and the c-store chain held a contest to find potential new items for Easy Street Eatery, which is available in 20 of the company\'s 36 corporate stores. An evening awards banquet followed, honoring the top employees, stores and vendors of 2011.\r\n\r\n\r\nKate Millett\r\nThis year\'s award winners included:\r\n\r\n<ul>Store Manager of the Year: Laura Horner, Westmoreland</ul>\r\n\r\n<ul>Sharon Jordan Memorial True Spirit Award: Kate Millett, district manager</ul>\r\n\r\n<ul>Foodservice Manager of the Year: Georgeanne Kovacs, Westmoreland</ul>\r\n\r\n<ul>Store of the Year: Taft Road, East Syracuse</ul>\r\n\r\n<ul>Franchise of the Year: KMAC/Deb Ostrander</ul>\r\n\r\n<ul>Assistant Manager of the Year: Krista John, Le Ray Street</ul>\r\n\r\n<ul>Foodservice Coordinator of the Year: Janet Manzer</ul>\r\n\r\n<ul>Total Customer Experience (mystery shop program): first place, Downtown Seneca Falls; second place, Fayetteville; third place, Manlius and Constableville (tie)\r\nTrade Partner of the Year: Hormel Foods</ul>\r\n\r\n\r\n ', 'Nice N Easy Rock \'n\' Rolls at Trade Show', '', 'inherit', 'closed', 'closed', '', '1686-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1686, 'http://cbx.cappendev.com/1686-revision-v1', 0, 'revision', '', 0),
(2982, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Hunger relief organization Philabundance here has retained retail design consultancy CBX to design a prototype for Fare &amp; Square, a not-for-profit grocery store slated to open this summer in Chester, Pa.Fare &amp; Square, a 13,000-square-foot store, will sell nutritious food staples with a focus on fresh produce, meats, dairy, seafood and frozen foods at everyday low prices. It will give residents of Chester — one of the 35 food deserts in the Delaware Valley according to the U.S. Department of Agriculture — easy access to fresh foods for the first time since the town’s last full-scale grocer closed in 2001. Philabundance recently purchased the town’s former grocery building.\r\nUnder its not-for-profit grocery store model, Fare &amp; Square will offer a customer-focused shopping experience and will partner with local organizations and businesses to provide a range of services to the community.\r\nOne aspect of the overall design “is that it will reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” said Joseph Bona, president of CBX branded environments, in a statement. “Ultimately, we’re designing a neighborhood store that will have the look and feel of a traditional supermarket in that it\'s clean, well lit, convenient and friendly, but also a place that the community can call their own, instilling a sense of optimism, pride and connection.”\r\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley. “Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” said Bill Clark, president and executive director of Philabundance. “Philabundance has worked on this concept for five years, and we are thrilled to see it coming to fruition to help the residents of Chester.”\r\n\r\n<a href=\"http://supermarketnews.com/retail-amp-financial/non-profit-store-open-pa-food-desert#ixzz2JgWNt1KE\" target=\"_blank\">http://supermarketnews.com/retail-amp-financial/non-profit-store-open-pa-food-desert#ixzz2JgWNt1KE</a>', 'Non-Profit Store to Open in Pa. Food Desert', '', 'inherit', 'closed', 'closed', '', '1800-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1800, 'http://cbx.cappendev.com/1800-revision-v1', 0, 'revision', '', 0),
(2983, 1, '2018-09-27 17:58:45', '2018-09-27 17:58:45', 'Philabundance, a nonprofit agency that seeks to reduce hunger in the Delaware Valley region near Philadelphia, has opened what has been described as the nation’s first not-for-profit supermarket here.\nThe 16,000-square-foot Fare & Square outlet features an array of traditional offerings, including fresh meats and produce, frozen foods and dry grocery product. The store is the only supermarket in this town of 34,000 people that had been classified as a “food desert.” Chester had been without a grocery store for 12 years.\n\nFare & Square seeks to offer product at a discount compared with traditional supermarkets, and in addition, customers can also reduce their grocery bill by joining the store’s “Carrot Club.” Members are eligible to earn rewards through in-store promotions and other offers, and Carrot Club members whose households earn 200% of the poverty line or less can also receive Carrot Cash benefits, a 7% credit towards future purchases.\n\nThe store was funded through government, foundation, corporate and individual contributions.\n\nNew York-based retail design and branding firm CBX developed the prototype, which was modeled to be similar in appearance to traditional supermarkets. The Fare & Square logo — a simple drawing of a purple carrot with green tops attached and the words “Fare & Square” set in a rounded-corner square — was designed by Philabundance and LevLane Advertising, and provided the inspiration for the color palette of the store.\n\n<a href=\"http://supermarketnews.com/photo-gallery/gallery-nonprofit-supermarket-debuts-pa#slide-1-field_images-444422\" target=\"_blank\">http://supermarketnews.com/photo-gallery/gallery-nonprofit-supermarket-debuts-pa#slide-1-field_images-444422</a>', 'Nonprofit Supermarket Debuts in Pa.', '', 'inherit', 'closed', 'closed', '', '1864-revision-v1', '', '', '2018-09-27 17:58:45', '2018-09-27 17:58:45', '', 1864, 'http://cbx.cappendev.com/1864-revision-v1', 0, 'revision', '', 0);

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(2995, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'The international jury of Pentawards®, the first worldwide competition devoted exclusively to Packaging Design, chaired by Gérard Caron, is announcing its 2016 winners.\r\nThis year, which celebrates the 10th anniversary of the Pentawards, the winners received the following global awards in Shanghai’s design hotel Hyatt on the Bund in front of more than 250 designers and brand owners from all around the world (24 countries represented).\r\n\r\n<strong>PENTAWARDS 2016:</strong>\r\n<strong>5 Platinum Pentawards, the Best in each Category</strong>\r\n\r\nBesides the Diamond Pentaward, the best of the show (Domino’s Pizza) the international jury chaired by Gérard Caron also awarded the 5 \"Best of the Category\" prizes.\r\n\r\n<strong>The BEVERAGES Platinum</strong>\r\n<strong>...went to the superb bottle of Imayotsukasa Sake created by Bullet agency (Japan)</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/imsake.jpg\"><img class=\"alignnone size-full wp-image-10264\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/imsake.jpg\" alt=\"imsake\" width=\"500\" height=\"500\" /></a>\r\n\r\nThis special sake is named after the carp, a famous ornamental fish and a symbol of Japan, which has been bred for decades in the same Niigata prefecture where this Nishikigoi sake is manufactured. Considered a living jewel, the carp has beautiful red patterns on a white body and this scheme has been adopted in the bottle design where the red is printed directly on to the white bottle. Japanese brush-work was used to create the red elements, while the outer box features a window in the shape of a fish. The combining of white, red and gold gives a luxurious impression and makes it an excellent gift, while the packaging helps Nishikigoi stand out from other sake brands in the Japanese and overseas markets.\r\n\r\n<strong>The FOOD Platinum</strong>\r\n<strong>...was won by CBX (USA) for the packaging of meat from Man Cave Meats.</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/pent.jpg\"><img class=\"alignnone size-full wp-image-10263\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/pent.jpg\" alt=\"pent\" width=\"500\" height=\"500\" />\r\n</a>The founders of Man Cave Craft Meats, Nick and Josh Beste, were university students when they launched their business, by crafting innovative flavor combos with an obsessive focus on quality. Moving from the stall at the Minneapolis Farmers Market out into grocery stores required the creation of a punchy packaging design for Man Cave Craft Meats to proclaim the makers’ innovative flavor combinations and obsessive pursuit of quality. This was a product with a bold and authentic identity, and a strong measure of individuality, reminiscent of the artisanal world of craft beer with its small-batch production and straightforward, masculine irreverence. So for the unpretentious foodie core customer, the new design uses hand-crafted typography on a strong black background, and images of burly, bearded men with tattoos, alongside taglines such as: “Long live the butcher!”\r\n\r\n<strong>The BODY Platinum</strong>\r\n<strong>...is awarded to Mousegraphics (Greece) for a series of packaging for the BIC brand socks.</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/bic-sock.jpg\"><img class=\"alignnone size-full wp-image-10265\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/bic-sock.jpg\" alt=\"bic-sock\" width=\"500\" height=\"500\" /></a>\r\n\r\nBIC is a company with a strong brand known worldwide. A fresh packaging idea here brings a number of Bic products together by the use of a smart but simple concept and its variations: if socks dress the feet, shoes complete the process, then socks for sale on the shelf can also be ‘dressed’ in shoes in a playful manner that catches the eye immediately. The packaging for each style features the image of a type of shoe (women’s, men’s, sports, casual) to match the sock. Within the brand’s range this creates a discrete category that is easy to identify (shoes) while also providing a unifying principle.\r\n\r\n<strong>The OTHER MARKETS Platinum</strong>\r\n<strong>...is awarded to The Partners (UK) for a range of packaging designs for Argos \'Simple Value\' household appliances.</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/house.jpg\"><img class=\"alignnone size-full wp-image-10266\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/house.jpg\" alt=\"house\" width=\"500\" height=\"500\" /></a>\r\nArgos is the UK\'s leading digital retailer - 33,000 products 53,000 lines, 130 million customers, 840 UK stores. Consisting of 140 basic household items, the Argos \'Simple Value\' range offers solid quality at low prices. It was this combination of simplicity with value that led to the name, and the packaging also reflects the fact that these products speak for themselves. But simple need not mean dull, and while the product descriptions communicate the basic values there are unexpected twists that lift the copy into something that engages more personally with customers. Different designs have also been created for all these items, and with several hundred thousand units produced per year the simplicity of the print production makes it easier for international suppliers to contribute to the range..\r\n\r\n<strong>The LUXURY Platinum</strong>\r\n<strong>...goes to Coley Porter Bell (United Kingdom) for the luxurious Chivas Regal bottle, The Icon, and its superb packaging.</strong>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/regal.jpg\"><img class=\"alignnone size-full wp-image-10267\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2016/10/regal.jpg\" alt=\"regal\" width=\"500\" height=\"500\" /></a>\r\n\r\nChivas Regal is considered the world\'s first luxury whisky. It was the first Scotch to be exported to the rest of the world in 1909 and became the iconic whisky of its time, drunk by the global elite. Fast forward just over one hundred years and Coley Porter Bell were tasked with developing the positioning, visual identity and packaging for a new ultra-prestige product that would serve to enhance Chivas Regal\'s luxury credentials. As a permanent expression representing the pinnacle of the range (retailing at US$3,500), their challenge was to get to the very essence of the brand\'s visual DNA. To deconstruct its qualities and re-imagine them in the purest, most sublime form. They needed to look backwards in order to look forwards and in doing so, they struck upon their inspiration - the original 1909 bottle - an icon of its day. The design pays tribute to the brand\'s illustrious past - the green crystal decanter in particular, but also the touches of red throughout the packaging, the reference to the ship on the badge and the presentation case pay homage to the iconic green bottle of 1909 and the brand\'s export story. The agency worked closely with a leading luxury cabinet-maker and the master craftsmen at Dartington Crystal. Each decanter is mouth-blown and hand finished.\r\n\r\nRead the full article in <a href=\"http://www.brandpackaging.com/articles/85570-pentawards-announces-2016-packaging-design-winners\" target=\"_blank\">Brand Packaging</a>\r\nPhotos Courtesy of the Pentawards', 'Pentawards Announces 2016 Packaging Design Winners', '', 'inherit', 'closed', 'closed', '', '2273-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2273, 'http://cbx.cappendev.com/2273-revision-v1', 0, 'revision', '', 0),
(2996, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>New York, NY - October 3, 2011 - CBX, the brand agency, has received two prestigious Pentawards at the sixth annual competition. The Pentawards is the first on-line global awards competition devoted entirely to packaging design.\r\nThe awarded projects included:\r\n<strong>U by Kotex Tween (Kimberly-Clark)</strong> – Bronze Award – Like it’s older sister, U by Kotex, CBX helped extend the line with U by Kotex Tween, with positioning and packaging that breaks through the category clutter. A black and pink glittery package that lets brightly colored product wrappers peak through a star-shaped window addresses mom\'s desire for having something specially designed for her daughter and her daughter\'s desire for self expression.\r\n\r\n<strong>Poise (Kimberly-Clark)</strong> - Bronze Award – CBX helped Kimberly-Clark introduce Poise Hourglass Shape Pads® that are more feminine and discreet in comparison to traditional pads. The package design solution connects on an emotional level with consumers while also standing out on shelf by highlighting the distinct product benefits of size, contour shape, comfort, and secure fit in a sophisticated way.\r\n\r\nThis year\'s competition brought in over 958 entries from 51 different countries. An international jury of 12 specialists in packaging design evaluated entries. The Pentawards prize ceremony was held in New York on the 29th of September, at the Marriott Marquis on Times Square.\r\n\r\nThe designs awarded will be presented January 2012 in Paris at the DesignPack Gallery, the creative space devoted to packaging design, opened under the initiative of the Fabrice Peltier. For more information on the Pentawards, visit http://www.pentawards.org\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Pentawards.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Pentawards.jpg\" alt=\"\" title=\"Pentawards\" width=\"825\" height=\"903\" class=\"alignnone size-full wp-image-671\" /></a></p>', 'Pentawards Recognizes CBX in  Fifth Annual International Competition', '', 'inherit', 'closed', 'closed', '', '1590-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1590, 'http://cbx.cappendev.com/1590-revision-v1', 0, 'revision', '', 0),
(2997, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>New York, NY – October 1, 2010 – CBX, the strategic branding firm, has received two prestigious Pentawards at the fifth annual competition. The Pentawards is the first on-line global awards competition devoted entirely to packaging design.\r\nThe awarded projects include:\r\n\r\n<strong>U by Kotex -</strong> Platinum Award, Best in Category (Body-Healthcare) – CBX helped redefine the feminine product category by designing a new product line featuring tampons, liners and pads targeting 14 – 22-year olds. Black packaging accented with bright colors signals a revolution in feminine care and presents an image that is sleek, upscale and bold.\r\n\r\n<strong>Duane Reade DeLish -</strong> Silver Award (Food-Distributor’s Own Brands) – The Duane Reade DeLish Series is one of several brands that CBX redesigned for the New York chain of drug stores’ private label portfolio. CBX designed packaging for a new line of premium foods with black and white packaging and featuring fun and edgy New York-themed photography and proprietary artwork of New York City landmarks.\r\n\r\nThis year’s competition brought in over 800 entries from 39 different countries. An international jury of 12 specialists in packaging design evaluated entries. The Pentawards prize ceremony was held in Shanghai on the 30th of September, at the Belgain-Eu Pavillion at Shanghai Expo 2010.\r\n\r\nThe designs awarded will be presented January 2011 in Paris at the DesignPack Gallery, the creative space devoted to packaging design, opened under the initiative of the Fabrice Peltier. For more information on the Pentawards, visit http://www.pentawards.org\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Pentawards-Press-Release-100810.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Pentawards-Press-Release-100810.jpg\" alt=\"\" title=\"untitled\" width=\"825\" height=\"470\" class=\"alignnone size-full wp-image-710\" /></a></p>', 'Pentawards Recognizes CBX in Fifth Annual International Competition', '', 'inherit', 'closed', 'closed', '', '1612-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1612, 'http://cbx.cappendev.com/1612-revision-v1', 0, 'revision', '', 0),
(2998, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>Marketing a workaday product like antifreeze requires the help of a credible endorser—but boy, has that definition changed...\r\nThe hardworking folks who manufacture the 108 million gallons of antifreeze produced annually in the U.S. have had the same marketing headache for the last 74 years. Most Americans simply don\'t think about antifreeze. (When they do, it\'s probably not about any particular brand of the stuff.)\r\n\r\nEver since 1937, when domestic automakers first poured ethylene glycol down radiator pipes to keep liquid-cooled engines from freezing, drivers have pretty much taken the chemical compound for granted. This is why antifreeze brands have historically devoted a lot of thought to the selection of the right product endorsers--people who can speak to the reliability, efficacy, and overall importance of that iridescent green liquid.\r\n\r\nIn 1947, for the marketers at Prestone, the man for that job was East Orange, N.J., Fire Department Chief Charles A. McGinley, shown in the ad on the right. Did it matter\r\nthat none of the readers of The Saturday Evening Post had any idea who he was? No, it did not. The 61-year-old had been a fire chief for 17 years. His job was to save lives--and he used Prestone to make sure his pumpers started. Enough said.\r\n\r\n\"This was serious stuff; it was heroism,\" observes Rick Barrack, founding partner and chief creative officer of branding firm CBX. \"People in uniform were the celebrated figures of the postwar era. And while you may just be the average motorist, [this ad said] you should trust this product because our stately fire chief here does.\"\r\nNot only does McGinley tell you as much (\"No freeze-ups for my car,\" the gray-haired fire chief proclaims), the ad jabs you with proof of just how important the choice of an antifreeze brand can be. The newspaper clipping in the upper left-hand corner implies, in effect, that 17 people in New Jersey owe their very lives to the fact that McGinley poured Prestone into his trucks.\r\n\r\nBut times change. While Peak antifreeze may have needed a product endorser in 2011 every bit as much as Prestone needed one 64 years ago--and has clearly found one in Nascar driver Danica Patrick, opposite--the chivalrous and noble-minded themes of the postwar era are gone. \"You can apply trust to this new ad insofar as this is a professional race car driver who trusts this product in her car,\" Barrack says. \"But Danica is far from a hero. Does she represent trust and authority? Absolutely not. Yet in this day and age, what\'s it matter? Men like babes. Men like babes who drive fast.\" Another jug of antifreeze--sold!\r\n\r\nA side note: While Patrick is a true national celebrity, Chief McGinley was far from being just an average Jersey guy. Five years after this ad ran, Popular Mechanics devoted an entire article to McGinley for his design of an improved fire truck fitted with lifesaving equipment.\r\n\r\nAlas, Prestone was not mentioned. \r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-01.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-01.jpg\" alt=\"\" title=\"PERSP-cold-outside-01\" width=\"652\" height=\"536\" class=\"alignnone size-full wp-image-4910\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-02.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/PERSP-cold-outside-02.jpg\" alt=\"\" title=\"PERSP-cold-outside-02\" width=\"652\" height=\"688\" class=\"alignnone size-full wp-image-4911\" /></a>\r\n\r\n<a href=\"http://www.adweek.com/news/advertising-branding/perspective-baby-its-cold-outside-136494\" target=\"_blank\">http://www.adweek.com/news/advertising-branding/perspective-baby-its-cold-outside-136494</a>', 'Perspective: Baby, It\'s Cold Outside', '', 'inherit', 'closed', 'closed', '', '1727-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1727, 'http://cbx.cappendev.com/1727-revision-v1', 0, 'revision', '', 0),
(2999, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'To differentiate in the pet food aisle, brands are taking cues from successful design trends of food packages for people.</br>Once upon a time, if you were shopping for pet food, you\'d immediately be overwhelmed by a case of \"cute overload.\" It seemed every bag (with the exception of the always clinical Science Diet brand) featured a photo of a ridiculously adorable pooch or pussycat, looking out at you with soft, adoring eyes and fur you wanted to reach out and stroke. Even the most cold-hearted of individuals would find themselves crooning \"Awww!\" when walking down the pet food aisle.</br>\nThe problem with those packages was that there was no differentiation-and more importantly, no real information-on the bags. But over the years, pet food marketers have come to recognize that people are trained to shop a certain way for their own food and they apply these same behaviors when shopping for their pets. That means that the same visual and verbal cues are turning up on Casey the Calico\'s and Dexter the Doberman\'s dinners.</br>\nA deep dive into the current state of pet food packaging shows that there\'s really not much difference between marketing pet food and human food today. Among some of the most significant cues-which also turn up on the food humans purchase-are these five nutritional tables or food pyramids; photography and food styling that conveys appetite appeal and freshness of ingredients; brand stories; on-pack language that tells you not only what\'s inside, but what\'s not inside a bag; and imagery that speaks to animals\' true natures.\n</br>\n<strong>1. Nutritional tables/food pyramids</strong></br>\nPet food consumers are now more educated than they were in the past, about their own food and about their pets\' food. They harbor the same concerns for their pets as they do for themselves, and with good reason: Issues like obesity and allergies, so prevalent among today\'s children, are now also major concerns for dogs and cats. In 2012, the majority of adult dogs and cats-53 percent of dogs and 55 percent of cats-were classified as overweight or obese by their veterinarians.</br>\nTo educate consumers, companies are featuring nutritional tables and food pyramids prominently on pack, letting consumers know what allowances of vitamins and nutrients they will find inside. Nutro Ultra\'s food pyramid on the front of pack breaks down the product into three categories: \"Powerful Antioxidants,\" \"Whole Grains & Natural Oils\" and \"3 Lean Proteins.\" On the back, the bag features illustrations for 12 ingredients found inside the product, including whole flaxseed, pure sunflower oil and rolled oats.\n</br>\n<strong>2. Better photography/food styling </strong></br>\nPhotography and photo styling have moved away from the pet-centric or pet-plus-owner-centric photography of recent years and are now more focused on the actual food. Photography styling is less propped and more real, with food appearing the way you\'d see it in real life-scattered across a table, as opposed to perfectly (and fakely) sitting in a bowl. The goal: for consumers to think, \"That looks good, that looks tasty, that looks healthy\" in the same way they do when they see something appetizing for themselves. Nature\'s Variety Homestyle by Prairie is one of several brands that showcase food the way it really looks: fresh, raw and being prepared by a human on a kitchen table.\n</br>\n<strong>3. Brand story </strong></br>\nThe artisanal, small-batch trend is huge in human food and, not surprisingly, it\'s also beginning to carry over to pet food. Consumers are more apt to buy something that feels like it\'s been made by the \"little guy,\" and to attach themselves to brand\'s with compelling brand stories. Consumers are asking \"Where does it come from?\" \"How is it made?\"</br>\n\"What\'s it going to do for me?\" and companies are answering by putting their stories on pack and on their web sites, making their brand purpose undeniably clear.</br>\nMerrick Grain Free dog food feels more artisanal and local, with its use of a family name, a smaller bag (for small batch feel), call out of ingredients like \"Real Texas Beef,\" and touchy-feely copy such as \"From our kitchen to yours.\" And speaking of copy, companies are now adding more modifiers before ingredients, so that what was once just \"chicken\" and \"beef\" is now \"Chicken Dinner Recipe\" and \"Country Beef Grill.\" Once again, they are making things more like human food and tapping into verbal cues consumers have been grown accustomed to hearing for their own food. Of course, your dog doesn\'t care where it came from-but you do.\n</br>\n<strong>4. \"No\" language </strong></br>\nConsumers are avoiding the same things for their pets that they do in their own meals, so at the same time they want to know what\'s in pet food, they also want to know what\'s not inside. Many brands are calling out things like \"no meat by-products,\" \"no wheat,\" \"no gluten\" and \"no artificial preservatives.\" In fact, some packages simply feature an oversized \"NO\" on bag.</br>\nIams Sensitive Naturals\' bag, for example, features an image of a fish-its primary ingredient-alongside four circles with slashes through their simple graphics, to convey \"No chicken,\" \"No corn,\" \"No wheat\" and \"No soy.\" Copy correlates to these visuals: \"Specially formulated with fish to limit ingredients that may cause itching and scratching.\"\n</br>\n<strong>5. Animal nature </strong></br>\nThere is a recent movement in the pet food world to give animals the foods they were meant to eat in the wild. By recognizing the physiology of pets as animals, we can treat dogs as dogs and cats as cats, which means giving them high-protein diets with limited ingredients. This trend toward the \"limited ingredient diet\" (LID) and giving animals what they instinctually want is promoted on packaging and illustrations that show animals in the wild, sometimes hunting the food they consume, such as fish.</br>\nNatural Balance dog food features a huge \"LID\" on several of its bags. Purina ONE SmartBlend\'s newest line, True Instinct, combines an illustration of an elk and photography of a turkey in the wild and raw chicken and beef chunks in a bowl to convey that this is the food of a dog\'s natural instinct.</br>\nAnd pet food isn\'t the only packaging that\'s changed. Pet treats, which used to be considered like Doritos or Twinkies for dogs, are now being made from better ingredients and linked to a specific benefit. For example, Dogswell\'s chicken and duck jerky treats promote things like Happy Hips and Vitality. This moment of emotional connection for pet owner and pet, which used to be all about indulgence, is now also about health: \"I want the enjoyment of treating my dog, but I also want it to be good for him.\"</br>\nAll of these changes point to one almost certain fact: If there is a trend blowing through the food and beverage aisle, chances are pretty strong that you\'re going to see them turning up in the pet food aisle. If the design of today\'s packaging is any indication, this is a good thing-though I must confess I\'ll miss all those cute little dog and cat faces. Guess that\'s why the website Cute Overload still exists. \n</br>\n<a href=\"http://www.packagingdigest.com/article/print/523780-Pet_food_packaging_gets_real.php\" target=\"_blank\">\nhttp://www.packagingdigest.com/article/print/523780-Pet_food_packaging_gets_real.php</a>', 'Pet food packaging gets real', '', 'inherit', 'closed', 'closed', '', '1865-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1865, 'http://cbx.cappendev.com/1865-revision-v1', 0, 'revision', '', 0),
(3000, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>NEW YORK, N.Y. (9/12/08) -- PetroChina (NYSE: PTR), China\'s second largest petroleum retailer with more than 18,000 stations across the country, has selected the retail division of New York-based CBX to develop a brand strategy and new prototype for its fuel and convenience store operation.\r\nBanking on CBX\'s global expertise in the petroleum and convenience retail sector, PetroChina\'s new store prototype will bring together all aspects of the firm\'s service offerings, from brand strategy, graphic and retail design, to operations and merchandising consulting. Design support will be provided from CBX headquarters in New York and its offices in Beijing and Shanghai.\r\n\r\nIn the consulting arena, working in tandem with The Murphy Group LLC, based in Washington, D.C., CBX will provide strategic guidance on network planning and rationalization, global best practice benchmarking, as well as support in such areas as operational procedures, policies and employee training.\r\n\r\n\"PetroChina\'s new store prototype will bring together global best-in-class design and merchandising to the world\'s second largest integrated oil and gas company by market capitalization behind Exxon Mobil,\" said Joseph Bona, president of CBX\'s retail division. \"The new retail format is intended to position PetroChina as the premier convenience retailer of choice in the Chinese market by attracting the burgeoning middle class of drivers and customers looking for convenience. As today\'s Chinese consumer is growing used to seeing and shopping the world\'s best global brands, retailing expectations have been elevated requiring these new stores to meet the challenge.\"\r\n\r\n\r\n<strong>About PetroChina</strong>\r\n\r\nFounded in 1999 and headquartered in Dongcheng, Beijing, People\'s Republic of China, PetroChina has annual revenue of more than $90 billion (USD) and is the listed arm of state-owned China National Petroleum Corporation (CNPC). PetroChina Limited is mainland China\'s largest producer of oil.\r\n\r\n<strong>About The Murphy Group LLC</strong>\r\n\r\nThe Murphy Group LLC (TMG) is a global business development consultancy focused on the fuels and convenience retailing industry. Its variety of services includes market entry strategies, brand development, training, operational improvement, global best practice benchmarking and strategic planning.</p>\r\n', 'PetroChina Limited Selects CBX Retail Division for New C-Store Prototype and Branding Work', '', 'inherit', 'closed', 'closed', '', '1645-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1645, 'http://cbx.cappendev.com/1645-revision-v1', 0, 'revision', '', 0),
(3001, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Philadelphia-based hunger relief organization Philabundance has opened a new grocery store called Fare &amp; Square in Chester, Pa. The 13,000-sq.-ft. store marks the country’s first-ever nonprofit grocery concept. The company brought in New York-based CBX to help design the new store, which features six departments: produce, deli, fresh meat, seafood, dairy, frozen and dry goods, featuring brand name and private labels. With a free annual membership, customers will have access to fresh produce, meats, dairy, seafood and frozen foods at low prices.<a href=\" http://www.ddionline.com/displayanddesignideas/industry-news/Philabundance-Opens--10259.shtml\" target=\"_blank\">\nhttp://www.ddionline.com/displayanddesignideas/industry-news/Philabundance-Opens--10259.shtml</a>', 'Philabundance Opens First U.S. Nonprofit Grocery Store', '', 'inherit', 'closed', 'closed', '', '1860-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1860, 'http://cbx.cappendev.com/1860-revision-v1', 0, 'revision', '', 0),
(3002, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<div></div><div></div>\nA new 16,000-square-foot grocery store in Chester, Pa., is the city’s first in a decade. And although it boasts a design reminiscent of what consumers would find in a for-profit supermarket, the store — which made its debut in late September — is claiming to be the first nonprofit grocery store of its kind.\n\nFare &amp; Square opened in a former grocery building purchased by hunger relief organization Philabundance. It gives residents of Chester — one of 35 food deserts in the Delaware Valley, according to the USDA — easy access to a full range of fresh and nutritious national brand and private label foods, said CBX, a New York-based brand agency and retail design consultancy involved with the store’s development. The store places a special focus on offering fresh produce and meats, deli, dairy, seafood, frozen foods and a full range of food staples at everyday low prices.\n\nPhilabundance hopes to replicate this model in other communities in the Delaware Valley region.\nWhen planning the prototype, the organization asked CBX to create an environment that would “reflect the hopeful and respectful nature of Philabundance’s goal to serve Chester residents through a store that could look at home in any community,” explained Joseph Bona, CBX president of branded environments. In the works for nearly a year, the resulting store features fixtures, lighting, flooring and other elements that would be at home in for-profit supermarkets. It also boasts a one-of-kind mural designed to showcase the spirit of Chester.\n\nThe colorful Fare &amp; Square logo — a simple drawing of a purple carrot with green tops attached and the words “Fare &amp; Square” set in a rounded-corner square — designed by Philabundance and LevLane Advertising, provided CBX inspiration for the overall palette of bright green and shades of saturated purple with splashes of yellow and orange. Modern elements such as light wood and stainless steel trim round out the palette, CBX stated.\n\n“The palette is designed to make Fare &amp; Square an energizing and inspiring, but comfortable, place to shop and congregate,” Bona said.\n\nCustomers entering the store will immediately see large displays of produce arrayed on tilt-style tables, while pendant lighting above the displays draws attention to its freshness and quality, CBX noted. A wide variety of additional fruits and vegetables can be found in fresh food fixtures lining the walls. Consistent with for-profit grocery stores, Fare &amp; Square perimeter departments also include dairy, deli, fresh meat and seafood.\n\nShoppers easily can navigate the store’s central core for canned and packaged staples, as well as frozen foods, thanks to hanging aisle-marker signage and enticing end-cap displays, CBX explained. Flooring throughout is vinyl, which is easy on both the backs and feet of employees and customers. Near the store’s exit, a centralized checkout with multiple lanes has been designed to quickly assist shoppers through the bagging process.\n\n“In the same spirit as we welcome customers through the front door, we also wanted that last image as they exited the store to leave a positive impression,” Bona noted.\n\nUnder its not-for-profit grocery store model, Fare &amp; Square strives to provide a customer-focused shopping experience and partners with local organizations and businesses to provide a range of services to the community in a meaningful and memorable way, CBX said.\n\n“We designed a neighborhood store that’s clean, well lit, functional, convenient and friendly, but it’s also a place that the community can call their own, instilling a sense of optimism, pride and connection,” Bona pointed out.\n\nBill Clark, president and executive of Philadelphia-based Philabundance, noted that the project has been in the works for a number of years, and he’s glad to see it fully built.\n\n“Convenient access to nutritious food is a growing and complex problem across the country and in the Delaware Valley, and one that requires a complex solution,” Clark said. “We have worked on this concept for seven years, and are thrilled to see it come to fruition to help the residents of Chester.”\n\n&nbsp;\n\n<a href=\"http://www.plstorebrands.com/top-story-philadelphia_area_food_desert_welcomes_nonprofit_grocer-4357.html\" target=\"_blank\">http://www.plstorebrands.com/top-story-philadelphia_area_food_desert_welcomes_nonprofit_grocer-4357.html</a>', 'Philadelphia-area food desert welcomes nonprofit grocer', '', 'inherit', 'closed', 'closed', '', '1858-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1858, 'http://cbx.cappendev.com/1858-revision-v1', 0, 'revision', '', 0),
(3003, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Reassure consumers with a package design that conveys trustworthiness, craftsmanship, joie de vivre and simple goodness.</strong>\r\nWhatever food, beverage, over-the-counter (OTC) remedy or health and beauty care (HBC) product is in that box, bottle, can, pouch or jar, it’s going into or onto a consumer’s body. So that consumer needs to know that everything’s going to be OK with that product.\r\n\r\nIndustry experts agree, therefore: It’s important to be authentic, upfront and direct with your package design. Evoke purity and innocence. Convey vibrancy and joy. Build trust in your own brand.\r\n\r\nCompanies are embracing a more welcoming, friendly appearance on packaging to connect with consumers on a more personal level, says Deborah Ginsburg, founder and CEO of Oakton, Va.-based Strategia Design. Handmade artisanal looks with stripped-down styles, shapes, patterns and easy-to-read fonts bolster this image, Ginsburg declares.\r\n\r\nThe market-driving, influential millennial generation of young adults is drawn in by authenticity and innocence. They want products that are good to them and good to their earth.\r\n\r\n“Everyone wants to believe in something,” observes Jennifer Gaeto, creative director of Equator Design, Chicago.\r\n\r\nEco-friendliness is considered the norm to members of this generation, who seek genuine value from the things they purchase, Gaeto adds. Design that is more moody, less idealized, simple and straightforward tells a story consumers want to hear — that a product is less processed, purer and more natural.\r\n\r\nAbstract patterns, bold graphic elements, two or three colors, and monochromatic colorations are on-trend, especially for food and beverages, Gaeto declares.\r\n\r\nSimplicity and honesty are fresh, adds Maria Dubuc, director of Boston-based Marketing By Design.\r\n\r\n“This is a growing trend based on consumer reaction to overbearing and overworked brands that employ packaging filled with predictable yet disingenuous claims,” she says.\r\n\r\nClean and honest branding with minimalist graphics works better, Dubuc adds.\r\nTraceability, social responsibility and value experience are the three micro trends across the food, beverage, OTC and HBC categories that are impacting the private label industry, according to Jean-Pierre Lacroix, president of Toronto-based Shikatani Lacroix.\r\n\r\nLacroix groups these trends under the “macro health umbrella,” and says they relate mainly to baby boomers and millennials.\r\n\r\n“Boomers are entering their retirement and want to live longer and healthier. The emerging millennials’ buying power increases, and their interest [in] social responsibility, environmental issues and their own health will only get stronger with time,” Lacroix observes.\r\n\r\n<strong>Emerging trends</strong>\r\n“Delight and joy” have become prominent visual themes, says Chris Ertel, managing director of Kaleidoscope in Chicago.\r\n\r\n“We see floods of bright colors, reflecting a tone and energy associated with the brand. Taste and health credentials are confirmed through natural patterning, realistic photography, less-composed food styling and typography with personality,” Ertel says.\r\n\r\nVisually authentic style showcases the craft, quality and skill in both the product and packaging design, says Jim Lucas, principal and founder of The Evanston Consulting Group, Evanston, Ill. Some of these elements, he adds, include handwritten, raw, freeform or sketchy typography; vintage-inspired references or typography; simple hand-rendered illustrations; and natural color palettes.\r\n\r\nAnother emerging trend driven by millennials is what might be termed “in-the-moment,” Lucas adds. With high expectations and low patience, these consumers want the information they need to make a choice at the point of decision. Lucas cites Google research showing that 82 percent of smartphone users turn to their phones to influence a purchase decision while in the store.\r\n\r\nShoppers are looking for more information about the brands and the products they purchase, which is why trends such as clean labeling and transparent packaging have become popular, Lucas observes.\r\n\r\n<strong>Advancing own brands</strong>\r\nDesign strategy should be a thoughtful component to any private brand program and should have a clearly defined brand role, says Todd Maute, partner at New York-based CBX. A brand-led versus product-led approach is a step in the right direction, he adds.\r\n\r\nIn planning for the future, Maute advises: “Be yourself. Have a brand purpose and execute it in a way that is right for you and your consumers. Don’t be afraid to take risks. Design can be a powerful tool to tell a unique and differentiated story.”\r\n\r\nDesign is an under-leveraged tool, one with the power to cause a reaction, Maute declares.\r\n\r\n“Use design strategically, creatively and as a tool to express your brand and beliefs,” he advises.\r\n\r\nGaeto recommends that retailers differentiate their private brands by standing for something.\r\n\r\n“Create something people can believe in,” she says.\r\n\r\nAnd thinking of private label as a private brand instead changes just one word, yet transforms a retailer’s entire mindset, Gaeto says.\r\n\r\n“Once you go down that path, you think like a national brand will think. Know what you stand for and what your products stand for, and you will have a more compelling product,” she stresses.\r\n\r\nGinsberg advocates for long-term planning to create “visionary” brands that will inspire loyalty.\r\n\r\n“There was a time, about 15 years ago, when retailers were building their programs, and the long-term visions played a stronger role in product development, packaging quality and pricing strategy. Today, many retailers are trying to get products out faster, cheaper and easier, and they are losing a sense of detail and care that is very noticeable to their customers,” she notes.\r\n\r\nThere is a big opportunity for own brands to profit by understanding how their products add value to consumers’ lives.\r\n\r\n“Develop a system and design language to activate this promise, and then leverage a unified architecture across the categories,” Ertel says. “A confident and flexible branded system that delivers the right category cues, while reinforcing a larger retailer proposition, allows retail brands to offer consumers differentiation more nuanced than price alone.”\r\nRetailers need to constantly assess the definition of value across their consumer segments, too, and explore ways to deliver this through products and packaging, says Lacroix.\r\n\r\n“Our role as brand strategists and designers is to help our clients bridge the current and the future by creating a design roadmap that ensures we bring their customers along for the journey,” he explains.\r\n\r\nOriginally published in <a href=\"http://www.storebrands.info/store-brand-insights/special-features/pining-purity\" target=\"_blank\">Store Brands</a>.\r\n\r\nPhoto courtesy of <a href=\"http://fromseattletosuva.com/\" target=\"_blank\">fromseattletosuva.com</a>.', 'Pining for Purity', '', 'inherit', 'closed', 'closed', '', '2138-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2138, 'http://cbx.cappendev.com/2138-revision-v1', 0, 'revision', '', 0),
(3004, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'A handful of kids got a taste of retail branding in the recent creation of the ultimate lemonade stand at a busy Manhattan plaza, thanks to two A.R.E. members based in the area. Brand agency CBX worked with a team of 9- to 12-year-olds for two months to develop the concept, while Big Apple Visual Group manufactured and built the stand. The project was organized by 826NYC, an organization fostering creative writing skills in under-resourced students.\r\n“Having the students plan with the professionals at CBX, execute, and then interact with the general public … will have a profound effect on these young people,” said 826NYC Founder Dave Eggers.\r\n\r\nThe students worked side-by-side with the CBX creative team on the business name and design of the logo, stand, signage, product packaging, and uniforms. The 10-ft.-by-20-ft. stand resembled “a tropical oasis hidden in the heart of New York City’s steamy concrete jungle,” replete with a treasure chest cooler for the product, palm trees, towering Easter Island statues, flamingos, penguins, a misting system, and “Welcome to Paradise” signage.\r\n\r\nCBX sought “to energize the young creative minds of 826NYC and to enable them to see that their imaginations can be realized in a meaningful and tangible way,” said Gregg S. Lipman, managing partner of CBX. “We wanted them to experience how gratifying it is to come up with an amazing idea and see it come to life.”\r\n\r\n“Sweet ’n Sour Chillville” was open for eight hours at Broadway and 23rd Street on a warm August day. Staffed with 11 students, it sold 3,000 bottles of Lemon826 Sweet ’n Sour Lemon Twist, raising nearly $3,000 for the Brooklyn-based nonprofit. A video and signage about 826NYC helped students discuss their experiences as part of the group’s after-school programs with the public.\r\n\r\n“The lemonade stand was a great opportunity for our students to not only learn about how to tell a story through branding with the folks at CBX, but to also lend their voice to why 826NYC is so important,” said Joshua Mandelbaum, executive director of 826NYC.\r\n\r\nCBX provides pro bono branding services to the organization, and Lipman said the agency plans to continue working with the group. “I’m proud that CBX was able to make a difference in these kids’ lives. It was a unique and fulfilling experience for the entire CBX staff, and a cool reminder as to why we are in the creative business in the first place,” Lipman said.\r\n\r\nRead the full article <a href=\"http://www.retailenvironments-digital.org/retailenvironments-insider/20141112?sub_id=0elUNLAPDf0D#pg52http://\" target=\"_blank\">here</a>.', 'Pint-size Retail', '', 'inherit', 'closed', 'closed', '', '2032-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2032, 'http://cbx.cappendev.com/2032-revision-v1', 0, 'revision', '', 0),
(3005, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'Last week, senior designer Jonathon Jones was one of six NYC designers to participate in Shutterstock\'s Pixels of Fury live design battle. The competition was fierce: Participants had just 20 minutes to create a brand from scratch for a local brewery.\r\nCheck out the recap <a href=\"http://www.shutterstock.com/blog/designing-beer-labels-in-20-minutes-a-recap-of-pixels-of-fury-nyc?customer_ID=&amp;campaign_ID=shutters.10147705&amp;launch_ID=10084905\">here</a>.\r\n\r\nWe had a blast supporting our CBX teammate. Go team Double J!', 'Pixels of Fury: Team Double J', '', 'inherit', 'closed', 'closed', '', '2012-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2012, 'http://cbx.cappendev.com/2012-revision-v1', 0, 'revision', '', 0),
(3006, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>New York, NY, November 29, 2010 - CBX, the strategic branding firm, received 8 of the 23 awards across eight packaging categories in PL Buyer’s 8th annual Private Label Packaging Awards competition. Several hundred entries were reviewed by a panel of judges and awards were granted in the following categories: box, glass bottle, plastic bottle, pouch, bag, wraps, cans, and miscellaneous. Judges were also asked to select their personal favorites.\r\nThe awarded projects include:\r\n\r\n<strong>Duane Reade DeLish Salsa</strong> (Honorable Mention/glass bottle/food)\r\n<strong>Duane Reade - Skyline Trash Bags</strong> (Winner/box/non-food)\r\n<strong>Duane Reade - Apt 5 Cleaning Products</strong> (Winner/plastic bottle/non-food)\r\n<strong>Duane Reade - Skyline Bath Tissue</strong> (Winner/wraps/non-food)\r\n<strong>Duane Reade - DeLish Nuts</strong> (Winner/can/food)\r\n<strong>Duane Reade - DeLish Dark Chocolate Covered Cashews</strong> (Judges Choice/pouch/food)\r\n<strong>Sears Holdings/Kmart Corp - Champion Breed dog treats</strong> (Honorable Mention/pouch/food)\r\n<strong>Mapco Mart - MY Tall Boys beverages</strong> (Honorable Mention/can/food)</p>\r\n', 'PL Buyer Recognizes CBX in 8th Annual Private Label Packaging Awards', '', 'inherit', 'closed', 'closed', '', '1608-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1608, 'http://cbx.cappendev.com/1608-revision-v1', 0, 'revision', '', 0),
(3007, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>PLBuyer this year is launching an all-new awards program for private label products, the PLBuyer Design Excellence Awards. Winners will be recognized in 13 food and nonfood categories as well as in various product tiers.\r\nA distinguished panel of industry designers has been assembled to judge entries. The panel will be co-chaired by PLBuyer Editorial Director John N. Frank and Patrick Rodmell, CEO of Watt International. Other judges are:\r\n\r\n\r\nJonathan Asher\r\nPerception Research Services\r\n\r\nW. James Forward\r\nForward Branding\r\n\r\nLindsey Hurr\r\nImmotion Studios\r\n\r\nTodd Maute\r\nCBX\r\n\r\nDenis Ring Bode\r\nInternational\r\n\r\nDennis Whalen\r\nMichael Osborne Design\r\n\r\nWinners will be announced at the annual PLMA show in Rosemont, Ill., this November. All finalists will be displayed at PLBuyer’s show booth at PLMA. Visit http://awards.privatelabelbuyer.com to enter. The entry deadline is August 26.', 'PLBuyer Best of Design Excellence', '', 'inherit', 'closed', 'closed', '', '1594-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1594, 'http://cbx.cappendev.com/1594-revision-v1', 0, 'revision', '', 0);
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(3008, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>THE PRODUCT</strong></br>Inspired by the colorful and dimensional illustrations in pop-up books, Savvi’s senior designer Rob Backues aimed to create tattoo packaging that was markedly different from its competitors. As he describes it, the tattoo section of the toy aisle falls flat with an overly simple packaging approach.</br>\nInstead, he wanted to bring depth to tattoo packaging in a very literal sense. This, he explains, gives Savvi’s packaging the “wow factor” that attracts both the end consumers, children aged three to 10, and the primary purchasers, their parents.</br>\nWorking with Savvi senior illustrator Pete Arriola, Backues designed a low-depth paperboard carton that comprises up to seven panels. Each panel contains part of an illustration, with the lowermost panels printed with background images and the top-panels cut and printed with an image that boldly depicts the tattoos’ theme.</br>\nThis  approach is time consuming and laborious, but Backues contends it is worth it. Savvi has expanded the design system to 18 Savvi products and approximately 10 licensed products.</br>\nBut what do Package Design readers think?</br>\n<strong>THE VERDICT</strong></br>\nI can’t believe I’m going to say this, but this is the rare instance where the brand takes a back seat to selling the product. The central thought? “Boy, my kids are going to have a field day with these! Where do I buy one?” The packaging is exciting and vibrant, and personally, I know my kids would not be able to get enough of these littering the house. The versioning is also wonderful. The experience and the fantastical feel are transportive and incredibly appealing. What kid doesn’t love butterflies, flowers and pink hearts—more is definitely better here.\n <em>Rick Barrack, chief creative officer and managing partner at CBX</em></br>\nThis packaging is unique and clever in its construction. The illustration style fits the category as being bright, detailed and layered with lots to see bringing the tattoos to life for the kids, by complimenting the contents nicely.</br>\nWhere the design falls flat for me is the front top panel and the type treatment. The fonts paired with each collection name, Star Brite, Pirates, Surf, etc., feel expected and dated. I would love to see all the typography revisited with the same level of consideration, uniqueness and creativity as they clearly did designing the package construction.</br>\nEverything supporting the product should have a pint-sized hip vibe that would raise the excitement of the product for everyone—especially moms. I would be much more willing to purchase this product for my kids or for party goody bags if the tattoos looked and felt current and cool.\n <em>Amy Graver, president and creative director at Elements</em></br>\nThese boxes are well marketed to their primary audience. The hanging feature increases visibility to the primary display panel combined with colorful graphics gives the graphic design on this product line a leg up on the competition.</br>\nBut I question if the increase in retail space allocated to these boxes will be validated with a comparable sales lift over the competitions’ flat pouch packaging formats in dollars per sq. ft.\n <em>Leon Hall, president and CEO of Terra Nova Business Solutions Inc.</em></br>\n<a href=\"http://www.packagedesignmag.com/content/pop-up-appeal\" target=\"_blank\">http://www.packagedesignmag.com/content/pop-up-appeal</a>', 'Pop-up Appeal', '', 'inherit', 'closed', 'closed', '', '1831-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1831, 'http://cbx.cappendev.com/1831-revision-v1', 0, 'revision', '', 0),
(3009, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'By Todd Maute\nWith upwards of 12 million viewers, AMC’s “The Walking Dead” certainly gives advertisers access to hordes of American consumers. But of course, it all depends on the target demographic you’re trying to reach. If the agency is peddling the likes of Ax Body Spray, the new “Assassin’s Creed” videogame or the Hollywood remake of Stephen King’s “Carrie,” then buying time on a show filled with brain-eating zombies is … well, a no-brainer. After all, “The Walking Dead” is a massive hit with the 18-to-49 rating. But of course, if you’re pitching products such as Celebrex or subscriptions to Readers Digest, you might want to steer clear of horrific gore fests and go with the kind of traditional sitcoms and dramas proffered by CBS.\n\nReach plus the target demographic. It’s advertising 101. And yet even as they spend vast sums on both traditional and digital media buys, many American retailers could reap powerful benefits by using private brands to deliver targeted messages right to their most valued customers. The key is to start thinking differently about the role of those private brands. Yes, these are products. But private brands also represents a medium of mass communication unto itself—with a targeted reach that can be as impressive as any traditional media buy.\n\nAd campaigns are all about consumer impressions. But think about the multiple impressions created, day in and day out, by the Private Brand lineup in retail environments. To be specific, every private brand purchase carries with it three distinct impressions:\n\nWhen the consumer sees the product on the shelf (presentation);\nwhen the shopper buys the product (purchase);\nand, finally, when the consumer actually consumes or uses the item (product experience).\n\nLet’s say a major national grocery chain happens to sell 50 million units annually across a broad spectrum of private brands. Not only will this translate into a whopping 150 million impressions annually, it will also give the company the ability to precisely target those impressions: For example, a grocer aiming to woo more affluent shoppers and compete with the likes of Whole Foods could ramp up its organic, non-GMO, premium line, all the while smartly branding it to send a clear message to these consumers about the chain’s commitment to quality and sustainability.\n\nIn this way, presentation, purchase and product experience can powerfully shape customer loyalty and bolster the company’s brand. This is a big departure from the traditional, product-led approach to private brand: “How do we source product at a good price, get it on the shelf as quickly as possible and sell as much of it as we can?” Where is the brand building in such an approach? Where is the appreciation for the sales and marketing value of well-executed private brands?\n\nA brand-led strategy is one in which you consciously tell a story. Every part of the process—the packaging, merchandising, product type (organic, natural, premium, etc.)—is seen as an opportunity to create a favorable impression.\n\nChains such as Safeway, Trader Joe’s, Wegmans and Kroger understand these dynamics. They have been using private brand to build stronger loyalty. The benefits here are twofold: It allows them to enjoy the profits generated by higher private brand sales, but it also helps them save money on traditional (and often extremely expensive) media spends. Indeed, private brand stalwart Trader Joe’s doesn’t even bother with traditional media. Its newsletter, The Fearless Flyer, isn’t the company’s primary ad vehicle—that role is played by the private brands in Trader Joe’s stores.\n\nFor years now, brands have used traditional media to tell a single story. For Volvo, that story hinges on safety. For Geico, it’s all about saving money. Likewise, you can use a diverse array of private brands to weave a thematically coherent narrative, so long as consistent elements of that story—i.e. particular brand attributes—echo throughout the respective private brands. For example, Walgreens brands—names like Nice, Good &amp; Delish, Ology, Pet Shoppe and more—combine to form a go-to-market strategy that supports a happy and healthy lifestyle. Walgreens has developed a private brand portfolio based on its target consumer, not just on category-related considerations.\n\nA Super Bowl ad makes lots of impressions, but only lasts 30 seconds. A brand-led private brand strategy will deliver results over the long term. This is simply a more powerful approach than the traditional focus on securing low cost product and putting it on the shelf without leveraging its sales, marketing and branding potential. Amid tenacious competition as well as trends such as consolidation, Internet retailing and product commoditization, can today’s retailers really afford to take such old-school strategies into the 21st century? Well, it’s important to play nice, so we’ll avoid calling them “The Walking Dead.”\n\nRead More: <a href=\"http://mypbrand.com/2013/10/30/private-brand-as-media-using-your-brands-to-build-customer-loyalty/\" target=\"_blank\">http://mypbrand.com/2013/10/30/private-brand-as-media-using-your-brands-to-build-customer-loyalty/</a>', 'Private Brand as Media: Using Your Brands to Build Customer Loyalty', '', 'inherit', 'closed', 'closed', '', '1876-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1876, 'http://cbx.cappendev.com/1876-revision-v1', 0, 'revision', '', 0),
(3010, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'The key is a sharp focus that extends to often-ignored customer-facing side of the business, writes veteran CBX brand consultant in the October issue of M&amp;A magazine.\nPrivate equity’s disappointing investments in several specialty retailers have led some pundits to question whether retail “category killers” are simply a bad bet for Private Equity investors. But in a column published in the October issue of Mergers &amp; Acquisitions magazine, branding agency CBX’s Todd Maute reframes the question to focus on whether investors pay enough attention to the customer-facing side of the retail business.\n\n“When most private equity firms invest in retailers, they typically focus on ramping up efficiencies and reaping the benefits of scale,” Maute writes. “These backend changes hinge on taking a hard look at headcount, systems, real estate, warehouses, the supply chain—just about any process improvements that could make the company more profitable. But the customer does not usually see or feel these changes directly.”\n\nIn the piece “The Secret to Success in Retail”, the consultant points to the central importance of brand strength and customer loyalty in today’s marketplace. Retail acquisitions that build a sterling reputation for both, he notes, tend to yield a higher return.\n\nTo illustrate this point, Maute cites Oak Hill Capital’s sale of Duane Reade, which gave the PE firm a return of about 1.5 times its approximate $400 million investment in the New York City drugstore chain. Prior to the overhaul, Duane Reade had floundered, Maute notes. “In the context of the challenges Duane Reade had faced prior to Oak Hill’s stewardship, this was an impressive result,” he writes. “What was so different about this new approach? It was customer-facing.”\n\nAs Maute outlines in the piece, the customer-facing changes at Duane Reade included: reinvigorating store interiors with a host of shopper-friendly design changes, launching a suite of successful private brands, and introducing new services such as “Doctor on Premises” walk-in healthcare, along with stores-within-stores such as the “Look Boutique” beauty concept.\n\nWhen Walgreen’s acquired Duane Reade from Oak Hill, Maute notes, its CEO made specific reference to the way these changes had boosted the attractiveness of the New York drugstore chain. “The Duane Reade nameplate had been transformed into an asset, and so had its private label line—a novel change for a retailer,” writes Maute, whose firm continues to work with Duane Reade on private label and store design initiatives.\n\nLikewise, Dollar General, which was acquired by KKR for $7.3 billion in 2007, became even more of a powerhouse by elevating the look and feel of its stores, launching a rebranding initiative, adopting customer-centric store formats, and more. “Dollar General went public in November 2009—the largest retail IPO in nearly 14 years,” writes Maute, whose firm did not work with that chain.\n\nIn the conclusion to the piece, he points to the considerable room for similar improvements at other, PE-operated retail chains.\n\n“By paying close attention to the customer-facing side of the chains they invest in, PE firms stand a much greater chance of maximizing return—even in the face of the admittedly daunting challenges arising from e-commerce,” Maute writes. “After all, high-def broadcasts haven’t killed live sporting events and TV evangelists haven’t stopped people from going to church. When retailers emphasize the point of differentiation their brands offer, and enhance the customer experience and relationship, they give people a reason to come to their stores in precisely the same way.”\n\n&nbsp;\n\nRead more: <a href=\"http://mypbrand.com/2013/11/11/private-brand-could-supercharge-private-equity-returns/\" target=\"_blank\">http://mypbrand.com/2013/11/11/private-brand-could-supercharge-private-equity-returns/</a>', 'Private Brand Could Supercharge Private Equity Returns', '', 'inherit', 'closed', 'closed', '', '1882-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1882, 'http://cbx.cappendev.com/1882-revision-v1', 0, 'revision', '', 0),
(3011, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>DALLAS — The Food Marketing Institute will encourage retailers to think like shoppers at its 2012 Private Brands Summit, co-located with FMI2012: The Food Retail Show.\r\nWhereas previous summits have drawn store-brand leaders already immersed in corporate brands, the latest iteration will cater to a cross-section of the food retail business with attendees interested in private-label opportunities, consumer trends and shopper loyalty, encouraged to attend.\r\n\r\nTwenty-five thousand retailers, wholesalers and suppliers representing 90 countries are expected to descend upon Dallas for FMI2012, with individual operators, such as Hy-Vee, sending well over 100 employees.\r\n\r\n“The benefit of combining FMI Private Brands with our FMI2012 is that it presents the opportunity to reach industry leaders representing every area of the retail business, and challenges them to think differently about their strategies and partnerships as they relate to private brands,” said Joe McKie (left), vice president of Private Brands for FMI.\r\n\r\nFMI’s Private Brands Education and Research Committee, co-chaired by Ralph Fischer, group vice president of food merchandising at Meijer; Edgar Elzerman, vice president Own Brands for Ahold USA; and John Graham, chief customer officer of Clement Pappas & Co., began working on the  agenda when the most recent Private Brands Summit concluded last fall.\r\n\r\n“The FMI private brands community really guides and directs our areas of focus and where they want to spend their time and ask questions and gain incremental insights that are going to help them be more competitive moving forward,” McKie said.\r\n\r\nThe summit’s educational workshop — one of seven tracks featured at the show — begins Monday, April 30, at 2 p.m. with a presentation by Harvey Hartman, founder, chairman and chief executive officer of The Hartman Group. Hartman will shed light on snacking trends, the products customers gravitate towards and gaining one’s fair share of mind and wallet.\r\n\r\nAnother summit highlight — the Idea Exchange Breakfast — kicks off day two. Participants will be organized into small roundtable discussions on “Increasing Private Brand Products in the WIC program,” “Building Collaborative Trading Partner Relationships” and “Private Brand Marketing.”\r\n\r\nAttendees will also hear from their peers during sessions such as “Building Strong Retail Brands through Multi-Faceted Collaboration,” a product development case study featuring Laura Sturdevant, director, product development for private brands at Walgreens; George Miketa, executive vice president, sales, Snacks Holdings Co.; and Todd Maute, partner at CBX.\r\n\r\nFMI will also share results from a partnered report with Buxton at the show, including a case study involving Meijer, Inc. and John B. Sanfilippo & Son. Buxton tested marketing efforts to provide an understanding of the best return on investment when marketing to loyal private-brand customers, and those likely to switch between private labels and national brands.\r\n\r\n\r\n<a href=\"http://supermarketnews.com/private-label/private-brands-summit-draw-wider-audience\" target=\"_blank\">http://supermarketnews.com/private-label/private-brands-summit-draw-wider-audience</a>', 'Private Brands Summit to Draw Wider Audience', '', 'inherit', 'closed', 'closed', '', '1683-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1683, 'http://cbx.cappendev.com/1683-revision-v1', 0, 'revision', '', 0),
(3012, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'The key is a sharp focus that extends to often-ignored customer-facing side of the business, writes veteran CBX brand consultant in the October issue of M&amp;A magazine.\nPrivate equity’s disappointing investments in several specialty retailers have led some pundits to question whether retail “category killers” are simply a bad bet for PE investors. But in a column published in the October issue of Mergers &amp; Acquisitions magazine, CBX’s Todd Maute reframes the question to focus on whether investors pay enough attention to the customer-facing side of the retail business.\n\n“When most private equity firms invest in retailers, they typically focus on ramping up efficiencies and reaping the benefits of scale,” Maute writes. “These backend changes hinge on taking a hard look at headcount, systems, real estate, warehouses, the supply chain—just about any process improvements that could make the company more profitable. But the customer does not usually see or feel these changes directly.”\n\nIn the piece (“The Secret to Success in Retail”), the veteran brand consultant points to the central importance of brand strength and customer loyalty in today’s marketplace. Retail acquisitions that build a sterling reputation for both, he notes, tend to yield a higher return.\n\nTo illustrate this point, Maute cites Oak Hill Capital’s sale of Duane Reade, which gave the PE firm a return of about 1.5 times its approximate $400 million investment in the New York City drugstore chain. Prior to the overhaul, Duane Reade had floundered, Maute notes. “In the context of the challenges Duane Reade had faced prior to Oak Hill’s stewardship, this was an impressive result,” he writes. “What was so different about this new approach? It was customer-facing.”\n\nAs Maute outlines in the piece, the customer-facing changes at Duane Reade included: reinvigorating store interiors with a host of shopper-friendly design changes, launching a suite of successful private-label brands, and introducing new services such as “Doctor on Premises” walk-in healthcare, along with stores-within-stores such as the “Look Boutique” beauty concept.\n\nWhen Walgreen’s acquired Duane Reade from Oak Hill, Maute notes, its CEO made specific reference to the way these changes had boosted the attractiveness of the New York drugstore chain. “The Duane Reade nameplate had been transformed into an asset, and so had its private label line—a novel change for a retailer,” writes Maute, whose firm continues to work with Duane Reade on private label and store design initiatives.\n\nLikewise, Dollar General, which was acquired by KKR for $7.3 billion in 2007, became even more of a powerhouse by elevating the look and feel of its stores, launching a rebranding initiative, adopting customer-centric store formats, and more. “Dollar General went public in November 2009—the largest retail IPO in nearly 14 years,” writes Maute, whose firm did not work with that chain.\n\nIn the conclusion to the piece, he points to the considerable room for similar improvements at other, PE-operated retail chains.\n\n“By paying close attention to the customer-facing side of the chains they invest in, PE firms stand a much greater chance of maximizing return—even in the face of the admittedly daunting challenges arising from e-commerce,” Maute writes. “After all, high-def broadcasts haven’t killed live sporting events and TV evangelists haven’t stopped people from going to church. When retailers emphasize the point of differentiation their brands offer, and enhance the customer experience and relationship, they give people a reason to come to their stores in precisely the same way.”', 'Private Equity Could Supercharge its Retail Returns, Maute writes', '', 'inherit', 'closed', 'closed', '', '1879-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1879, 'http://cbx.cappendev.com/1879-revision-v1', 0, 'revision', '', 0),
(3013, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Manufacturers and retailers are partnering to create innovative ideas that have a big impact</strong>\nRetailers continue to refine their private label strategies, with packaging playing an essential role. The latest package designs put the \"brand\" in store brands, with smart looks that convey differentiated quality. And in some cases, the packaging also offers environmental benefits.\nChanges in the retail environment, supply chain and consumer preferences have paved the way for today\'s private label designs. \"From a packaging standpoint, consolidation on the manufacturing side, coupled with consolidation on the retail side, has given an opportunity to innovate more and be more strategic,\" says Todd Maute, partner at branding firm CBX, New York.</br>\nRather than mimicking the packaging of national brand owners, \"Retailers [are] partnering with manufacturers to innovate and create unique and differentiated items and trying to be first to market versus second or third,\" Maute adds. That \"has a significant impact on the strategic value of the package.\"</br>\nThe Simply Balanced brand from Minneapolis-based Target Corp. illustrates the shift. This new, healthier-for-you store brand launched in June 2013 and replaces the retailer\'s Archer Farms Simply Balanced and Archer Farms Organic private labels. The new brand includes beverages as well as grocery items.</br>\nTarget is \"strategically creating brands and unique package designs based off of what the consumer\'s expectation is in that marketplace. I call that a \'control brand\' strategy -- individual control brands that when created and designed and packaged are really there to support what they want that bull\'s-eye to mean in the customer\'s mind,\" Maute says, referring to the red bull\'s-eye logo that appears in Target\'s advertising and stores—but not on its private-label packaging.</br>\nChristopher Durham, president and chief strategist at My Private Brand, Omaha, Neb., notes the innovative graphics Target chose for its Simply Balanced packaging.</br>\n\"It\'s a very clean line, it\'s very simple,\" Durham says. \"The design certainly is a bit more whimsical or playful than we\'ve seen [with] a lot of the natural and organic designs … over the last few years, [which has] nothing fun about it.\" He explains that most natural and organic packaging, private label and otherwise, tends to \"lean on the ingredients and the seriousness of everything they\'re doing.\"</br>\nIn contrast, Durham says, the Simply Balanced package design is \"fun\" and seems designed to \"appeal to \'her,\' our shopper that\'s … trying to take better care of her family. To me, that comes to life in that packaging. Even the photography is not so serious. If you look at how that brand is positioned, Simply Balanced, it\'s very straightforward and direct and makes it easier for \'her.\'\"</br>\nMany Simply Balanced packages also incorporate a teaser of nutritional data on the front panel or label -- \"36g whole grains per serving\" or \"100 percent juice,\" for example -- to give consumers essential information without needing to turn the package over. The brevity of the data keeps the front panel from getting cluttered.</br>\n<strong>Signature store brands</strong>\nPrivate label-driven retailer Aldi, Batavia, Ill., also launched an organic store brand recently plus specialty product lines, each with its own brand identity. \"Today, retailers like Aldi are realizing the importance and impact of creating and building brands,\" says Richard Barkaway, creative director at Studio One Eleven, a division of Berlin Packaging, Chicago.</br>\n\"A good example of this is Aldi\'s Asian-inspired line, called Fusia, or their all-natural Simply Nature healthy line of products. Aldi even developed a premium line called Specially Selected, which [is] an origin-inspired line of imported products,\" Barkaway says.\nIn each case, packaging graphics establish a distinctive look and feel for the brand. The Specially Selected packaging, for example, uses script in the logo, a \"Passion for Food\" stamp-like icon and banners of bold color on an elegant black background. Launched this April, the Specially Selected line features specialty and imported products such as gourmet salad dressing, coffee, pasta, cookies, meats and cheeses.</br>\nThe marketplace reality -- and not just for Aldi -- is that \"consumers have become far more sophisticated shoppers over the past decade and are no longer looking for just the convenient value brand,\" Barkaway says. Consequently, \"retailers are no longer interested in the [me-too] strategy and are now developing believable, authentic brands that consumers resonate with.\"</br>\n<strong>Waste not</strong>\nA brand attribute with resonance for consumers in both the U.S. and the United Kingdom is environmental consciousness. For that reason, and as a matter of corporate citizenship, more retailers are taking the environment into account as they design, or redesign, their private-label packaging.\nAs part of a larger environmental mission, U.K. grocery retailer Waitrose has in recent years focused on reducing the amount of packaging it uses for its private-label products. In an announcement earlier this year, the company pledged to reduce its packaging by half by 2016 (compared with 2005).\nRecent changes to the packaging for three of Waitrose\'s private label product lines will save almost 100 tonnes of packaging annually, according to the company.</br>\nThe retailer relaunched its Menu from Waitrose line of prepared meals, which includes 49 products, reducing the package\'s sleeve width. This change will eliminate 33 tonnes of packaging annually, which translates into a 20 percent weight reduction overall.\nThe redesigned Menu from Waitrose packaging uses a lacquered aluminum tray, which lets consumers cook the products in a conventional oven and serve them in the package -- no baking or serving dishes required. The tray is recyclable.</br>\nIn addition, for its Good to Go private label sandwiches and snacks, Waitrose redesigned the packaging to reduce materials use. For example, it increased the size of windows on sandwich packs and switched from labeled packaging to printed bags for fruit portions. Thanks to these kinds of changes, Good to Go packaging has been reduced by 25 tonnes per year.</br>\nThe third change is an extension of the flow-wrap package that Waitrose rolled out three years ago for private label minced and diced beef. The retailer now also packages lamb and pork in the pouch, eliminating the plastic trays typically used in meat packaging. By getting rid of the pork and lamb trays, Waitrose says it will reduce its meat packaging by 38 tonnes per year.</br>\nIn addition to helping at the macro level by keeping trash out of landfills, Waitrose\'s packaging changes make life easier for consumers. They have less trash to deal with, and the flow-wrap meat packs take up less space in the refrigerator than the old meat packs did. There\'s also the green glow that comes from buying a package that\'s more environmentally responsible.</br>\nThis consumer angle is essential, Barkaway says: \"Designing a successful package is all about shoppability and making the user experience enjoyable for the consumer.\"</br>\n<a href=\"http://www.foodprocessing.com/articles/2013/private-label-packaging.html\" target=\"_blank\">http://www.foodprocessing.com/articles/2013/private-label-packaging.html</a>', 'Private Label Packaging Playing an Essential Role in Retailer Brand Strategies', '', 'inherit', 'closed', 'closed', '', '1844-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1844, 'http://cbx.cappendev.com/1844-revision-v1', 0, 'revision', '', 0),
(3014, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p>Private label products are no longer the dowdy stepsisters of national brands. In fact, the quality and variety of private label food is better than it has ever been. And to position the products vis-à-vis national competitors, private labelers are relying on packaging that\'s every bit as impactful as that of leading national brands.\r\nPackage graphics, in particular, are playing a central role. Retailers are turning to graphics to create a store-wide presence for their private label offerings and also to convey the quality of new premium and artisanal private label lines.\r\n\r\n<strong>Packaging line looks</strong>\r\nIn years gone by, private label products were a cheap alternative to leading national brands, with little to no emphasis on the \"brand\" component of the store brand. But that\'s changing, and the result is a new generation of private label programs that emphasize a unified brand look across food categories.\r\n\"Retailers are asking, \'How do I create a brand that I can use across 250 categories and 3,000 SKUs so that I can tell a brand story? So if somebody is really satisfied buying my [private label] cereal and they see a similar looking package in canned goods, they\'ll get the same perception,\' \" says Todd Maute, partner at branding firm CBX (www.cbx.com), New York.\r\n\r\n\"There has been a trend as of late where retailers are going more toward \'line looks,\' which are a common theme across all categories,\" Maute adds. \"The primary driver behind line looks is … to build a common story for the brand.\"\r\n\r\nThis strategy drove a recent private label repositioning initiative at Longo\'s (www.longos.com), a Vaughan, Ontario-based grocery. Longo\'s is a family-owned company with 25 stores in the greater Toronto area. Working with integrated retail agency Watt International (www.wattintl.com), Toronto, Longo\'s executed the refresh, which resulted in a two-tier private label program.\r\n\r\nLongo\'s new mid-tier private label offerings are \"value\" products — quality but everyday products with lower prices than national brands. The other tier, Longo\'s Signature, is a premium product line.\r\n\r\nProducts in both tiers are merchandised in many departments throughout the store, and the package design for each tier overcomes inconsistencies in fonts, imagery, design elements and logo placement on Longo\'s previous private label packaging.\r\n\r\nUnique design elements, including color schemes and typefaces, differentiate the packaging of each tier from the other — and from national competitors. Even the Longo\'s logo is different between tiers. The mid-tier logo is the Longo\'s name in white on a ground of red, with two small green leaves (in place of an apostrophe) to connote freshness.\r\nThe Signature logo, in contrast, uses a handwritten font and round stamp. The idea is that \"our family endorses it, because it has that Longo Bros. signature stamp,\" explains Jenny Longo, director of private brands. The Signature logo and package design were created to elevate the brand and deliver a \"premium look and feel,\" she adds.\r\n\r\nLongo\'s private label products currently comprise about 700 SKUs, about 90 percent in the mid-tier and 10 percent in Signature. The company started its private label revamp in 2009, and in the two years that followed \"revised everything,\" Longo says. That included introducing 400-plus new SKUs, refreshing some existing SKUs and discontinuing others. \"The process was intense, and it was a huge undertaking.\"\r\n\r\nThe results of the tiered private label program are encouraging. Longo\'s reports that its private label penetration in the Canadian market rose from 4.6 percent in 2008 to 8.2 percent in 2011. By 2017, the company hopes the figure will grow to 20 percent.\r\n\r\nSunflower Farmers Market (www.sunflowermarkets.com), Phoenix, also relaunched its 600-SKU private label line recently. The effort included a thorough packaging redesign. Sunflower, a chain of natural food stores in the western and southwestern U.S., worked with Vertis Communications (www.vertisinc.com), Baltimore, on the relaunch.\r\n\r\n\"I haven\'t come across a private label line that really understands its niche the way Sunflower does,\" says Steve Beckman, former vice president of creative services at Vertis.\r\n\r\n\"They\'re not an \'organic store.\' They do have a lot of organic products, but that\'s not the mainstay of what they are. It\'s a farmers\' market.\" Thus, freshness and messages like \"from our farm to your table\" are fundamental to the Sunflower store brand.\r\n\r\nBeckman points out that at a traditional farmers\' market, shoppers can talk with farm-stand marketers to learn about products and get recommendations. However, \"you can\'t do that in a store. So we tried to get the products to speak for themselves, and one of the ways we did that was with really innovative copy writing and informative [elements] on the packaging. Another was with the introduction of QR codes.\"\r\n\r\nThe quick-response (QR) codes connect shoppers in real time, via their smartphones, to web-based product information that could influence purchasing. Sunflower is purportedly one of the first private labelers to use QR codes on packaging.\r\n\r\nBoxes of Sunflower All-Natural Cereal display a QR code on-pack, but not all Sunflower products do. \"I don\'t typically recommend QR codes on packaging,\" Beckman says, because in many cases relevant information can be communicated better using text, graphics and other on-pack design elements.\r\n\r\nSo Sunflower \"products that don\'t have as full of a story\" don\'t get an on-pack QR code, he says. But \"products that are truly unique are getting it.\" For those that do display a QR code, Sunflower has developed linked web content that educates shoppers about, for example, where the products or their ingredients come from.\r\n\r\n<strong>Premium and artisanal products</strong>\r\nIn addition to the shift to store-wide private label lines, industry observers are noticing continued growth of premium and artisanal private label products.\r\n\"Premium [private label] is, in my opinion, a trend that will continue to grow, because the goal is to offer a better product than exists in the category today, still at a better price point than the comparable national brand in the category,\" says CBX\'s Maute. \"So it\'s a nice way for retailers to differentiate themselves in the marketplace.\"\r\n\r\nFor these high-end products, packaging that accurately conveys the item\'s quality is essential. The Great Atlantic & Pacific Tea Company, Inc. (www.apfreshonline.com), Montvale, N.J., leveraged package graphics to communicate artisanal qualities when it launched the Jersey Tomato Sauce line under its Food Emporium Trading Company private label. Vertis Communications designed the Jersey Tomato Sauce packaging for A&P.\r\n\r\nThe four products in this product line are made in small batches by \"two guys from New Jersey who are passionate about tomatoes,\" says Beckman. \"They buy the Jersey tomatoes the second they\'re ripe and make this sauce at that time. So it has a lot of artisan craftsmanship about it, and we wanted to bring that out in the design. Also, it\'s very Jersey and we wanted it to have a little bit of Jersey attitude, as well.\"\r\n\r\nTo balance those objectives and stand out on-shelf, the designers chose a weathered look for the brand name and tomato illustration — plus a prominent \"Made with Jersey Fresh Tomatoes\" icon on the front of the package. The 25-oz. glass jars are decorated with pressure-sensitive labels.\r\n\r\nRestaurateurs are also getting onboard with artisanal private labeling. When family-owned Carmella\'s Italian Bistro (www.carmellasbistro.com), Appleton, Wis., decided to launch a private label version of its house-made sauces, package design was a key consideration.\r\n\r\nDirections Marketing designed Carmella\'s package graphics, and WS Packaging Group Inc. (www.wspackaging.com), Green Bay, Wis., printed the labels using a digital printer. Digital printing is geared to low-volume, high-quality print runs and is much more cost-effective for small-batch projects than high-volume, high-quality printing technologies such as rotogravure.\r\n\r\n\"We chose an off-white uncoated paper stock traditionally used for wine labels, which combined visual texture as well as an in-hand feel,\" says Aaron Graff, art director at Directions Marketing (www.directionsmarketing.com), Neenah, Wis. \"The design was kept clean and simple, highlighting a primary ingredient. Both of these cues combined to offer a fresh approach to the category by reflecting the simple, natural and handcrafted essence of the Carmella\'s sauces.\"\r\n\r\nGraff adds the pressure-sensitive label stock\'s visual and tactile attributes \"work together to portray Carmella\'s as a premium handmade sauce.\"\r\n\r\n<a href=\"http://www.foodprocessing.com/articles/2012/private-label-packaging-steps-out.html?page=2\" target=\"_blank\">http://www.foodprocessing.com/articles/2012/private-label-packaging-steps-out.html?page=2</a>', 'Private Label Packaging Steps Out', '', 'inherit', 'closed', 'closed', '', '1661-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1661, 'http://cbx.cappendev.com/1661-revision-v1', 0, 'revision', '', 0),
(3015, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Design firm brings California cool to a legacy brand</strong>\r\n\"Orange is orange is orange is orange.\" That was the challenge design firm CBX faced last year when it was tasked with giving the Sunkist soda brand a redesign. \"Unlike the stalwarts of Coke and Pepsi, or even specific flavors like Dr Pepper ... the three orange [soft-drink] players are perceived as similar,\" says Satoru Wakeshima, general manager at New York-based CBX.\r\n\r\nCBX had to take its client Dr Pepper Snapple Group\'s venerable Sunkist brand and elevate it above all other orange sodas. In order to do that, says Wakeshima, \"you need to give people a reason to believe.\"\r\n\r\nThe brand\'s heritage stems from the original Sunkist fruit growers. And a certain segment of the population still has a nostalgic fondness for that brand legacy. But that\'s not whom the company was targeting.\r\n\r\n\"How can we make people fall in love with Sunkist again? How do we make it relevant to a younger audience?\" says Wakeshima. \"How can we get them to really feel like this is a brand that is relevant attitudinally?\"\r\n\r\nTo help get inspired, CBX designers decked out their studio war room in California \"beach chic.\" Real sand was poured on the floors. Beach scenes and sunsets covered the windows. Beach balls, surfboards, beach chairs and towels were thrown across the tables. The result of all that method design is a bright, sunny, mouthwatering representation of the California sunshine. \"There\'s an appeal to that kind of California cool attitude that is laid-back, easygoing, but still has a lot of energy,\" Wakeshima says. \"That\'s very, very relevant to a millennial market. The personality of the brand is radiant, driven and optimistic.\"\r\n<p style=\"text-align: left;\"><img class=\"wp-image-8307 aligncenter\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2014/07/Sunkist2.jpg\" alt=\"Sunkist2\" width=\"619\" height=\"541\" /></p>\r\n<p style=\"text-align: left;\">Source: CSP, Issue: May June 2014 - Page 104</p>\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n&nbsp;', 'Putting the Sun Back in Sunkist', '', 'inherit', 'closed', 'closed', '', '1977-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1977, 'http://cbx.cappendev.com/1977-revision-v1', 0, 'revision', '', 0),
(3016, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'In preparation for the judging of the annual Vertex Awards International Private Brand Design Competition I sat down with each of the judges and asked them five questions about Private Brands, package design and differentiation – their answers present a unique global perspective and depth of knowledge of the retail brand space.\r\nThe competition closes January 15th so <a href=\"http://www.vertexawards.org/\" target=\"_blank\"><span style=\"color: #000000;\">ENTER TODAY</span></a>.\r\n\r\nToday’s conversation is with Rick Barrack, Chief Creative Officer &amp; Managing Partner, CBX New York, United States\r\n\r\n<strong>What was your first memory/experience of Private Brand?</strong>\r\nMy mom serving me Kroger’s Frosted Flakes.\r\n\r\n<strong>What does the future of retail owned brands look like?</strong>\r\nIn the future, I predict that “retail owned brands” will be hardly distinguishable from national brands. We’re seeing more and more that retailers are treating their owned brands as importantly as their national brand counterparts. Take Walgreens – this summer they created a TV ad to promote the Ology brand. Does that sound like a national brand move or what?\r\n\r\n<a href=\"http://mypbrand.com/2015/01/08/questions-with-the-vertex-judges-rick-barrack/\" target=\"_blank\"><img class=\"alignleft  wp-image-8751\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/01/WalgreenOlogy_Video.jpg\" alt=\"WalgreenOlogy_Video\" width=\"648\" height=\"360\" /></a>\r\n\r\n<strong>How important is strategy to the success of a Private Brand?</strong>\r\nStrategy is incredibly important – at CBX we like to say that without strategy, design is just a bunch of pretty pictures. But arguably even more important for a private brand to be successful is having commitment from the retailer. Not just at shelf, but also within the broader context of the store and through advertising, marketing and branding channels.\r\n\r\n<strong>What role should design play in solving retail problems?</strong>\r\nDesign is a tool that can make private label brands connect with their consumers on an emotional level – which is a huge hurdle to overcome. Once your brand has secured a loved place in your consumers’ hearts and minds, you’ll be one step closer to gaining brand loyalists – a goal for all retailers.\r\n\r\n<strong>What advice do you have for retailers trying to take their brands to the next level?</strong>\r\nCommit to your private brand and to telling the brand’s narrative consistently at all touch points. Try hero-ing your private label brands like The Home Depot heroes the Behr paint portfolio (from TV ads, to print marketing, to in-store displays, Behr is strongly and beautifully promoted). Or try investing in product demonstrations, or an industry-focused magazine that tastefully reinforces the brands you’re trying to push. Success in elevating your private brands takes hard work and commitment. But when done right, the rewards will pay off.\r\n\r\nThe full article is available <a href=\"http://mypbrand.com/2015/01/08/questions-with-the-vertex-judges-rick-barrack/\" target=\"_blank\">here</a>.', 'Questions with the Vertex Judges: Rick Barrack', '', 'inherit', 'closed', 'closed', '', '2053-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2053, 'http://cbx.cappendev.com/2053-revision-v1', 0, 'revision', '', 0),
(3017, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Mom is no longer the only consumer shopping the retail aisle. Changing consumer demographics mean brand owners must rethink their packaging to hit a new bull’s-eye.</strong>\r\nNot long ago, it seemed that supermarkets were designed to speak to one audience, and one audience alone: Mothers. Nearly every product in every aisle was designed for Mom and her family. But today, it’s not all about Mom. Consumers are changing and so are brands. There are new generations, new behaviors, new attitudes, and ultimately new target audiences to consider\r\n\r\nSuccessful brands are finding unique ways to reach and attract new consumers to their brand. That often means shifting a brand’s focus away from the traditional bread-and-butter audience, toward another audience that could generate a new revenue stream. This is more than thinking out-of-the-box; this is creating a new box altogether, and it is the way that industry leaders have managed to stay on top of the competition in an age when competition is fierce.\r\n\r\n<strong>Rethinking gender stereotypes</strong>\r\nOne exciting example of this kind of retargeting is the proliferation of playthings and weaponry targeting young girls. Toy companies such as Hasbro, and Zing have retargeted their typically male audiences after the popularity in recent years of fighting-centric female heroines in movies such as The Hunger Games, Divergent, and Brave, and are now creating weaponry and action figures specifically for young girls.\r\n\r\nWhile it is extremely welcome to see such a shifting of gender stereotypes, especially in a category known for gender socialization, these products—which include bows and arrows, shooters, and action figures—are still luring their audience with “girlie” colors like pink and purple, and patterns including hearts, stars, and animal prints. Nerf’s Rebelle line of weapons skillfully incorporates “belle” into its name; another company’s “action shooter” shoots marshmallows. While this may make feminist mothers cringe, the truth is, these toy companies are aware of a new female archetype that is emerging for today’s young girl, one who can be both tough and aggressive yet also feminine and demure. The Hunger Games’ Katniss Everdeen perfectly embodies this dichotomy, and so do thousands of young women who worship her across the country.\r\n\r\nWhile a rise in female pop culture heroines has brought about new types of toy products, the feminine hygiene category had a different challenge: How do you attract younger consumers to your brand who perceive it to be dated and old-fashioned? Brands like U by Kotex* revolutionized the category by moving away from the demure messaging and understated, pastel packaging that was typical of the category in previous decades, and instead targeting a new generation—Millennials—with bold graphics, black packaging, and down-to-earth, honest messaging. These were not your mother’s tampons; in fact, U by Kotex* offers special, limited-edition tin cases that you actually want to show off inside your bag, rather than hiding them in embarrassment\r\n\r\nRemember the day when metrosexual was a new idea? Today, the beauty industry has recognized that men who care about the way they look are just…men who care about the way they look, which accounts for the majority of men today. Brands like Dove and Nivea have identified a new target in men, and acknowledge that yes, they are just as interested in hair care, skin care, and shaving as women are. This is more than Dove going after men with gray packaging and adding the word “Men” to the brand name; this is about a shifting point of view in sexuality and gender stereotypes, just as it is with girls and weaponry. The fact that nearly every skin-care and hair-care company is going after this audience leads you to wonder: When is Cover Girl going to come out with Cover Boy?\r\n\r\n<strong>Seize the moment</strong>\r\nThese brands are examples of how to successfully expand your audience and reach new consumers. Every single demographic—Millennials, Gen Xers, Baby Boomers, toddlers, at-home dads, and so on—has considerable purchasing power. So how can your brand seize this moment and continue to grow with these consumers?\r\n1. Rethink your audience.\r\n2. Think outside the box.\r\n3. Be daring.\r\n4. Have fun.\r\n\r\nIf you do, you may just hit the bull’s-eye like Katniss Everdeen—and possibly start a (brand) revolution of your very own.\r\n\r\nRead more: <a href=\"http://www.packworld.com/package-design/strategy/ready-reaim-fire-targeting-new-audiences-through-package-design\" target=\"_blank\">www.packworld.com/package-design/strategy/ready-reaim-fire-targeting-new-audiences-through-package-design</a>\r\n\r\n&nbsp;', 'Ready, (Re)aim, Fire: Targeting New Audiences Through Package Design', '', 'inherit', 'closed', 'closed', '', '1972-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1972, 'http://cbx.cappendev.com/1972-revision-v1', 0, 'revision', '', 0);
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(3018, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Get results through a more nuanced approach to cost containment </strong>\r\nDay in and day out, managing costs is part and parcel of the retail business. For retail chains, this means always being on the lookout to do things such as ramp up backend efficiencies or trim the bottom 10 percent of underperforming stores in the portfolio. Call it “cost-consciousness.” It’s a strategic imperative that retailers must maintain if they want to survive in today’s highly competitive marketplace.\r\n\r\nThe same holds true when retailers develop their private label packaging; the question is: Does this need to be core to a private label’s DNA?\r\n\r\nMost retailers make a practice of asking manufacturers to keep the component costs of store brand product lines under tight control. Those costs certainly include the package. After all, every component of the package and its design — the box, the ink, the artwork, you name it — comes at a cost, right?\r\n\r\nTrue enough, but being competitive in today’s retail market is also about building and leveraging private brands in ways that differentiate retailers and cement customer loyalty. In that context, building your brand is clearly about much more than containing costs.\r\n\r\nIn fact, going to market with best-in-class private brands is really a wise long-term investment. When retailers and manufacturers work together with design firms and all appreciate the value of sophisticated approaches to private brand building, they are more likely to benefit. Arguably, though, it is all too easy in this day and age to underappreciate the true value of private label packaging and, consequently, to underinvest in it.\r\n\r\nShould the next evolution in private label be to evolve the quality and design standards of the package? Why not? It’s the primary — if not the only — marketing tool private label gets.\r\n\r\n<strong>Question the status quo</strong>\r\n\r\nFor the past 20 years, leading retail chains have continued to embrace more sophisticated approaches to private label. As a result, a growing number are willing to make national brand-like investments in the initial research and testing phase of the process and to mine data in ways that help them better promote those private brands and better understand how those brands will resonate with customers.\r\n\r\nAnd yet when retailers move to execute on the packaging design, all too often their concerns about cost take over. As the industry sees it, shouldering the cost of package design is ultimately a component cost of goods versus a strategic investment into a marketing tool that can drive growth. When viewed as an investment, this becomes an opportunity for collaboratively developing the right products with the right quality in the right package. Instead of battling over costs, focus on the impact of the first moment of truth at shelf on customers. Skimping on design costs hinders the retailer’s ability to get the product perception right.\r\n\r\nYou can understand this perspective: The whole point of a private label program is to have a value offering in the category, but “value” and “low price” are not synonymous. Retailers and manufacturers spend way too much time trying to cut costs on packaging, which is their main selling tool. Put simply: Better design leads to more sales, which lead to benefits (loyalty, growth, emotional connection, value) for all parties involved. So why are we all still battling over the cost of designing a great package? Let’s all start working together to drive sales.\r\n\r\n<strong>Realism vs. idealism</strong>\r\n\r\nSo is the notion that retailers and manufacturers could invest more into private label packaging too idealistic? Possibly. But consider the stark contrast between the level of investments in the national brand world versus what happens in the realm of private label. Let’s say two companies — one a national brand manufacturer and the other a retailer with a private label line — want a design firm to create new packaging for a dog food brand. Typically the private label constituents will be willing to pay a fraction of what consumer packaged goods (CPG) companies will allocate for such a project, understandably so. The store brand most likely doesn’t have the same volume and brand awareness in the category, so it’s not as able to scale and amortize. Yet a few dollars more for a design would most likely be offset by that incremental growth.\r\n\r\nWith CPG companies, by contrast, brand is everything and packaging rules. Clearly, CPG leaders see packaging as a powerful marketing tool that allows them to differentiate from the competition. They understand that brand impressions at shelf are more valuable than traditional TV or magazine ads. They know that whenever shoppers interact with that package, they are creating impact and a connection. Let’s look at the value of keeping your package design relevant and on trend. Let’s say you have a $1 billion store brand with 20 percent market penetration, and that redesigning your packaging will translate into at least a 2 percent lift. That’s $20 million in growth, and the design expense would be a fraction of that (and, as I see it, a worthy investment.)\r\n\r\nThe time has come for retailers and manufacturers to ask themselves the hard questions. Is building a brand a component cost of goods, or is it an investment in your future? If you view it as the latter, how much are you willing to stretch in pursuit of that goal? How do you balance the need to manage costs with the reality of a private label marketplace in which brand sophistication is rapidly becoming the price of entry?\r\n\r\nThere are no universal answers here. But to speak frankly about the matter, the failure to consider these issues at all is starting to seem downright archaic.\r\n\r\nOriginally published in <a href=\"http://www.storebrands.info/store-brand-insights/experts-insights/reconsider-packaging-design?cc=28\" target=\"_blank\">Store Brands</a>\r\n\r\n&nbsp;', 'Reconsider packaging design', '', 'inherit', 'closed', 'closed', '', '2121-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2121, 'http://cbx.cappendev.com/2121-revision-v1', 0, 'revision', '', 0),
(3019, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<p><strong>New look emphasizes innovation and market leadership position</strong>\r\nNew York, NY - November 3, 2008 - In just five minutes parents can discover if their children are using drugs thanks to First Check, a home drug test that is being marketed nationally. Inverness Medical Innovations, LLC, acquired the brand in 2007, and immediately embarked on a package design overhaul to solidify its leadership position and reflect its image as an innovator. The First Check brand, with a 60% share, and sales of over 1.2 million tests each year, offers six versions of its lab-accurate home drug tests that cover a range of 12 different drugs.\r\n\r\nOther products in the line include screening for cholesterol and colon cancer.\r\n\r\nCBX, a New York-based strategic brand consultancy, was brought in to create a branded family look across the entire line. \"The home drug test market is so new that most people don\'t know that these products can be purchased at the local pharmacy,\" says Gregg Lipman, managing partner, CBX. Research revealed that although First Check was primarily marketed to parents attempting to curb or prevent their children\'s drug use, a large segment of buyers were using it to self test and monitor themselves prior to mandated drug tests.\r\n\r\nThe redesign of the brand focused on communicating the over 99% accuracy of the test and the proprietary consumer-friendly cup design. The CBX design team had the unique opportunity to define the look for this new category and created a brand architecture that projects a confident image across the line. A rich blue background color for the outer box enhances shelf presence. A bold new logo incorporates a check mark within the letter \"k\" and forms a lock-up with the \"lab accurate\" descriptor while the custom typeface communicates confidence. The new, enlarged cup image highlights the ease-of-use of the product as well as its proprietary technology. Each of the six versions of the test from marijuana to cocaine to prescription drugs is color-coded to complete the family look of the brand and make it easy for consumers to shop the category.\r\n\r\nThe same brand architecture extends to the cholesterol and colon cancer packages to retain the family look. In place of the color-coding are images of people enjoying an active lifestyle.\r\n\r\n\"From every angle, our brand presence truly conveys the confidence of a leader and innovator,\" says Julie Godon, Director of Marketing Inverness Medical Innovations, LLC. \"In addition, the brand promise of accuracy and easy-to-use technology is instantly communicated on shelf.\" \r\n\r\nFirst Check is sold at pharmacies, including CVS, Rite Aid, Target and Wal-mart, and at firstcheckfamily.com, drugstore.com and other online outlets, with a suggested retail price ranging from $15.99 to $39.99.</p>', 'Redesign of Home Tests for Drug Use and Medical Screening Passes with Flying Colors', '', 'inherit', 'closed', 'closed', '', '1642-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1642, 'http://cbx.cappendev.com/1642-revision-v1', 0, 'revision', '', 0),
(3020, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'By Gregg S. Lipman:\r\n\r\nThe President has been re-elected, the media circus has died down, and Nate Silver is digging up statistics on some new topic -- the Petraeus affair, the Fiscal Cliff, the odds of Black Friday being moved to the week after Labor Day, perhaps?\r\n\r\nUgh. So what\'s next for \"the Greatest Nation on Earth\"?\r\n\r\nI\'m thinking it\'s time to refresh America the brand. And it ain\'t the color scheme that needs a shot in the arm.\r\n\r\nElections are always ugly, and this year\'s was certainly no different. Millions of dollars were spent slandering the opposing parties, at a time when we could have been using that money to dig ourselves out of a massive financial hole. The gap between Republicans and Democrats (not just far right Tea Partiers and far left liberals) grew wider than ever before (thank you dear Internet). In the midst of all this craziness, we lost sight of the qualities that make our country so damn awesome and weakened our own brand. In a nutshell, we\'re fragmented, identity-challenged and -- methinks -- suffering from low self-esteem.\r\n\r\nWe were built on unity, but now we\'re divided into sparring factions. We always knew who we were, but now we\'re letting others define us. We were built on a healthy ego, but now we\'re doubting our own abilities. We\'ve had loud people yelling on one side and loud people yelling on the other, but the truth is that what makes America great lies right down the middle.\r\n\r\nWhen a brand steps away from its principals, it needs to take a breath, reflect and figure out how to get back to them. What are the attributes and equities at our core? How do they deliver against a higher order that lives in the hearts and minds of our people?\r\n\r\nLet\'s get that star shining again. Divided into red and blue parties for several years, it\'s now time to become red, white and blue, again.\r\n\r\n\r\n<strong>America the Brand</strong>\r\n\r\n\r\n<strong> DIVERSITY </strong>\r\n\r\nDiversity is America\'s most potent brand attribute and the cornerstone for some of our warmest brand nomenclature: Melting Pot. It\'s a founding attribute and a growing attribute, one with depth, breadth and legs that will fuel the benefits of our brand for years to come. As American majorities shift and change in the near and far term, we should keep in mind that our diversity comes with the territory.\r\n\r\n\r\n<strong>UNITY </strong>\r\n\r\nUnity is America\'s brand ambition. Now\'s a good time for us to leverage the robust equity-quest built into our constitution as we continue to form, and relentlessly strive for, a more perfect Union. Unity as an ambition is healthy. In theory, it would give us a holistic voice and provide a safe haven for American commonality in belief or approach that could actually glue our brand\'s warring factions together -- look at Chris Christie and Obama. Maybe we\'re closer than we think.\r\n\r\n\r\n<strong>INNOVATION </strong>\r\n\r\nInnovation is the brand promise that America broke. But fear not...we have the right to win here. Innovation lies deep within the roots of our being. We were built on new ideas and we have nurtured idea making throughout our history -from our government\'s inception to our 20th century manufacturing leadership. As our cultural identity reels from recent innovation declines, it\'s time to channel the Wilbur and Orville in all of us and re-build this promise for ourselves. (Because we\'re worth it.)\r\n\r\n\r\n<strong>OPTIMISM </strong>\r\n\r\nOptimism is America\'s emotional benefit and our innermost brand feeling. It\'s the wind that allows our brand to soar (if you\'ll forgive the emotional blather). Optimism drives America the brand forward, and picks our fallen brand up, dusting it off with a chuckle. If you listen carefully, you can hear America\'s optimism surging forward right now. It\'s the shining light post Superstorm Sandy, it\'s the drive that powered us through election mayhem, and it\'s the equity to leverage as we re-ignite our hopeful prosperity for generations to come.\r\n\r\n\r\n<strong>FREEDOM </strong>\r\n\r\nFreedom is the highest order of America the brand, our pyramid top of self-actualization. Freedom is the crux of our brand purpose, the reason we exist, our core truth, and our brand belief rolled into one. Freedom is inherently, innately and immeasurably our brand everything and none of us -- or our individual ideologies -- would be here if IT wasn\'t.\r\n\r\n\r\nNow that, ladies and gentleman, is a brand! What\'s not to love?\r\n\r\n\r\n<a href=\"http://www.huffingtonpost.com/gregg-s-lipman/refreshing-americas-brand_b_2164598.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/refreshing-americas-brand_b_2164598.html</a>', 'Refreshing America\'s Brand After an Ugly Election Year', '', 'inherit', 'closed', 'closed', '', '1781-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1781, 'http://cbx.cappendev.com/1781-revision-v1', 0, 'revision', '', 0),
(3021, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<em>This year\'s Store Design Contest winners represent a whole new class of convenience</em>\nAs the convenience store industry continues to elevate its offerings, consumers are continuously raising their expectations. Some might say they\'re becoming \"convenience connoisseurs.\"\n\nC-store retailers, as a result, are churning out new stores that are larger than ever before, made with higher-quality materials than ever before, offer more products and services than ever before – and perhaps most importantly, tap into the spoken and unspoken desires of customers.\n\nThe winners of this year\'s Convenience Store News Store Design Contest reinvent the corner store and redefine what a c-store should be. From Bolla Market\'s marble bathrooms, wood-grain gondolas and black tile flooring, to Wawa\'s \"fresh and inviting\" point of view, to Jubitz Travel Center\'s ability to bring the natural outdoor beauty of Oregon inside, these award-winning designs are sure to please even the most discerning convenience connoisseur.\n\nThe CSNews design awards, now in their eighth year, honor convenience retailers who have created the most exciting, innovative and shopper-friendly looks for their stores. Entries are judged on innovation, creativity and the positive impact of the overall design on the business.\n\nHere, we highlight the winners and honorable mentions for Best Original Store Design (a new build), Best Interior Design (also a new build), Sky\'s the Limit Remodel (more than $250,000), Best Mid-Budget Remodel ($100,000 to $250,000) and Best Low-Cost Remodel (less than $100,000).\n\nThe winners in specialty categories, such as Best Exterior Design and Best Fountain Presentation, will be featured in the October issue of Convenience Store News.\n\n<strong>Best Original Store Design</strong>\nHonorable Mention: Wawa\nOrlando, Fla.\n\nAlready deeply entrenched in the Mid-Atlantic market, Pennsylvania-based Wawa Inc. approached design firm CBX in 2009 for help in writing the next chapter in the convenience store chain\'s story – expansion into a new market for the first time in its 200-year history.\n\nWawa\'s plans to enter Florida, specifically the Orlando and Tampa areas, served as a catalyst for it to reexamine its brand equity not only for the Sunshine State, but also in its core market.\n\nCBX was called upon to help the retailer figure out how to successfully evolve the \"fresh and inviting\" essence and personality of the Wawa brand to be relevant in the new market, while at the same time taking a synergistic approach in its core market to ensure brand consistency.\n\nWawa\'s new store design was developed by staying true to the overarching point-of-view of \"fresh and inviting.\" After exploring how far it could stretch the unique customer experience on both an emotional and functional spectrum, the concept of \"residential\" was chosen.\n\nThe residential design utilizes familiar architecture for the exterior, evoking the feeling of home by using a creamy, soft color palette and natural finishes. For the interior, natural light, high ceilings, architectural detailing and rich textures are used to harmoniously tie back to the exterior.\n\nThe new concept also positions Wawa as a food destination rather than just another c-store through the use of \"fresh cues.\" Natural materials, warm colors and ties to the kitchen bring a sense of freshness to the interior. In addition, the visible food preparation area, coffee section, fresh baked goods and walk-in refreshment cooler further speak to the concept of communal kitchen.\n\nWawa\'s first Florida store sporting this design debuted in Orlando on July 18, 2012.\n\n<strong>Best Low-Cost Remodel, Honorable Mention</strong>\nTerpel\nBogota, Columbia\nOwner: Organizacíon Terpel\nDesigner: CBX\n\nIt was a collaboration that transcended continents, with the common goal being to create a compelling design that Bogota, Colombia-based Organización Terpel could implement for the next 10 years. Working with New York-based design firm CBX, Terpel was able to create a fresh new look, from its corporate logo to the architecture of its retail locations.\n\n\"Our role was to reinforce Terpel\'s ongoing commitment to providing quality products and services, but with a new view toward being one of Colombia\'s most innovative and forward-thinking companies,\" said Joseph Bona, president of branded environments at CBX. \"We examined the entire customer journey experience, from the curb to the pump and convenience store, to the car wash and lube bay. Equally important while designing the new ground-up prototype, we also developed a ‘retrofittable\' design approach for adaptation to [its] existing portfolio of facilities.\"\n\nCBX\'s design and strategy teams worked closely with Asburn, Va.-based The Murphy Group LLC, which independently consulted Terpel on business strategies. The collaborative result is a modern and low-cost solution to remodel Terpel\'s retail network, which includes 1,460 service stations, 28 supply plants and operations in 20 Colombian airports.\n\nThe outdoor station upgrades include a reinvented canopy, LED lighting, a pylon and fuel island, as well as a high-tech car wash that can clean a car in 3.5 minutes.\n\nInside, Terpel is rolling out four convenience store formats – alto, toque, altoque and deuna – each with \"impeccable restrooms\" and their own amenities. Descriptions for altoque and deuna stores are not yet available, but according to Terpel\'s corporate website, alto stores currently offer customers \"the best traditional Colombian food, snacks, refreshing beverages and sweets,\" as well as Wi-Fi and ATMs. At toque stores, customers will be able to use Skype while touchscreen ordering beverages, snacks and coffee.\n\nTerpel\'s new design debuted in January. As of June, the company had remodeled 27 stations. Its first complete site with a new c-store, canopy, lube bay and car wash is expected to open this year.\n\n<strong>Best Original Store Design</strong>\nNOCO Express\nLancaster, N.Y.\nOwner: NOCO Inc.\nDesigner: Paragon Solutions Inc., TRM Architects\n\n<strong>Best Original Store Design, Honorable Mention</strong>\nWawa\nOrlando, Fla.\nOwner: Wawa Inc.\nDesigner: CBX\n\n<strong>Best Interior Design</strong>\nCorner Store\nHarris County, Texas\nOwner: CST Brands Inc.\nDesigner: Antista Fairclough\n\n<strong>Best Interior Design, Honorable Mention</strong>\nBolla Market\nBrooklyn, N.Y.\nOwner: Bolla Management Corp.\n\nSky\'s the Limit Remodel\nJubitz Travel Center\nPortland, Ore.\nOwner: Jubitz Corp.\nDesigner: Paragon Solutions Inc.\n\n<strong>Sky\'s the Limit Remodel, Honorable Mention</strong>\nCruizers\nRaleigh, N.C.\nOwner: Holmes Oil Co.\nDesigner: Paragon Solutions Inc.\n\n<strong>Best Mid-Budget Remodel</strong>\nHigh\'s\nEdgewater, Md.\nOwner: High\'s of Baltimore LLC\nDesigner: L2M Architects\n\n<strong>Best Mid-Budget Remodel, Honorable Mention</strong>\nIdaza\nRio do Sul and Curitiba, Brazil\nOwner: Idaza Distribuidora de Petróleo\nDesigner: Gabriela Cervi, Gge Design\n\n<strong>Best Low-Cost Remodel</strong>\nEarth Market\nFrankfort, Ill.\nOwner: Atlas Oil Co.\nDesigner: Xcel Construction, Paragon Solutions Inc., GSP Marketing\n\n<a href=\"http://www.csnews.com/article-reinventing_the_corner_store-6196.html\" target=\"_blank\">http://www.csnews.com/article-reinventing_the_corner_store-6196.html</a>', 'Reinventing the Corner Store', '', 'inherit', 'closed', 'closed', '', '1856-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 1856, 'http://cbx.cappendev.com/1856-revision-v1', 0, 'revision', '', 0),
(3022, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', 'By Gregg S. Lipman\r\nDid you like <a href=\"http://time.com/3676375/new-england-patriots-deflategate-krispy-kreme/\" target=\"_blank\">Krispy Kreme\'s response </a>to the \'Deflategate\' cheating scandal?\r\nHow about Apple\'s \'Je Suis Charlie\' banner on their French website? Starbucks\' homage to Martin Luther King?\r\n\r\nCall it the New Holy Grail of marketing -- a brand generates speed-of-light positive buzz by jumping in on a timely social issue or responding to a cultural moment. To this day, Oreo\'s <a href=\"https://twitter.com/Oreo/status/298246571718483968\" target=\"_blank\">infamous blackout tweet</a> during the 2013 Super Bowl is considered the epitome of a <a href=\"http://blogs.wsj.com/speakeasy/2013/02/04/how-oreo-culture-jacked-the-super-bowl/\" target=\"_blank\">social media win</a>, garnering 525 million earned media impressions, which is five times the number of people who actually watched the game. Ben &amp; Jerry\'s delighted their fans last year with <a href=\"http://elitedaily.com/news/world/ben-jerrys-wins-internet-hilarious-tweet-weed-legalization-colorado/\" target=\"_blank\">a tweet </a>about the legalization of marijuana in Colorado. And most recently, Krispy Kreme scored a real-time marketing touchdown with their Deflategate-themed<a href=\"https://twitter.com/krispykreme/status/557920121532870656/photo/1\" target=\"_blank\"> social image</a>.\r\n\r\nYou might be saying yourself: \"I have an idea. How about if I don\'t play the game at all? Isn\'t that the safest play?\" Here\'s the thing: branding is all about creating value beyond product benefits. We live in an era where people use brands, not only to express their personal style, but who they are and what they believe in. When <a href=\"http://boss.blogs.nytimes.com/2011/06/22/how-social-entrepreneurship-can-produce-profits/?scp=1&amp;sq=goodpurpose%20study&amp;st=cse&amp;_r=1\" target=\"_blank\">87% of consumers</a> believe businesses should consider societal interests as much as their own interests, it speaks to new consumer expectations: reflect my values, reinforce my self-concept, earn your identity.\r\n\r\nStaying on the sidelines isn\'t going to cut it. People expect brands to play an active role in their personal lives, which means participating in the conversations that are relevant to them. Like it or not, at some point, you have to take the mic. When you do grab mic, it\'s helpful if you don\'t act like the plowed groomsmen at a wedding. Nobody doubts Drunk guy at Wedding means well with his impromptu speech - what he\'s lacking is execution.\r\n\r\nExecution starts with knowing who you are as a brand (it also helps if you\'re not knackered when you tweet.) These social movements are opportunistic but fleeting and your behaviors are a reflection of your true (brand) self. Every action you take defines you. So make sure you know: Can you execute effectively and remain true? What\'s your purpose? Why do you do what you do? What\'s your reason for existing? What is your soul? For example, Southwest\'s purpose is short and sweet: democratize the skies. Ben &amp; Jerry\'s purpose is to bring joy to the belly and the soul, which they accomplish, not only through a product mission, but also a larger social mission to positively impact society and the environment.\r\n\r\nVoicing their support for causes like <a href=\"http://www.wsj.com/articles/SB10001424052970203833004577249811049566178\" target=\"_blank\">Occupy Wall Street</a> and the legalization of marijuana is a way to earn their identity as a brand committed to progressive values. After all, it\'s not enough to say it internally. You need to prove it publically. That\'s how purpose becomes authentic, through deeds and actions, by taking a real stand. \"With values-led marketing you just go out there and say who you are. You don\'t have to fool people to sell them your product,\" Ben Cohen explained in his book <a href=\"http://www.amazon.com/Ben-Jerrys-Double-Dip-Values-Led-Business/dp/0684838559\" target=\"_blank\">Ben &amp; Jerry\'s Double Dip</a>, co-written with Jerry Greenfield.\r\n\r\nOnce you\'ve defined your purpose, then you have to establish your overall voice. Does your voice reflect your personality? If we personified Haagen Daz, she might be Catwoman - sophisticated, indulgent and worldly. Would Ben&amp; Jerry\'s be Seth Rogen - a fun-loving oddball stoner?\r\n\r\nWhile Ben &amp; Jerry\'s has made moves of late to look a little less tie-dye and a little more premium, their core personality is expressed in everything they do - including wacky-named flavors (including one based on their support of <a href=\"http://firstwefeast.com/eat/ben-and-jerrys-trivia/s/their-vehement-support-for-marriage-equality-has-even-inspired-changes-to-the-names-of-their-flavors/\" target=\"_blank\">marriage equality</a>) and whimsical packaging. Their Colorado marijuana tweet worked because it conveyed a mischievous sense of humor, which felt in line with their quirky personality, as well as their brand philosophy, if it ain\'t fun, then why do it? Not surprisingly, Ben &amp; Jerry\'s Colorado marijuana tweet began as an internal joke, according to Mike Hayes, the brand\'s Digital Marketing Manager. It felt authentic because it was authentic.\r\n\r\nIf Haagan Daz had made the same visual joke, it would have fallen flat as a result of feeling forced, inauthentic and out-of-character. Besides being genuinely clever, no small feat, Krispy Kreme\'s \"Deflategate\" social image felt in step with their cheeky personality. On the other hand, a brand like Charles Schwaub is all about stability, intelligence, competency. Let\'s hope they never tweet: \"Deflated balls? Talk to Chuck.\"\r\n\r\nBrands often get caught up in the question -- Should I comment on this event? Or should I take a stand on this issue? -- that they lose sight of perhaps the most crucial component to a successful branding campaign. Namely, that the creative execution be as strong as the sentiment is authentic and on brand.\r\n\r\nStarbucks\' recent <a href=\"http://www.washingtonpost.com/blogs/post-partisan/wp/2015/01/19/a-powerful-starbucks-homage-to-mlk/\" target=\"_blank\">ad saluting Martin Luther King</a> is a great example of delivering a pro-social message that feels on brand. But the real power of the ad is in the creative execution, which was done in-house. The ad features the alphabet spelled out in simple white type against a black background, only the letters are in reverse order, revealing the sequence M, L, K, which is highlighted in red. The copy reads: \"It\'s time to look at things differently. Again.\"\r\n\r\nPrinted in the New York Times and posted on social media, the ad garnered glowing responses from the public and in the media. It works because it tells a straight-from-the-heart story through simple visuals and impactful copy, a story that reinforces their brand purpose and brand image (warm sincerity with a double shot of social activism and community).\r\n\r\nBy placing a discreet version of their signature logo at the bottom, and nothing else, they communicate to the audience that they are behind the tribute but recognize the messaging priority. To do otherwise would be insincere. As well as sending a message of support to the cause of racial justice, Starbucks is conveying a message that, in all aspects of their business, they are unafraid to \"look at things differently.\" In turn, this allows their tribe of coffee-drinkers to reinforce their own identity as socially conscious free-thinkers.\r\n\r\nFor the defending Super Bowl champion Seattle Seahawks, who are also a multi-million-dollar brand, their attempt <a href=\"http://www.adweek.com/adfreak/seahawks-follow-their-big-win-bigger-fail-we-shall-overcome-mlk-tweet-162421\" target=\"_blank\">to honor MLK</a> was infinitely less successful. One day after their stunning comeback over the Green Bay Packers, which earned them a Super Bowl bid, the Seahawks posted a tweet that read, \"We shall overcome #MLKDay\"-- comparing their unlikely comeback to the civil rights movement. Adding insult to injury, it included a photo of quarterback Russell Wilson, crying tears of post-game joy, captioned with this MLK quote: \"Take the first step in faith. You don\'t have to see the whole staircase, just take the first step.\"\r\n\r\nAs much as branding experts preach sincerity and authenticity, the Seattle Seahawks and the Starbucks shared the same positive sentiment -- the difference is that one Seattle brand nailed the creative execution, the other botched it.\r\n\r\nEven when you have the right brand message, getting the ad right still comes down to creative execution. Oreo proved this point with a social media campaign in 2012 called the \"<a href=\"http://adage.com/article/digital/oreo-s-daily-twist-campaign-puts-cookie-conversation/237104/\" target=\"_blank\">Daily Twist</a>\", in which they posted a daily image of an Oreo cookie depicting a pop culture moment, past or present, tied to that date. Part of what made Oreo\'s jump into the cultural conservation successful was the way it projected a humanistic vision, from a 7-layer rainbow Oreo to celebrate Gay Pride Day to one featuring red-dyed cream marked with tire tracks to honor the Mars landing.\r\n\r\nFor Oreo to come out and honor Gay Pride Day surprised many - it\'s not like they are known as the Ben &amp; Jerry\'s of cookie purveyors. Although the tweet did spark some mild backlash, the overall campaign succeeded for two reasons: the strength of the creative concept (it was not only about taking a bold stand on that one social issue but \"filtering the world through the playful imagination of Oreo,\" a true expression of their brand personality) and its artistic realization -- it was visually striking and told a story in a clear and entertaining way.\r\n\r\nIt\'s easy to forget but Oreo wasn\'t only brand to chime in during the infamous power outage at the Superdome, nor was Krispy Kreme alone in taking to Twitter to offer their two cents on Deflategate. Why did so many other brands fail to gain any traction? Ultimately, it\'s the same reason why one of the two teams playing in the Super Bowl is going to lose this Sunday: lack of execution.\r\n\r\nThe full article is available <a href=\"http://www.huffingtonpost.com/gregg-s-lipman/responding-to-a-cultural-_b_6571576.html\" target=\"_blank\">here</a>.', 'Responding to a Cultural Moment? Don\'t Use Deflated Creative', '', 'inherit', 'closed', 'closed', '', '2066-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2066, 'http://cbx.cappendev.com/2066-revision-v1', 0, 'revision', '', 0),
(3023, 1, '2018-09-27 17:58:46', '2018-09-27 17:58:46', '<strong>Grocers are designing stores to meet the needs of today\'s omnichannel shopper.</strong>\r\nFor the longest time, the traditional grocery store has flourished as one of the pillars of both small towns and big cities across the country. It has been more than the source of provisions for families. The supermarket has anchored shopping centers and often served as a social gathering place and sponsor of community events.\r\n\r\nWhile many of those functions endure, there is a growing consensus across the food industry that grocery stores must redesign and reinvent themselves to relate to today\'s omnichannel consumers who want a seamless shopping experience through all available channels-from the traditional bricks-and-mortar store to smartphones, tablets and computers.\r\n\r\nMost of all, grocery stores must blend the digital world with the physical store while incorporating more design elements that offer sights, sounds and touch as well as emotional experiences. This transformation extends beyond digital add-ons such as online grocery shopping.\r\n\r\nMichael Harris, managing partner of Match Shop Lab, a shopper marketing agency with offices across North America, says stores need to be reconceived to be sensorial environments as opposed to just efficient distributors of products. He expects to see a massive reduction in nondescript pre-packaged items and an increase in unique, perishable and emotionally driven products and categories.\r\n\r\n\"Grocers who fail to merge the digital and physical worlds will watch their sales erode as more consumers use digital channels to research and buy;\' says Steve Cole, CMO of Gladson, a Lisle, Ill.-based provider of syndicated product images and information and category management services. \"The way consumers will use digital for shopping in the next few years will change drastically. This includes what products consumers will buy in store versus what products will be purchased online. With items such as paper products and toiletries hanging in the balance, e-tailers and traditional grocers will battle for the sales of these high-margin items.\'\r\n\r\nJuan Perez, president and CEO of ADUSA, a Hoffman Estates, IlL-based provider of self-service systems for grocery stores, provides a glimpse of what happens in the evolving supermarket: An office worker receives a coupon on her smartphone for a sandwich that is on special at a local supermarket. She uses the omni channel fresh foods selforder app on her smartphone to order the sandwich and schedule a pick-up time during her lunch break. While in the store to pick up her sandwich, she decides to use a self-order app on a convenient in-store kiosk to place an order for a party tray she will pick up over the weekend. She then also decides to print her shopping list and pick up a few items she had added to that list the previous day while at home.\r\n\r\nNot futuristic enough? Here is how Eran Sharon, vice president of product management for YCD Multimedia, based in New York, envisions such a grocery store: The use of audio-visual media is an integral part of the shopping environment. The buying process combines messaging to the client during her visit to the store to strengthen the brand and assist in her decision making, as well as to entertain and make the visit an enjoyable experience.\r\n\r\nAudio-visual displays are located in various areas of the store, such as delicatessen, meat and bakery. Displays are also installed at the points-of-sale and in aisles; that is, in areas that offer an opportunity to high-impact advertising and impulse purchasing. Stores create a digital multimedia ecosystem that includes regular screens, video walls, kiosks and interactive applications, using tablets. Customers experience content ranging from entertainment, advertising and promotion to brand video and tablet-based resources. QR codes extend digital signage beyond the boundaries of screens and video walls into mobile devices. They remind shoppers of offers and coupons by exact location according to GPS. Shoppers then share this adventure with their friends on Facebook and Twitter.\r\n\r\n<strong>DOING DIGITAL</strong>\r\nSound far-fetched? Not so much, since many these digital elements are entertaining and informing shoppers in two leading supermarket and hypermarket chains in Istanbul, Turkey: Migros and Macrocenter. YCN is negotiating with a major supermarket chain in the U.S. for a similar installation.\r\n\r\nMeanwhile, Westside Market, a family-owned and operated chain of neighborhood stores in New York, will be opening a new location equipped with new technologies. Shoppers there will be able to connect to Wi-Fi via smartphones and tablets. Technology will create faster checkout counters and an app will enable customers to learn about specials and products sold at the store while shopping.\r\n\r\n\"At this time, the areas in which digital and physical most logically intersect are in tracking consumers\' purchasing activity and pushing individualized content based on past purchasing behavior;\'says Joseph Bona, president, Branded Environments for CBX, the New York based retail design consultancy and brand agency. \"This could include weekly specials, shopping list management, menu/ingredient ideas for a family of two, four or more, introduction of new products and recipes and a host of other specifically targeted service offerings. Additionally, linking health and nutritional information with eating habits may provide more meaningful connections other than offering a list of packaged commodities online.\r\n\r\n\"Chain drug stores are adding health advisors armed with digital tablets as a way of elevating personalized service levels in-store;\' he adds. \"Likewise, supermarkets could add a nutrition advisor or a meal ambassador with an iPad as a way of elevating in-store engagement. Why do customers always need to go through a checkout lane? As successfully done in other retail sectors, can\'t roaming clerks check you out with a portable scanner if you\'re just picking up tonight\'s meal of five items or less?.\"\r\n\r\nCole agrees that the key consideration when implementing technologies that bridge digital and physical worlds is to enhance the shopper\'s buying journey, not complicate it. For starters, he says grocers should understand how digital technologies can best support their shoppers\' current habits.\r\n\r\n\"This can lead to introducing mobile apps for recipes and shopping lists, weekly circulars available on digital platforms and digital coupons;\' says Cole. \"For retailers looking ahead to futuristic technology, Apple\'s iBeacon is an example of technology that hopes to blend in-store and digital realms. iBeacon, and other in-store location devices, push offers to shoppers\' smartphones based on both the store they are in and, crucially, their location within the store:\' ·currently, the technology is being tested by Giant Eagle and Safeway.\r\n\r\nIn the fresh foods departments of grocery stores, Perez says well-placed self-ordering kiosks, attractive digital menu boards, and digital queue management systems can make shopper traffic flow smoothly, and web/mobile ordering apps give consumers all of the tools they need to engage the supermarket on their terms. \"After all, that\'s the power of the omni-channel;\' he says.\r\n\r\nSo much focus is centered on what is happening in the digital world that it is easy to forget that the physical world is still what offers us the best way to interact with brands, products and services. Supermarkets are selling an experience, not just products, says Cole. Leading grocers are accomplishing this with instore design elements such as kitchens for culinary workshops, ask-the-expert stations, elaborate food sampling displays and other features that engage the shoppers\' senses.\r\n\r\n\"In the uber-connected, myriad product world, shoppers need more from retailers than the ability to quickly, efficiently and cost effectively purchase the items on their list;\' says Harris, adding they increasingly will be able to do that from the comfort of their armchair. \"The tone needs to be authentic and natural, conjuring in the mind of shoppers real people toiling to grow and harvest their food. Other design elements would be those that break up the monotony of aisles and fridges- an artisan cheese maker, a local farmers market, an aspiring chef from a local culinary school.\'\r\n\r\nDesigner Juan Romero takes it one step further. The president and CEO of api( + ), based in Tampa, Fla., says stores can leverage welldesigned and maintained environments by sharing images through omni-channel efforts and encouraging social media activity.\r\n\r\n\"Images of grocery store interiors are rarely used in promotional efforts;\' he says, \"but they can be a draw for customers who choose their shopping destination based on environment. Images are especially compelling for consumers who have not yet shopped the store.\r\n\r\n\"Well-designed environments can encourage social media activity, which creates buzz and brings in more shoppers:\' he adds. \"Social media users frequently check in and share \'selfies\' with their social media networks when they visit unique or beautiful restaurants. There is no reason a grocery store can\'t also leverage this free third-party promotion. To boost in-store social media use, retailers need to become destinations that consumers want to talk about, and they must create photo opportunities, which can be done via design. Retailers can also promote social media shares by providing loyalty program incentives for photo shares, check-ins and tweets.\'\r\n\r\nLiz Crawford, vice president of strategy and insights for Match ShopLab, presents a creative and radical way that grocery stores will be redesigned. She says that \"grocerants\" will be the new norm. A grocerant is a store that combined a supermarket and a restaurant. The key here is that most \"grocers\" will no longer sell .\"ingredients\" such as flour or cake mix, but will sell prepared food for consumption within a few days. Cooking itself will become the purview of the hobbyist, as real culinary skills and time become scarcer. She lists two megatrends that support this prediction:\r\n\r\n• Consumers are urbanizing. The Brookings Institute reports that large American cities are growing faster than the suburbs for the first time in almost a century. That is important because city dwellers use prepared foods to a greater extent than ingredients, and they do not have the storage or cooking facilities that their suburban counterparts do.\r\n• Demographics are changing. There are more single adults now than ever before. In 1960, 60% of adults 18 - 29 were married, according to the Pew Research Center-a fact tank focusing on attitudes and trends shaping America-today only 20% are. In 1970, over 72% of all adults were married; today that number is 50%. And, as a rule, single adults do not cook as much as families or even couples do. Finally, Millennials do not have the same cooking skills as previous generations did.\r\n\r\n\"So, taken holistically, the picture is changing;\' she says. \"Shoppers will increasingly look for prepared foods to heat-and-eat during the week. Grocerants will fill the need.\'\r\n\r\nAt the same time, she says restaurant design will influence supermarkets. From themed restaurants such as Tex-Mex to broad-appeal, low-cost diners, grocers selling prepared foods will adapt new designs to sell their goods.\r\n\r\n\"There may be a convergence of some popular restaurant chains with grocers to create a new format for grocerY:\' she says. \"Imagine Applebee\'s and Kroger joining forces to sell prepared foods to go in mid-size cities throughout the Midwest. Maybe the shopper could pick up nonfoods while in the store, such as personal care items. It would neither be a typical grocery store, nor a typical restaurant, like today. It would be a re-invention to fill the needs of a new generation.\'\r\n\r\nAnother grocery format that Crawford envisions is the nearly completely self-serve food warehouse. This selfserve retailer will resemble \"automated retail\" without much human interaction at all. Instead of relying on people to work, it will rely on digital technology for product information, ordering and payment.\r\n\r\n\"I believe the era of self-service retail is close; she says. \"This may serve a certain cost-conscious segment of the population, while grocerants may serve a more affluent segment. Will there be retail experiences in between? Sure, but what\'s different is that those traditional stores may not dominate the food retail landscape in 15 years.\'\r\n\r\nDespite such far-flung formats of the future and the growing technological wizardry of today, success often comes down to people. Jeff Weidauer, vice president of marketing and strategy for Vestcom, a Little Rock, Ark.-based provider of shelf-edge marketing solutions, says that a major element in the brick-and-mortar store experience is the availability of knowledgeable sales people who can help shoppers.\r\n\r\n\"In a world that is focused on labor cost reduction, the use of technology can help, but live people are still necessary to engage with shoppers and provide advice and support:\' he says. \"Brick-and-mortar stores have a major opportunity as online continues to grow, but connecting the virtual and real worlds requires dedication, investment, and, most of all, a willingness to look at the entire shopping trip holistically to see where technology makes sense and where it doesn\'t.\'\r\n\r\nRead the full article in Grocery Headquarters, November 2014 issue', 'Retail reinvented', '', 'inherit', 'closed', 'closed', '', '2023-revision-v1', '', '', '2018-09-27 17:58:46', '2018-09-27 17:58:46', '', 2023, 'http://cbx.cappendev.com/2023-revision-v1', 0, 'revision', '', 0);
