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(2820, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>New York -- June 28, 2010 -- Consumers are embracing the smoothie trend in a big way with thousands of retail locations opening across the country. Recognizing that many produce shoppers would like to consume smoothies more often, but find them too difficult to make at home, Del Monte© brand has introduced a line of Ready-to-Blend Fruit Smoothie Kits. The all-in-one kits contain fruit chunks and puree. Consumers just add ice, blend and enjoy.\r\nStrategic branding agency, CBX, created the brand identity and design for this first product of its kind to be positioned for retail in the refrigerated produce section. Since it\'s sold alongside ready-to-drink brands, the design had to visually capture the delicious advantages of the make-it-yourself product as well as the added value: one Ready-to-Blend Fruit Smoothie makes two servings when ice is added.\r\n\r\n\"Research revealed that consumers expressed an interest in drinking more smoothies, but felt they were too expensive and complicated to make,\" notes Rick Barrack, Chief Creative Officer, CBX. \"So we defined the brand\'s personality: simple, vibrant and friendly, and developed a design that communicates the value and easy preparation of this refreshing, good-for-you treat.\'\"\r\n\r\nBoth a blender graphic and the prominent Ready-to-Blend Fruit Smoothie logo clearly communicate the need for preparation. Positioned under the Del Monte brand name, the logo\'s clean, modern typeface and vivid color palette adds shelf impact. The phrase \"just add ice\" on the overcap further emphasizes that this is a starter kit. Luscious fruit slices and iced cubes tumbling playfully into the blender suggest easy preparation, great taste and good-for-you positioning. A vibrant blue background evokes the ultimate in refreshment. A consistent, color-coded banding device across the bottom of the cups and multi-packs helps with flavor identification.\r\n\r\n\"The result is a great solution for this unique product: instantly communicating refreshing, premium and fun, while providing us with great shelf presence and visual appeal in a high traffic area of the store where consumers look for healthy new items,\" says Bonnie McFarland, Del Monte Foods.\r\n\r\nReady-to-Blend Fruit Smoothie Kits began appearing on shelves in February 2010 and feature four flavors: Strawberry Peach, Strawberry Peach Lite, Mango Pineapple and Pomegranate Peach Pear as well as three club store multi-packs.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/delMonte.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/delMonte.jpg\" alt=\"\" title=\"delMonte\" width=\"825\" height=\"321\" class=\"alignnone size-full wp-image-714\" /></a>', 'Del Monte© Launches Ready-to-Blend Fruit Smoothie Kits Brand Design from CBX', '', 'inherit', 'closed', 'closed', '', '1615-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1615, 'http://cbx.cappendev.com/1615-revision-v1', 0, 'revision', '', 0),
(2821, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'As we were working on this issue of PLBuyer, we were also preparing to host the second annual PLBuyer Design Excellence Awards for private label packaging.\r\nDesign firms, manufacturers and retailers alike were excited to get their best designs in front of our judges.\r\n\r\nOnce again this year, we have assembled an all-star panel of private label design experts. They include Todd Maute, senior vice president/partner of New York-based CBX, Lindsey Hurr, vice president of Fort Worth, Texas-based Immotion Studios, Dennis Whalen, vice president of Calif.-based Michael Osborne Design and Christopher Durham, president and chief strategist for My Private Brand.\r\n\r\nMore than 100 entries were received across 13 categories this year, including frozen, refrigerated, on-shelf, beverages, ethnic, organic, health &amp; personal care, beauty &amp; cosmetics, household goods &amp; supplies, OTC medications, paper products, baby care and pet food/care/supplies.\r\n\r\nThe winners will be showcased and announced at the 2012 PLMA Show this November.\r\n\r\nThis issue also features our annual ranking of the top private label retailers of North America. Once again this year we worked with our research partner, RSR, to bring you more detailed and more focused profiles of what these retailers have done and are doing when it comes to their private\r\nlabel programs.\r\n\r\nHarris Teeter joined the rankings for the first time this year, while WinCo Foods dropped off the list from last year. To all of the other retailers that made the list once again this year, keep up the great work.e publication can be viewed online at Walgreens.com, and the total circulation is expected to be approximately 65 million.\r\n\r\n<a href=\"http://www.privatelabelbuyer.com/articles/print/86927-design-contest-top-retailers-on-mind\" target=\"_blank\">http://www.privatelabelbuyer.com/articles/print/86927-design-contest-top-retailers-on-mind</a>', 'Design Contest, Top Retailers On Mind', '', 'inherit', 'closed', 'closed', '', '1786-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1786, 'http://cbx.cappendev.com/1786-revision-v1', 0, 'revision', '', 0),
(2822, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'Brand agency CBX has given TERRA® root vegetable chips a brand refresh. The new look puts a modern spin on the traditional black bag with dramatic food photography and a clean architectural structure. Beyond the stylistic changes, the package refresh also highlights the real root vegetables in each blend through the use of icons at the bottom of every bag. The vegetable chips are made from a diverse set of root vegetables #8210; including taro, kabocha squash, parsnip and beets #8210; in a variety of colors and blends. “The root vegetables that go into TERRA® set it apart from ordinary chips,” says Sam Garfinkel, Sr. Brand Manager of TERRA Chips. “Our packaging refresh puts these vegetables center stage on every bag to remind consumers of the unique taste experience.”\r\nRead more: <a href=\"http://www.gdusa.com/egdusa/2014/0313e/design-gets-to-root-of-matter.php\" target=\"_blank\">www.gdusa.com/egdusa/2014/0313e/design-gets-to-root-of-matter.php</a>', 'Design Gets to Root of Matter', '', 'inherit', 'closed', 'closed', '', '1946-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1946, 'http://cbx.cappendev.com/1946-revision-v1', 0, 'revision', '', 0),
(2823, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>New York, NY – May 18, 2009 –Richard Henderson, Managing Partner of CBX Asia/R-Co, was inducted into the prestigious Design Institute of Australia (DIA) Hall of Fame during its annual awards ceremony on May 1, 2009. CBX Asia/R-Co is a member of the CBX Worldwide Partnership, LLC, headquartered in New York.\r\nThe DIA Hall of Fame was launched in 1996 and recognizes contributions made by individuals to design in Australia. Under his leadership, CBX Asia/R-Co has received several awards for design excellence including the Australian Graphic Design Association and Gold Awards from the Australian Print Industry and the Australian Packaging Association. Mr. Henderson’s work has also earned him the Monash University Distinguished Alumni Award.\r\n\r\nMr. Henderson has been a driving force in Australia’s design culture for over 20 years, working with domestic and international clients to help them recognize the value of imagination through brand identity and design management. The Sydney 2000 Olympic Games, BHP Biliton, 2006 Melbourne Commonwealth Games and Telstra are among the many clients he has guided. Mr. Henderson is Co-Founder of the Australian Graphic Design Association, and he has traveled to China as a Design Ambassador.\r\n\r\n\"I\'m both honored and proud to accept this honor from DIA and celebrate this recognition with the CBX Asia/R-Co team. We embrace future opportunities to work with our clients on award-winning design.\"</p>', 'Design Institute of Australia Inducts Richard Henderson, CBX Asia/R-Co into its Hall of Fame', '', 'inherit', 'closed', 'closed', '', '1636-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1636, 'http://cbx.cappendev.com/1636-revision-v1', 0, 'revision', '', 0),
(2824, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'Congratulations, Dave Weinberger – Vice President and Engagement Director, for being recognized as one of 40 under 40.\r\nAs a branding and identity specialist, Weinberger leads interdisciplinary teams on retail, corporate and consumer initiatives. His leadership and teams have been instrumental in helping craft strong design initiatives for brands like Duane Reade, Chase and The Home Depot. Weinberger is considered an expert in the energy and convenience channel, having worked with national brands like Hess, Wawa and PetroChina. He frequently writes for industry publications and blogs about retail and branding trends.\r\n\r\nMy favorite place to shop is: The Lego Store.\r\nThoughts on mentoring: Coaching kids teaches you how to coach adults.\r\n\r\n<a href=\"http://www.designretailonline.com/displayanddesignideas/content_images/40under40_layout.pdf\" target=\"_blank\">See the other winners here.</a>', 'design:retail announces 40 under 40', '', 'inherit', 'closed', 'closed', '', '2096-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2096, 'http://cbx.cappendev.com/2096-revision-v1', 0, 'revision', '', 0),
(2825, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>MUST FORM FOLLOW FUNCTION? NOT WHEN REINVENTING AN IMAGE\r\nFor many years, feminine hygiene products — and many of their packages — have been stuck in a white rut. White may imply “clean” and “fresh,” but it’s also “dead boring.” White also carries a medical and sanitary image.\r\n\r\nFast-forward to 2010, when the branding and design team for Dallas-based Kimberly-Clark’s Kotex brand sought a way to increase market share and appeal to Millennials (particularly the subset of young women aged 14-22). Knowing that Millennials are technology-savvy, fashion-conscious but averse to overt marketing, and selfabsorbed but also strongly influenced by their friends, the Kimberly-Clark team worked with New York-based design firm CBX to flip feminine product norms on their head in a new line comprised of products and packaging that looked radically different from anything else on the shelf.\r\n\r\nThe U by Kotex line debuted in the spring of 2010 in paperboard boxes and purse-sized tins with a matte black coating accented with fluorescent colors. Even the plastic wrappers on the individual tampons and pads sport Day-Glo shades. The plastic applicators echo the intense colors, and the pads and liners feature printed patterns. The strategy proved successful. The new products “flew off the shelves,” said design manager Kristi Bryant, and the company won an Effie marketing award for the line.\r\n\r\nDetermined to keep their target market engaged, the U by Kotex team and CBX looked to fashion and cosmetic trends for their next venture: a limited-edition U by Kotex Designer Series. Released this spring and expected to be on store shelves through the end of this month, the series features four brightly colored patterns — “poptimistic,” “boho,” “freestyle,” and “punk glam” — that reflect individual style preferences.\r\n\r\n“We want to continually surprise and delight our customers at every point in the experience, from the outer package to the internal packaging to the product itself,” said Jenn Westemeyer, design director for Kimberly-Clark’s Kotex, Poise, and Depend brands. “We’re giving them the opportunity to customize and personalize their experience with the product, so that it’s almost like an accessory.”\r\n\r\nIn August, the team took its engagement strategy to the next level: crowdsourcing. With the help of fashion designer Patricia Field, U by Kotex launched a “Ban the Bland” contest to solicit new product and package designs. Anyone, regardless of age or gender, can go to the brand’s website and create their own designs for pads, carrying tins, or “inspiration boards” (box designs).\r\n\r\nPackaging Strategies’ Perspective: Though not every product and its packaging may lend themselves to such frequent changes, the U by Kotex evolution should serve as a wake-up call and a reminder of the importance of understanding your target market.\r\n\r\n<a href=\"http://digital.bnpmedia.com/article/Designed+To+Delight/834684/0/article.html\" target=\"_blank\">http://digital.bnpmedia.com/article/Designed+To+Delight/834684/0/article.html</a>', 'Designed To Delight', '', 'inherit', 'closed', 'closed', '', '1737-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1737, 'http://cbx.cappendev.com/1737-revision-v1', 0, 'revision', '', 0),
(2826, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'Remember all the hoopla over Bic Pens For Her? In one of the great, sexist product misfires of the past decade, Jezebel pointed out the sheer ridiculousness of a writing implement that could—gasp—finally be used by women.\r\nWell, surprisingly enough, it was such a tremendous disaster that they’re still being sold. One quick Amazon search will give you all the proof you need that Bic For Her is alive and well, perhaps driven by the stubbornness of pen executives who refuse to think they were wrong and/or are possibly entertained by the hilarious Amazon comments they still continue to inspire to this day. It’s this particular kind of sexist branding and packaging that relies upon grossly outdated ideas and tired tropes that leaves many creatives asking:\r\n\r\nHow do we design in a way that will actually speak to what female consumers want?\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/01/dieline-2.png\"><img class=\"alignnone size-full wp-image-10984\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/01/dieline-2.png\" alt=\"\" width=\"500\" height=\"500\" /></a><em>Depot\'s work on Bare skincare</em>\r\n\r\n“I think we look and listen to where women are at right now,” says design studio Depot’s founder Angela Spindler. “Things have changed and I feel we are now more than ever in a state of flux. Boundaries are blurring or disappearing. We don’t like being labeled or tidied into convenient categories, so perhaps we should think less about designing for women and think more about designing for people.”\r\n\r\nHaylee Powers of Bad Bitch Branding agrees, saying, “In some ways, we don’t need to worry so much about designing for women. We need to worry about how to design for people. The way in which brands have come out with smaller versions of pens to fit a woman’s hand like with Bic for Her, pink versions of razors and energy bars that are lower calories is ludicrous.”\r\n\r\nUnfortunately, there are countless examples across many industries. Brands seem hellbent on marketing beer solely to women, from the low-calorie Chick Beer with a six-pack case done up like a purse, to the recently released Czech Aurosa. Hell, there’s even been a car designed just for women by Cosmopolitan and Spanish carmaker Seat. And gender-specific marketing is an equal opportunity offender, as men with colds or a penchant for greek yogurt, there’s now their own brogurt and man-sized Kleenex to protect their fragile masculinity.\r\n\r\n“The problem with creating a brand that is supposed to be feminine,” Haylee says, “is that the research is often overlooked. Design is visual communication, and I would be the worst designer if I just created something that looked feminine instead of developing a strategy. Typically a strong brand strategy stems from a unique selling proposition, target market research, the persona creation and more.”\r\n\r\n“With any design regardless of gender,” Angela says, “we look at relevance, and that can encompass a huge array of things.” Currently, her studio is working on branding and packaging for a product that in the past was associated with men but is now being targeted at women as the category has recently seen a shift—motorcycling. As gender barriers and norms break down, that experience becomes more universal, something shared. “They are carving a space within the culture to express their passion, freedom, and individuality. So, in designing this product branding and packaging we are responding to the relevance of this expression—so in fact, it becomes less about designing the product for women and more about their experiences which could arguably be very similar to men.”\r\n\r\nRecently, creative design agency Anomaly crafted Sally Hansen’s Shetopia campaign, which explores a world with reversed gender roles that champions real-life, self-made women—a world where men are the primary childcare providers AND they apologize for interrupting women during a business meeting. It’s an incredibly powerful campaign and one that celebrates founder Sally Hansen’s own entrepreneurial wherewithal and go-it-alone attitude.\r\n\r\nNot only does the Shetopia ad speak directly to women, it confronts sexism head-on. It’s a much-needed reminder that designers and marketers have a duty to challenge outdated and pervasive sexist branding. “It’s an economic responsibility to ask if it’s necessary to limit the number of potential consumers by 50%” Rachel Bernard of Branding Agency CBX says. “But it\'s also a social responsibility to ask whether it’s right to continue to push the idea that certain product categories, like cooking and cleaning products, belong primarily in the domain of women.”\r\n\r\nThe days of gendered marketing may be numbered, and deeply out of touch campaigns like Bic For Her will someday be a thing of the past as attitudes and perceptions about gender continue to evolve.\r\n\r\n“Interestingly,” Rachel says, “younger generations are exploring gender fluidity while becoming less binary each day. Brands need to be conscious of the changing attitudes and adjust their marketing appropriately. When Gen Z reaches peak buying power, gendered branding may be a thing of the past or operate under a different set of rules.”\r\n\r\nOriginally published by <a href=\"http://www.thedieline.com/blog/2017/12/4/designing-for-women-without-being-a-sexist-jerk\">The Dieline</a>\r\nPhotos courtesy of The Dieline', 'Designing For Women Without Being a Sexist Jerk', '', 'inherit', 'closed', 'closed', '', '2303-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2303, 'http://cbx.cappendev.com/2303-revision-v1', 0, 'revision', '', 0),
(2827, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'A South Florida development company that specializes in constructing charter schools has purchased 10 acres on South Goldenrod Road in southeast Orlando.\nMG3 Developer Group purchased the property, which is part of the 39-acre Goldenrod Commerce Center, for $1.5 million. The center also includes a Murphy USA convenience store, three retail parcels and about 91,000 square feet of office/flex space.\n\nHernon Leonoff, manager for MG3, said the property had previously been approved as an educational site and can accommodate a building of about 75,000 to 80,000 square feet, which is large enough for 1,400 students.\n\nEven though no charter-school operator has signed a lease, Leonoff said the vacant property is suited for an elementary/middle school. His group has developed 14 charters schools for different operators.\n\n\"We speak to the community about local needs and don\'t work exclusively with any school,\" said Leonoff, whose group worked on the purchase for about five months. \"We don\'t have immediate plans to start work. Most likely, construction would start in 2014.\"\n\nTherese Taylor of Hold Thyssen Inc. represented the seller.\n\n<strong>Leases</strong>\nFamily Melton Convention Contractors Inc. leased 19,300 square feet of space in Parksouth Distribution Center, 2481 Principal Row, Orlando. Matt Sullivan, Wilson McDowell and Bobby Isola of Colliers International Central Florida represented the tenant. Tim Perry represented the landlord, Duke Realty LP. Also, Tantara Transportation Group Inc. leased a 13,422-square-foot industrial space in Prologis Orlando Central Park South, 2100 Consulate Drive, Orlando. Sullivan, McDowell, and Isola represented the landlord, Prologis. …\n\nMichael Heidrich, principal for NAI Realvest, represented the Maitland-based landlord, Ray A. Kennedy, in the lease of 3,455 square feet of office space at 1920 Boothe Circle, Longwood. The law offices of Scott M. Miller will locate there.\n\n<strong>Design</strong>\nCuhaci &amp; Peterson Architects, in conjunction with CBX of New York City, designed the Orlando area\'s first six Wawa stores. The Orlando locations are on Central Florida Parkway, Goldenrod Road, Silver Star Road, South Orange Blossom Trail and North Orange Blossom Trail. A Kissimmee store is on U.S. Highway 192.\n\n<strong>Sales</strong>\nTaylor Morrison has closed on 270 acres in a $17 million transaction to build Overlook at Hamlin, a mixed-use community southwest of Windermere near State Road 429. Overlook will include 381 single-family home sites and is slated to open for sales in mid-2013. …\n\nMeritage Homes purchased 234 acres in southwest Orange County\'s Horizon West development for $18 million. The home builder acquired the property from Compass Rose Corp., an affiliate of Walt Disney World. …\n\nDuke Realty Corp. acquired two portfolios of medical-office assets totaling 1,536,000 square feet. Buildings sold by Seavest Healthcare Properties include Celebration Medical Plaza in Kissimmee and Medical Plaza and East Orlando Medical Surgical Plaza, both in Orlando.\n\n<strong>Construction</strong>\nRoger B. Kennedy Inc. of Altamonte Springs is under way on the Flats at Carrs Hill, a $13 million, 225,000-square-foot student-housing facility at the University of Georgia in Athens that is slated to open in June 2013.\n\n<a href=\"http://articles.orlandosentinel.com/2012-11-18/business/os-cfb-real-estate-school-1119-20121118_1_goldenrod-road-office-space-leases\" target=\"_blank\">\nhttp://articles.orlandosentinel.com/2012-11-18/business/os-cfb-real-estate-school-1119-20121118_1_goldenrod-road-office-space-leases</a>', 'Developer buys charter-school site', '', 'inherit', 'closed', 'closed', '', '1783-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1783, 'http://cbx.cappendev.com/1783-revision-v1', 0, 'revision', '', 0),
(2828, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<strong>Brand journalism elevates the marketing conversation for a connected world.</strong>\r\n\"Let\'s face it, the young millennial woman has an undeniable presence in social media,\" Kristi Bryan, global design director at Kimberly-Clark Design, remarks. \"She lives and breathes it. She expects it. For U by Kotex, it isn\'t an elective, it is mandatory. It is simply the way we work and communicate to her to create a seamless brand experience.\" And it\'s not just the younger consumers who are plugged into this hyper-connected world...\r\n\r\nAllison Koller, Creative Director at CBX, sees some marketers forgetting to invite package design to the table for these integrated marketing campaigns and says it can be a lost opportunity. \"For example, Always just came out with their high impact \'Like A Girl\' campaign, which is all about female empowerment and abolishing nasty stereotypes,\" Koller notes.\r\n\r\nRead the rest of the article <a href=\"http://www.nxtbook.com/nxtbooks/STMG/packagedesign_201505/index.php#/34\" target=\"_blank\">here</a> and learn more about U by Kotex <a href=\"http://www.cbx.com/works/back-in-black/\" target=\"_blank\">here</a>.\r\n\r\n[video width=\"480\" height=\"270\" mp4=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/05/U-by-Kotex_video-case-study_Mobile.mp4\"][/video]', 'Dialogue by design', '', 'inherit', 'closed', 'closed', '', '2106-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2106, 'http://cbx.cappendev.com/2106-revision-v1', 0, 'revision', '', 0),
(2829, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>If you think offering the right products at the right prices in the right location is enough to be successful these days, think again. That strategy might get you started in retail, but it won\'t protect you from the competition. \"Today everybody competes at that level, and it\'s become table stakes,\" says Joseph Bona, president of the Branded Environments Group for New York-based branding firm CBX.\r\nIncreasingly, traditional supermarkets face competition on all sides–not only from other grocery stores but also from online merchants, dollar stores, drugstore chains, supercenters and warehouse clubs. As a result, of critical importance is a compelling point of differentiation, something that will impel shoppers to bypass the most convenient store on their way home from work and aim for the destination of their choice.\r\n\r\nSo how do you strengthen your appeal? To successfully distinguish your brand from the competition, devise and implement a differentiation strategy that will carry through to all aspects of your business, from store design to customer service. \"Most people don\'t start off with a strategy,\" says Bona. \"They come in, their stores are in decline or they\'re losing market focus, and they just want a new design. But design alone isn\'t going to save a business. Strategy and positioning are tied together and create a road map for everything else.\"\r\n\r\n<blockquote>\"Strategy and positioning are tied together and create a road map for everything else.\" -Joe Bona, CBX</blockquote>\r\n\r\nWhere To Begin:\r\n\r\nFirst, determine what sets your business apart from the competition. This requires retail leaders to \"get back to the values of your company,\" says Colin Stewart, senior vice president at AMG Strategic Advisors, a division of Jacksonville, Fla.-based Acosta Sales & Marketing.\r\n\r\nThen research your audience and prospects to determine what their perceptions of your business are. \"A lot of benefits can come out of that basic research,\" Stewart says, such as determining why shoppers in certain departments aren\'t buying as much as you expected, Stewart says. \"If you\'re going down this road, start with some foundational understanding of your shoppers and how they perceive you. Start with that baseline and continue to measure that over time.\"\r\n\r\nFor example, a supermarket chain that thought one of its strengths was its broad, well-priced assortment of frozen foods learned from customer research that in reality, shoppers thought the stores had a poor and expensive selection because its in-store navigation and signage made finding the items difficult. Stewart and his team worked with the retailer to reassign adjacencies and improve signage, and shortly thereafter customer perception did jive with reality, he says.\r\n\r\nYour research also should include your front-line workers: store managers, department managers and cashiers. \"Talk to them to get a better sense of the day-to-day business,\" Bona advises. After all, they know how each store actually works versus how it should work, and they are most often on the receiving end of shoppers\' complaints.\r\n\r\n\'Retail Is Detail\':\r\n\r\nYour point of differentiation needn\'t be radically different from how you\'ve been conducting business so far. In keeping the mantra, \"retail is detail,\" often the key markers of your brand\'s differentiation are what Bona calls \"little nuances that make companies unique.\"\r\n\r\nFor instance, CBX has worked with a small chain in Canada that for years escaped the attention of larger chains. Once the majors began moving into its territories, though, it felt the need to set itself apart. This small chain \"had wonderful black-and-white pictures of the old stores [from] 50-plus years of serving the community, a tradition that the national chains couldn\'t meet,\" Bona says. The retailer\'s strong community reputation also was rooted in friendly service. \"Their customers actually knew the owners and employees by name. Their sense of community was real; they lived it every day. Through storytelling we were able to elevate that to the next level,\" he says.\r\n\r\nBeyond putting those old photographs front and center in the stores and emphasizing its decades of tradition in its marketing materials, the chain modified its store design, too. The stores used to butcher animals that the area farmers brought in–cattle from their farms, deer they had hunted. To emphasize this tradition of service, the stores now opened up their meat departments and \"put the butcher on stage,\" Bona says. This also had the benefit of reinforcing the freshness of its meats and its above-and-beyond customer service.\r\n\r\nFocusing on community is, for smaller and more localized stores, a relatively simple means of differentiating themselves from the larger, national competitors, notes Debbie Laskey, a Los Angeles-based marketing and brand strategist. \"Consider focusing on the community partnership scenario: How does your smaller entity become an integral part of the larger community?\" Laskey says. Sponsoring local Little League teams, marching in community parades and holding food drives for area nonprofits are all tried-and-true ways of differentiating your store as the hometown brand.\r\n\r\nLocalization, in fact, is one area in which mid-tier retailers tend to focus with great success when seeking to differentiate themselves, Stewart says. For Austin, Texas-based Whole Foods Market, which has more than 310 stores in North America and the U.K., it means sending store employees to visit local farmers and other suppliers and requiring two-thirds of a store\'s team members to approve of potential new hires before bringing them aboard.\r\n\r\nIt also can mean allowing store managers more latitude in selecting merchandise. At West Des Moines, Iowa-based Hy-Vee, which has 285 stores across the Midwest, decisions regarding merchandising and product sourcing are made at the store level. \"Ideally I think every retailer would like to have store-level merchandising, but operationally you get into challenges,\" he notes. To make it possible, cluster stores into groups by merchandise mix, such as one cluster for stores in Hispanic markets and another for those catering to customers with young children.\r\n\r\nFreshness often goes hand-in-hand with localization. In some of its more than 480 stores throughout the South, Jacksonville, Fla.-based Winn-Dixie displays produce in areas of its parking lots to create the appeal of a farmers market. Signage that details which parts of the country, or which local farms, supply particular products also reinforce the freshness theme.\r\n\r\nFocusing on value and price is another potential area of differentiation, albeit one that\'s easier for larger chains with economies of scale to manage successfully than smaller ones. Boise, Idaho-based WinCo allows customers to buy items in bulk and has a self-bagging system that enables it to keep prices low and remain true to its value-focused proposition. It reinforces this messaging online by linking to blogs, such as \"Fabulessly Frugal,\" on its web page and declaring on its Facebook page: \"Our online community is dedicated to help you save money on groceries.\"\r\n\r\nWalking The Talk:\r\n\r\nCreating a differentiation strategy means nothing if it\'s not implemented properly. And to do that, you need to communicate it internally and externally. \"You have to take the time to train the staff and infuse your strategy into their culture,\" Laskey says. Providing incentives such as an employee stock ownership plan (ESOP), as Lakeland, Fla.-based Publix and WinCo do, can motivate everyone down to the front line to buy in to the corporate strategy. Likewise, Hy-Vee pays its store directors based on commission, Stewart says, which encourages them to ensure that employees are embracing the company\'s approach.\r\n\r\nAs for communicating the strategy to consumers, err on the side of simplicity. \"Simplify your message down to what you want it to stand for,\" Stewart says. \"If it\'s freshness, you want to use the word \'fresh\' in all your communications–your signage, your circulars. Focus on one key message; you don\'t want to confuse people.\"\r\n\r\nFailing to maintain that focus is a common pitfall. Coming off the previous decades, when the conventional wisdom was \"bigger is better\" and supermarkets tried to be all things to all people, consistently homing in on a narrower message can seem limiting and risky.\r\n\r\nTrader Joe\'s, for one, has proven that big things can come from thinking small. The Monrovia, Calif.-based chain eschews most major, national brands–if you\'re looking to buy Coke or Pepsi, you won\'t find it there. Yet its 360-plus stores are almost always crowded, and not simply because they\'re a fraction of the size of standard supermarkets. \"You really can\'t go in and do a full grocery shop,\" Bona says. \"But there\'s always these new and unique products, a sense of discovery, a sense of fun.\" Trader Joe\'s communicates this in everything from the witty store flyers, which use vintage-style clip art instead of standard food photography, to the Hawaiian shirts employees wear.\r\n\r\n\"In an industry where you have small competitors and the big guys, you really need to stand out,\" Laskey says. \"Little extras will bring someone in. You can\'t be everything to everyone. But whatever those keys are that make your brand different, you\'ve got to use them.\"</p>\r\n\r\n<a href=\"http://www.retailleader.net/print-article-differentiate_and_conquer_-3072.html\" target=\"_blank\">http://www.retailleader.net/print-article-differentiate_and_conquer_-3072.html\r\n</a>', 'Differentiate And CONQUER', '', 'inherit', 'closed', 'closed', '', '1666-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1666, 'http://cbx.cappendev.com/1666-revision-v1', 0, 'revision', '', 0),
(2830, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'After seven years in concept and nearly a year in construction, it’s finally here!\r\nThe new Fare &amp; Square grocery store in Chester, Pa., has opened to serve the residents of this city without a supermarket for nearly 12 years. Once a center of shipbuilding, Chester lost industry and half its population after World War II. Today, Chester’s population numbers around 33,000 people, but it was nearly impossible to buy a head of lettuce or anything else fresh until Fare &amp; Square opened for business. Chester had become a food desert—one of the 35 food deserts in the Delaware Valley, according to the USDA.\r\n\r\nAbout 200 people gathered for the ribbon cutting held Sept. 28, followed by lines of customers waiting to shop the new 13,000-sq.-ft. store. Once inside, they immediately could see generous displays of produce arrayed on tilt-style tables, while pendant lighting called attention to freshness and quality. But there was more: a wide variety of additional fruits and vegetables lining the walls was both inspiring and appetizing—as well as staples and additional specialty departments.\r\n\r\nThe new store represents Chester’s first grocery store in more than a decade and gives residents of Chester easy access to a full range of fresh and national brand foods that have not been available since its last full-scale grocer closed in 2001.\r\n\r\nPhilabundance, a hunger-relief organization located in the Delaware Valley behind the non-profit store, commissioned New York based branding and design firm CBX to handle the design.\r\n\r\nNow, what’s interesting about that is not just the fact that CBX has years of experience in the supermarket and c-store industry, but that Philabundance wanted to create an environment that would reflect the hopeful and respectful nature of its goal to create a store that could look at home in any community. Translated that means no cut cartons or obvious cutting corners on the look and feel. And, while it’s no Dean &amp; Deluca, the store’s fixtures, lighting, flooring and décor package would be at home in for-profit supermarkets. Consistent with for-profit grocery stores, Fare &amp; Square specialty departments include not only produce but also dairy, deli, meat and seafood.\r\n\r\nf&amp;s 2.JPGThe 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-colored woods and stainless steel trim, round out the colors and materials. Lending a local connection is the one-of-kind murals designed and executed by area artists.\r\n\r\nIn the end, CBX was asked to make Fare &amp; Square an energizing and inspiring, but comfortable, place to shop and congregate. Philabundance hopes to replicate this model in other communities in the Delaware Valley region.\r\n\r\nHere’s a big salute to the new Chester store and its residents. While your juices are flowing, we’d love to read your thoughts. Leave any taste in the comments section.\r\n\r\nRead more: <a href=\"http://retaildesigndiva.ddionline.com/2013/10/dignity-by-design-at-fare-square.html\" target=\"_blank\">http://retaildesigndiva.ddionline.com/2013/10/dignity-by-design-at-fare-square.html</a>', 'Dignity by Design at Fare & Square', '', 'inherit', 'closed', 'closed', '', '1875-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1875, 'http://cbx.cappendev.com/1875-revision-v1', 0, 'revision', '', 0);
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(2831, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'Traditional supermarkets on both sides of the Atlantic are losing market share, thanks to a rapidly advancing horde of competitors seeking to outdo them on price, convenience and quality, experts say.\"Whereas once consumers bought all their groceries at one location, this is no longer the case. Consumers are now splitting their grocery shopping across multiple channels - as many as five,\" wrote JLL analysts in the firm\'s Retail Shop Topic report published last September. \"By 2018, traditional supermarkets\' share of grocery dollars [in the U.S.] will have shrunk 300 basis points to 37.2 percent.\"\r\n\r\nRivals of all types and sizes surround these chains. The list of competitors includes massive wholesale clubs and supercenters; fresh grocers focused on perishables and ethnic foods; a new breed of small, format stores in closer proximity to shoppers\' homes and geared toward faster, easier shopping; and thousands of food, focused dollar stores, drugstores and convenience stores. Meanwhile, online sales are gaining momentum, as the likes of Amazon.com\' s Prime Pantry, FreshDirect, Google Express, Instacart and Pea pod roll out grocery delivery services in major markets.\r\n\r\nIn the U.K. the highly efficient German grocers Aldi and Lidl are wooing droves of customers from mainline rivals such as Tesco, Sainsbury\'s and Morrisons, says Joseph Bona, president of branded environments at CBX, a global brand agency and retail design consultancy. \"Aldi and Lidl are going like gangbusters in the United Kingdom,\" he said. \"Their motto used to be \'stack it high and sell it,  but now they\'re offering a better customer experience and higher quality without sacrificing competitiveness on price. They pose a serious threat.\"\r\n\r\n<img class=\"size-full wp-image-8825 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/02/1.jpg\" alt=\"1\" width=\"185\" height=\"216\" />These German chains aim to challenge U.S. supermarkets as well: Aldi already has 1,300 stores in the U.S., Bona notes, and could have as many as 2,000 there by 2018. Lidl is preparing to enter the U.S. bv 2018 with an initial focus on the mid-Atlantic region, according to Naveen Jaggi, president of retail brokerage for JLL Americas. \"Here Lidl will not be playing in the discount sector at all, \" he said. \"It plans to build a 30,000-square-foot, high-end store that in its presentation- architecturally as well as in price and product mix will be going straight for the Whole Foods consumer. Lidl will have no problem putting its stores right across the street from Whole Foods. It will be an interesting battle to watch.\"\r\n\r\nThe rise of alternate food-selling channels is eroding sales of packaged, nonperishable goods typically offered in the center of the supermarket, says Jim Prevor, a Boca Raton, Fla.-based analyst who blogs at PerishablePundit.com. \"Profit has just drained out of the \'center store,\'\" he said, referring to the packaged foods-oriented central areas of a grocery store, as opposed to the perimeters, where fresh produce is placed. The reason is simple enough: A box of Tide laundry detergent or Kellogg\'s Corn Flakes is the same no matter where it is sold. That makes it easy for price-conscious shoppers to hunt for bargains on commoditized goods by website, in dollar stores, at Walmart or in a multiplicity of other food selling outlets, Prevor says. \"Even if traditional supermarkets can continue to sell center-store items, they have to do so at such deep discounts that they\'re just not able to generate profitability,\" he said.\r\n<img class=\"wp-image-8827 alignleft\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/02/3.jpg\" alt=\"3\" width=\"634\" height=\"402\" />Though the so-called Great Recession is technically over, it has led to an enduring change in the way people spend their money, Jaggi says. \"Consumers now feel that anything you shop for can be found cheaper if you are willing to shop for it,\" he said. \"That is the big shift. Nearly all retailers have tiered down their price offerings. They want to force consumers to come to them for all sorts of goods, as opposed to going and getting two weeks\' worth of supplies in one trip at the supermarket.\"\r\n\r\nOne direct result of these spending pattern shifts is an on going consolidation in the grocery senor, observers say. The latest example is Albertsons\' $9 billion merger with Safeway, which was on track at press time for a January 2015 closing and will reportedly lead to the sale of 168 stores across eight states. \"The Safeway-Albertsons merger is going to change the grocery sector from the Midwest to the West,\" Jaggi said. \"Consolidation is, hopefully, going to give these companies more buying power and efficiencies in distribution. That in turn could enable them to spread those savings to the consumer. It is probably the dearest indication that the grocery sector is going through a significant change.\" The September JLL retail report also cites a raft of other examples from the past couple of years, including Albertsons\' $385 million purchase of United Supermarkets; Kroger\'s $2.6 billion acquisition of Harris-Teeter; Safeway\'s closure of 72 Dominick\'s stores in Chicago; and Yucaipa\'s acquisition of 110 Fresh &amp; Easy stores. The Dominick\'s closures resulted in the return of some 4.5 million square feet of space back into the Chicago market and spiked local retail vacancies by about 80 basis points, according to the JLL analysis.\r\n\r\nDoes this instability mean that traditional supermarkets will shrink dramatically along the lines of \"right-sizing\" retailers such as Best Buy? Not necessarily, Prevor says. \"It is a possibility, but I believe it is just as possible supermarkets will further evolve ,\" he said. Already, major chains are ramping up their focus on fresh and prepared foods around the perimeter of the store by installing foodie-friendly cheese caves, wine bars, mini-restaurants and more, according to Prevor.\r\n\"Some supermarkets are transforming themselves into hybrid food-service and retail emporiums,\" he said. \"This actually holds out the possibility that some of these stores could get bigger.\r\nThat way, they can have food courts and other things that we haven\'t traditionally associated with supermarkets.\"\r\nChains could simultaneously confront discounters by adding the types of products found on the cheap at warehouse clubs, Jaggi says. \"Do you have to go to Costco to get that giant pallet of paper towels?\" he said . \"Maybe not - maybe Kroger starts carrying that.\" By offering touches of both Costco and Whole Foods, in other words, supermarkets stand to broaden their appeal. \"All these major brands, whether you\'re talking about Kroger, HEB or Publix, are trying to appeal to as broad a demographic as possible,\" Jaggi said. \"They want their stores to appeal to discount-oriented consumers, aspirational consumers and affluent consumers alike.\'\'\r\nLandlords could employ a similar strategy when retenanting shopping centers that have lost large-format grocery anchors owing to sector consolidation, Prevor says. Instead of a single grocery anchor, the shopping center could offer multiple highly specialized food tenants that occupy in the aggregate roughly the same square footage as the departed anchor. \"One tenant might be a deep-discount concept like an Aldi, another might be a health-oriented, upscale concept like Whole Foods,\" Prevor said . \"You could also have an ethnic-food store focused on Asians or Latinos. So the model moving forward might he for multiple 10 ,000- or 15 ,000-squarefoot stores instead of one 60,000-foot store. The design of these centers could change.\"indeed, the JLL report does predict continuing closures of traditional supermarkets over the next three years as alternative channels - particularly dollar stores and fresh-format grocers - expand aggressively. Meanwhile, online grocery concepts will eat into supermarket sales even further in coming years, says Susan Porjes, a market analyst (or research firm Packaged Facts. \"Back more than 10 years ago, investors were leery of online grocery shopping, due to some spectacular failures, like Webvan,\'\' said Porjes. \"But online grocery sales are poised to take off on a high-growth trajectory\".\r\n<img class=\"wp-image-8826 alignright\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2015/02/2.jpg\" alt=\"2\" width=\"190\" height=\"208\" />Indeed, U.S. online grocery sales are set to grow from about $23 billion last year to nearly $ 100 billion by 2019, which would amount to 12 percent of total grocery spending, according to Porjes, who wrote an October 2014 report on the phenomenon. Others see it too. Ultimately untrammeled growth of online grocery shopping could spell trouble for supermarkets, write the JLL analysts. \"If Amazon figure out a successful solution to a wide-scale implementation of its Amazon Fresh model, it poses a significant threat to groceries, particularly supermarkets with thin margins.\"\r\n\r\nBut even this trend could at the same time create certain opportunities for landlords, Porjes notes. Companies such as Chronodrive, which has 74 store across France, specialize in building drive-through, Internet-enabled grocery stores. \"That model has been successful in France\" Porjes said. \"You place your order, and on the way h0me from work you go to the drive-through and they have everything ready for you.\" The stores, which Porjes likens to small warehouses with limited assortments, represent a new potential retail tenant, particularly for shopping centers that lack grocery anchors.\r\n\r\nDrive-through grocery Zoomin Market launched this concept in Olathe, Kan., last April - local shoppers place orders using a smartphone app. and a text alerts them when the groceries are ready for pickup. Walmart began testing a similar concept last September on its home turf in Bentonville, Ark.\r\n\r\nSome grocery sellers are installing lockers at which shoppers can pick up their online-ordered bags of produce and packaged goods- a trend that could supplement retail leasing revenue over time, Porjes says. Peapod, for one, is leasing space for grocery pickup lockers at three Metro stations in Washington, D.C., as part of a six month pilot program. \"For commuters who are not always able to be home for grocery delivery, this is a perfect solution.\" Porjes said.\r\n\r\nFinally, the practice of \"crowd sourcing\"- where by companies such as Uber use the Internet and GPS-enabled smart phones to tap into pools of freelance delivery drivers - could also be a boon to supermarkets and other food stores, Jaggi says.\r\n\r\nGeneral Growth Properties, Macerich, Simon and other top U.S. mall owners are using some of these freelance drivers to offer rapid delivery of items bought from tenants\' stores. For Jaggi, the potential for supermarkets to do the same was underscored on a recent Uber ride in Dallas. \"Before the Uber driver picked me up, he asked me if i wanted a lunch,\"Jaggi said. \"He told me many of the drivers he knew were offering delivery services. When you start getting third party service providers in the business of delivering groceries - now you\'ve got a real change in the way we perceive the shopping experience.\"\r\n\r\n<strong>Growth in specialty grocer sector spurs development, attracts investors</strong>\r\n\r\nMobs of investors are fighting over properties anchored by big supermarket chains such as Harris Tooter, Kroger and Publix, leading those seeking less competition to focus on shopping centers anchored by specialty grocers, such as Earth Fare, Sprouts Farmers Market, The Fresh Market, Trader Joe\'s and Whole Foods. According to Franklin Street Retail Investment Advisors, 51 specialty-grocery-anchored U.S. shopping centers have traded hands in the past two years, accounting for an aggregate $1.3 billion, double the amount sold in 2012.\r\n\r\nAbout 80 percent of last year\'s specialty-grocery-anchored properties were single-asset deals, according to Gary Saykafy, senior director at Franklin Street. Of the 10 transactions that were part of a larger portfolio sale, most consisted of entry-level transactions or the buyout of a partnership interest. Fresh Market was the most popular specialty supermarket among traded properties last year, accounting for 37 percent of the total, Saykaly reports. Whole Foods made up 28 percent of the deals, Trader Joe\'s 22 percent, Earth Fare 12 percent and Sprouts 2 percent. Whole Foods properties garnered the lowest cap rates: 4.9 to 5.4 percent.\r\n\r\nIn regional terms, the Southeast was the hot zone, as 66 percent of the total sales volume last year occurred in Florida and North Carolina, according to Franklin Street. Georgia was the third-most active state with 22 percent of the total. The majority of sellers were private investment groups, among them Och-Ziff Capital Management Group and Rialto Capital Management.\r\n\r\nSpecialty grocers are helping to drive a new wave of ground-up development as well, since they are growing much faster than their traditional supermarket peers, according to Franklin Street. Whole Foods has 15 new stores under way, followed by Fresh Market, Which is planning to open 10. Meanwhile, Earth Fare, Sprouts and Trader Joe\'s have collectively announced 22 stores set to open this year. All these are to roll out in the Southeast, 17 of them opening in Florida. Only eight are redevelopments, Saykaly says. The majority of the developers involved are privately owned.\r\n\r\nThe full article is available <a href=\"http://sct.epubxp.com/i/448937\" target=\"_blank\">here</a>.', 'Discounters and Other Innovators are Turning the Global Supermarket Industry on its Head', '', 'inherit', 'closed', 'closed', '', '2068-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2068, 'http://cbx.cappendev.com/2068-revision-v1', 0, 'revision', '', 0),
(2832, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<strong>Brands are more susceptible to catastrophe today than at any point in modern history.</strong>\r\n“With the rise of social media and the 24/7 cycle of media today, news spreads faster than ever,” said Nick Bell, vice president of marketing communications for Cision. “In times of crisis, this quick dissemination of information can add fuel to the fire and amplify negative news in a matter of minutes.”\r\n\r\nCompany leaders used to worry about Mike Wallace, of “60 Minutes” fame, walking through their front doors with an allegation and a camera. “Now everyone walking into your building has a camera,” said Kelly O’Keefe, professor at the Virginia Commonwealth University (VCU) Brandcenter. “This makes businesses incredibly vulnerable.”\r\n\r\nCouple that with all-time low levels of public trust in corporate and governmental institutions, and you have a veritable recipe for brand disaster, added Dustin Longstreth, chief marketing and strategy officer at branding agency CBX.\r\n\r\n<strong>Assessing The Damage </strong>\r\n\r\nThe failure to control organizational crises in the earliest stages can cost companies dearly—impacting value, revenue, and long-term reputation. Yet many businesses fail to respond quickly enough to brand-damaging issues. More than a quarter (28%) of crises reported spread internationally within an hour, according to a worldwide survey of crisis communications professionals by law firm Freshfields Bruckhaus Deringer, and more than two-thirds (69%) go global within a day. Yet the same survey found that companies require an average of 21 hours to issue any meaningful external communications in response to a crisis.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/image.jpg\"><img class=\"alignnone size-full wp-image-10493\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2017/05/image.jpg\" alt=\"\" width=\"984\" height=\"522\" /></a>\r\n\r\nBrand damage originates in many shapes and sizes, such as controversial corporate decisions or statements, logistical problems, or product safety issues. Then there are those that result from deliberate attacks, such as erroneous social media posts or other deceptive content.\r\n“There is also a larger meta-category that pervades all the above—the betrayal of a brand promise,” said Thom Wyatt, managing director at global brand strategy and design firm Siegel+Gale. “This is when the crisis is in direct conflict with what the brand stands for and is, therefore, particularly harmful.”\r\n\r\nBut, by far, the more injurious incident of all is the one for which a marketing organization has not prepared. “It’s a guaranteed way to add chaos to an already chaotic situation,” Bell said. “When forced to think on-the-fly during a brand catastrophe, the chances of having the entire company on the same page in terms of action items and response is slim, making the odds of clear and meaningful communication with the public virtually impossible.”\r\n\r\nAn effective brand catastrophe plan is developed long before a problem arises. Following are seven steps CMOs can take to build reputational resistance into their organizations.\r\n\r\n<strong>1. Involve senior leaders early—and often:</strong> “Precrisis planning should include cross-functional leaders and strategists, representatives from marketing, public relations, sales, customer service, finance, operations, and HR,” said Nina Brakel-Schutt, business development executive at digital asset management software maker Widen Enterprises.\r\n\r\nSenior leaders also should decide who will serve as spokesperson in the event of a brand emergency “so they can own the narrative,” Siegel+Gale’s Wyatt said. (Hint: The CEO works best.) “The response must be clearly articulated and come directly from someone in authority to ensure credibility and accountability.”\r\n\r\n<strong>2. Know your weaknesses:</strong> “Being able to identify your brand’s vulnerabilities makes it easier to assess your potential areas of risk and identify what’s preventable,” Cision’s Bell said. Due diligence will require that marketing leaders survey others, including customers, partners, and industry observers, to accurately pinpoint corporate frailties.\r\n\r\n<strong>3. Determine what constitutes a crisis:</strong> CMOs should gauge the business impact of hypothetical events to define what will be considered a true crisis versus an issue in order to coordinate responses and resources effectively. “An issue causes waves, but has no long-term impact on a brand,” said Bell, “whereas a crisis can permanently damage your brand and potentially lead to profit loss.”\r\n\r\nConsider creating a top 10 list of potential crises your brand might face given the existing climate, and update that list frequently as market conditions change.\r\n\r\n<strong>4. Expect the unexpected:</strong> While a list of likely brand catastrophes is helpful, many crises come out of the clear blue. “We don’t necessarily know what a worst-case scenario even looks like,” CBX’s Longstreth said. The global economic climate moves so quickly that marketing leaders are best-served designing corporate cultures and systems that can weather reputational tempests.\r\nBrands that establish trust over the long haul fare far better in times of crisis, VCU Brandcenter’s O’Keefe said. Toyota, for example, had built a reputation for reliability and was able to bounce back from massive recalls in 2009 and 2010.\r\n\r\n“Brands and companies who operate every day under clearly defined and understood values, behaviors, and purpose will be much better prepared in the face of extreme circumstances,” said Longstreth, who worked with Gold Medal Flour to define a brand purpose and corporate culture.\r\n“When there was the slightest concern of E. coli from their mill in Kansas City, Gold Medal ordered a recall straight away and communicated openly and consistently with the public,” Longstreth recalled. “They knew that the financial cost of the recall was insignificant to the loss of trust from consumers. There was no hesitation because the strong sense of purpose and integrity was embedded in the DNA of their culture.”\r\n\r\n<strong>5. Avoid “brand-made” disasters:</strong> Marketing leaders and experts preach the importance of creating a compelling brand narrative. But companies that can’t live up to the stories they tell customers can create their own brand catastrophes. It’s a new but damaging trend.\r\n\r\n“Story is something that is very important and valuable for brands to cultivate in this day and age,” Longstreth said. “[But] all too often we see companies leverage a very compelling story for their brand only to falter when it is discovered that the reality of their business doesn’t match up.”\r\n\r\nAdded Brakel-Schutt of Widen Enterprises: “A brand crisis can be eliminated when an organization knows who they are and what they stand for, and works relentlessly to deliver what their audience wants and needs. Very little can sway consumer loyalty if an organization consistently does the things they do best for the right group of people.”\r\n\r\n<strong>6. Create a rapid response plan:</strong> When the you-know-what hits the fan, there is no grace period. “In today’s digital age, there isn’t time to assess a crisis and investigate the problem at hand before communicating with the public,” Bell said. “The minute a crisis goes public is the minute people want answers.”\r\n\r\nA rapid response plan with clear processes and responsibilities will help. Make sure company leaders are aware of potential threats you’ve prepared for and the steps they will be asked to take.\r\n\r\nWhile communication with the media is an important part of the response, marketers should consider other important audiences, such as employees, corporate executives and board members, customers, vendors and partners, regulators, industry analysts, financial institutions, and trade organizations. Know their communication preferences “so you know where to share your message when the time comes,” Bell said. “Additionally, actively monitor the conversations taking place among your audience members and in public conversation. Keeping a pulse on topics and sentiment can impact the language, tone, and message you share in the midst of a crisis.”\r\n\r\n<strong>7. Consider not just what you say, but how:</strong> “Companies must understand the power of their response; it’s not just the intent of what they’re saying, but how they say it,” Siegel+Gale’s Wyatt said. “Re-establishing trust is not simply a rational or logical issue—it requires an emotional response as well.”\r\n\r\nCompanies must deliver what’s expected in the wake of a crisis, but to truly be resilient they must go above and beyond the expected response. It’s almost better to overstate the problem than to understate it, VCU Brandcenter’s O’Keefe added. “That’s a demonstration of taking responsibility and taking the challenge seriously,” he said.\r\n\r\n<strong>Silver Lining?</strong>\r\nEffective crisis response is more about long-term strategy than short-term tactics. “The long-term work of building trusting relationships with customers, peers, employees, and others means much more than the wording in a post-crisis press release,” said Will Bunnett, president of political marketing firm Clarify Agency. “No quick fix will help if there isn’t something there people think is worth fixing in the first place.”\r\n\r\nBrand disaster preparedness is critical to resilience, but such plans should serve as guides, not checklists. “Once a catastrophe hits, be sure to assess your original plan and tweak as necessary before jumping into actions,” Cision’s Bell said. “While there’s no way to prepare for every scenario, when a plan is in place for various types of crises, chances are you’ll be able to pull bits and pieces from different response plans. If nothing else, preparing for a crisis in advance will identify the proper chain of command and communication.”\r\n\r\nIn the end, a well-handled brand crisis can even have an upside. “If you respond immediately and forcefully, you can actually end of with a stronger brand than you started with,” O’Keefe said. “Consumer love a brand that owns up to its challenges and commits itself to making things better.”\r\n\r\nOriginally published by <a href=\"http://www.cmo.com/features/articles/2017/2/25/how-to-build-a-crisisresilient-brand.html#gs.null\" target=\"_blank\" rel=\"noopener noreferrer\">CMO.com</a>\r\nPhotos courtesy of CMO.com', 'Don’t Worry, You Really Can Build A Crisis-Resilient Brand', '', 'inherit', 'closed', 'closed', '', '2289-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2289, 'http://cbx.cappendev.com/2289-revision-v1', 0, 'revision', '', 0),
(2833, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<strong>Experts prescribe remedies for ailing beauty sales in languishing chains.</strong>\r\nFor many shoppers, the average mass-market beauty department is one big yawn. Retailers have elevated the assortment, but clunky, overstocked displays make finding many products difficult. Shoppers know just what to expect when they walk into their local chain store, and that’s the problem, said retail experts polled by WWD. The sameness across retail nameplates is prompting consumers to look elsewhere for beauty. For the first time in years, department and specialty store beauty sales are growing faster than mass.\r\n\r\nAccording to data from IRI for the 52-week period ended Sept. 6, in multiunit stores, most beauty category sales expanded an average of 4.5 percent over the year prior. While that shows some improvement over 2 percent inclines in the first half of 2015, it is below the 7 percent increase in prestige recently reported by The NPD Group.\r\n\r\nThat’s a tough reality given beauty products produce the second largest portion of sales in drugstores behind pharmacy, and the category ranks within the top five departments at discount stores. Consumers are looking for change.\r\n\r\nFor years, chain stores have presented beauty in much the same way, with cosmetics brands lining one wall, and skin- and hair-care and bath products filling rows and rows of shelving. They are only occasionally interrupted by photos or graphics.\r\n\r\n“Build me my magic box,” that’s what consumers are clamoring for, according to in-depth consumer research just completed by WSL Strategic Retail. “We’ve spent the last 10 years worrying about logistics or the implication of digital. But the reality is, 90 percent of sales are still in a store. People think about digital as a black box, they think about stores as a place to exercise and mingle with people,” said Wendy Liebmann, the founder and chief executive officer of WSL. “We’ve left the box to itself and shoppers are calling for change.”\r\n\r\nThat’s the clarion call. But a mind shift could be a challenge. “It’s tough for mass [merchants] to change up the way products are merchandised,” said Ben Bennett, cofounder and chief creative officer at Hatchbeauty. “Success is measured by dollar per square foot with products packed in rows in the aisles.”\r\n\r\nBennett, along with several other creative thinkers, suggested retailers station beauty at the center of the store, and have products build out from there.\r\n\r\nThe aisles and aisles of products, most of which are hidden behind bulky outer cartons, make beauty shopping more of a chore, said Jeanine Recckio, beauty futurologist of Mirror Mirror Imagination Group. “We expect the consumer to do all the work. We’re making shopping too hard and not fun to do….Retailers are so stuck on the numbers that they’ve forgotten the experience.”\r\n\r\nAt the root of the problem is the enormous volume of inventory housed within the beauty department. “The model is built for visual impact,” said Joe Magnacca, a former drugstore executive who most recently was ceo of RadioShack Corp. “It’s excessive from an inventory point of view, with 80 percent of the sales coming from 20 percent of the stockkeeping units,” said Magnacca, who is credited with sweeping improvements during his time at Duane Reade and Walgreens.\r\n\r\nJoe Bona, president of branded environments at CBX, a branding agency, agreed beauty needs an overhaul. “Mass-market retail has always been about ‘stack it high and keep the prices low,’ but beauty is bigger than that,” he said. “People go out of their way to shop at, say, Nordstrom or Sephora because these are sumptuous environments with elevated levels of service. These are places where women can relax and take care of themselves.” Bona envisions an oasislike approach where retailers jettison prosaic beauty aisles for more theatrical space. “You want women to cross the threshold, smell pleasant fragrances, hear soothing music, see softer lighting, and just relax. You want them to go ‘Wow. This is like a spa.’”\r\n\r\nVictoria Buchanan, a visual trends researcher at The Future Laboratory, said there is simply too much stuff for shoppers to peruse. In her view, rethinking the beauty department hinges on the idea of curation.\r\n\r\nDylan Lauren, founder and ceo of Dylan’s Candy Bar, also called for an edited approach, and a more inviting environment. Recalling the idea behind Dylan’s Candy Bar, she said, “I wanted my customers to experience candy differently. Our mission was to awaken the inner child.” Mass merchants could do the same with beauty with a leaner assortment, enticing packaging, better lighting and digital images, she said.\r\n\r\nEnticing the Millennial consumer is a must for the mass business to turn around. Not only are Millennials quickly becoming the biggest demographic group, they have a halo effect on other age segments, especially Baby Boomers who bristle when pegged as old and stodgy. “Millennials are drawn to experiences that involve their peers and friend endorsement. They want instant feedback on what they purchase and approval by their social followings. Playing to those elements is key for discount beauty retailers to draw in this audience,” said Amy Levin, founder of College Fashionista, a Web site popular with Millennials. She said current product displays cheapen the experience. Her advice: merchandise by occasion, such as brunch or a night out. Monetary rewards for those who spread the good word on a retailer can also sweeten sales.\r\n\r\nAnother hurdle to sales is that shoppers generally cannot try a product first. Betsy Olum, cofounder of Beauty Innovation Group, suggested offering samples of key launches, noting that most shoppers want to see, smell and touch a product before buying. “One of the most important things about beauty is being able to explore and play with the products,” said Olum, whose experience includes posts at Sephora and HSN.\r\n\r\nOriginally published in <a href=\"https://pmcwwd.files.wordpress.com/2015/12/wwd1202web.pdf\" target=\"_blank\">WWD</a>.', 'Dreaming Up An Ideal Store', '', 'inherit', 'closed', 'closed', '', '2150-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 2150, 'http://cbx.cappendev.com/2150-revision-v1', 0, 'revision', '', 0),
(2834, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'By Rick Barrack\r\nBrangelina, George Clooney, Justin Timberlake and other stars who lend their names to liquor brands are designing the packaging to be consistent with the personalities we see on the red carpet.\r\n\r\nA few months ago, megastars Brad Pitt and Angelina Jolie added another accolade to their long list of joint accomplishments. No, they didn’t become parents for the umpteenth time—they won “Best Rose in the World” in Wine Spectator’s Top 100 Wines of the Year issue.\r\n\r\nYou heard me right; Brangelina is now a premiere winemaker, which is further proof that alcohol is the new perfume, with more celebrities opting to lend their personas to spirits than scents. Stars such as George Clooney, Justin Timberlake and Sofia Coppola also are lending their names (and possibly, expertise) to wine and liquor brands, making the local wine store shelf resemble an issue of US Weekly. So how do these stars—who have an army of publicists and Tweeters shaping their public personas—protect their images when it comes to the packaging and marketing of their liquor brands?\r\n\r\nGeorge Clooney is a lover of women, Italian villas and—as nightclub impresario Rande Gerber knows—tequila. It seems that while the two were just hanging out being dudes in Cabo San Lucas, they hatched an idea to launch a tequila brand; in fact, the name of their brand, “Casamigos,” means “House of Friends.”\r\n\r\nPartying celebrities starting a liquor brand may not be surprising—but what will surprise you about George’s brand is the way it looks. The design is very simple, even bordering on—I’ll say it—feminine. A typewriter font gives the brand a handmade feel, informs buyers of the ingredients and where/when the tequila was bottled, and features an edition number. Consistent with the intimate feel is the fact that every bottle label is signed by the two founders. As for the aqua blue logo, one can only assume that it reflects the Blue Weber Agave from which the product is made.\r\n\r\nWhile this bottle may not reflect George’s masculine persona, it is definitely charming and refined, adjectives often used to describe the actor/director (at least by the media).\r\n\r\nAnother celebrity, Justin Timberlake, is trying to give George a run for his money with his tequila brand, Sauza 901. With a name that’s a nod to the area code of JT’s hometown of Memphis, TN, Sauza 901 is definitely catering to a younger, hipper, clubbier audience.\r\n\r\nJustin may claim to be a spirits aficionado (his song “Drink You Away” has a line about trying “Jack, Jim..all of their friends”), but he’s also the consummate performer. With this tequila, he’s trying to get people to party and drink along with him. The bottle’s long hexagonal shape and an oversized “901” graphic is edgy, sexy and slightly mysterious. Justin is likely modeling his public persona (if not his film career) after George’s, but his tequila brand feels a lot more mass—and the fact that it is being marketed by Sauza suggests just that. This is not the homemade, small batch tequila touted by George, but a mainstream tequila for those who love a good time (and in all likelihood, Justin’s music).\r\n\r\nDirector Sofia Coppola was blessed with talent, good looks and a father who is not only an incredible director but who also owns a vineyard. As a gift to his daughter, Francis Ford bestowed her with her own champagne, named—what else?—Sofia.\r\n\r\nGiven that Sofia is something of a fashion brand herself—she has designed handbags for Louis Vuitton, been a guest editor at French Vogue and starred in a Marc Jacobs ad campaign—one would assume that she had a definite hand in the creation of the Sofia champagne brand.\r\n\r\nMy favorite aspect of the champagne is the fact that it is packaged in a metal can, the perfect mix of “mass” and “class.” The white logo, in a sanserif font, contrasts against a metallic raspberry color, as does a romanticized illustration of a grapevine. The can is undoubtedly feminine, but it’s sleek enough to be held by a guy. And it comes with a matching plastic straw, in a cardboard box that is so attractive, it could be a gift under a Christmas tree. Yes, Sofia gives a winning performance on this one—too bad they don’t give out Oscars for alcohol brands.\r\n\r\nSince we’ve tackled tequila and champagne, let’s look at Sean Combs’ vodka brand, Ciroc. This brand is a little bit different from the others, because the product was created by Diageo before the former P. Diddy came on as brand ambassador in 2007.\r\n\r\nThe bottle is hip enough to suit his persona, with a slender, towering shape that is as imposing on shelf as the entrepreneur himself. And the blue circle on the bottle makes an eye-catching bulls eye behind the bar.\r\n\r\nWhere Combs really gets to shine is in the marketing for the vodka. Ad campaigns feature him as a modern day Sinatra, sitting around a table with his very own Rat Pack. Few celebrities today know more about branding than Diddy, who not only created his own hip-hop “brand” but also created the successful Sean John fashion line, a movie production company, a men’s perfume and two nightclubs, among other ventures. By partnering with Ciroc, Combs has used his prowess to turn a 50,000 case per year vodka brand into a 2 million case per year spirits superstar.\r\n\r\nThe list could go on and on. Dan Ackroyd launched Crystal Head Vodka in 2008, and his vodka, is filtered through 500-million-year-old quartz crystals that have supposed spiritual qualities. (Inspired by “Ghostbusters,” Dan?)\r\n\r\nFinding the spirits category no laughing matter, Ackroyd’s buddy and co-star Billy Murray founded Slovenia Vodka with dancer Mikhail Baryshnikov in the most bizarre celebrity partnership ever.\r\n\r\nDrew Barrymore went from wild child to wife/mother to vintner, with her brand Barrymore Wines.\r\n\r\nAnd who can forget that “Real Housewife” of New York, Bethenny Frankel, launched her Skinny Girl Margaritas while starring on the show? Hey, when reality TV gives you lemons, why not make lemonade-flavored cocktails?\r\n\r\nSo, what does Brad and Angie’s brand look like, you may ask? An actor who fancies himself a design aficionado and art collector, Brad likely had a hand in the design—as he did with houses in New Orleans for his Make It Right initiative, his Pitt-Pollaro furniture collection and even Angie’s engagement ring.\r\n\r\nThe Miraval Rosé bottle, named for their estate in Provence (excuse me…), is sophisticated and streamlined, with a bodacious shape that brings a particular actress to mind—and I’m not talking about Jennifer Aniston. Although don’t be surprised if Smartwater millionairess Jen launches her own alcohol brand in the near future—it seems to be a trend that’s caught a lot of (TMZ) buzz.\r\n\r\nRead more: <a href=\"http://www.packagingdigest.com/beverage-packaging/dressing-celebrity-alcohol-packaging-style\" target=\"_blank\">www.packagingdigest.com/beverage-packaging/dressing-celebrity-alcohol-packaging-style</a>', 'Dressing Up Celebrity Alcohol Packaging in Style', '', 'inherit', 'closed', 'closed', '', '1948-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1948, 'http://cbx.cappendev.com/1948-revision-v1', 0, 'revision', '', 0),
(2835, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/10/6a00d8341ca6a453ef016761fe4321970b-320wi.jpeg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/6a00d8341ca6a453ef016761fe4321970b-320wi.jpeg\" alt=\"\" title=\"6a00d8341ca6a453ef016761fe4321970b-320wi\" width=\"320\" height=\"250\" class=\"alignnone size-full wp-image-4871\" /></a>\r\nSo, I’m on this date. And for all intents and purposes, it’s going pretty well. When he asks me if I would like to go somewhere for dessert, I’m in. When he asks me where I want to go (how kind and thoughtful!), I’m even more excited.\r\n\r\n“Let’s get FroYo!” I say.\r\n\r\nHis response?\r\n\r\n“What’s FroYo?”\r\n\r\nAnd that, my friends, is how our date ended. How can a man not know what FroYo is? Wait – how can anyone not know what Fro-Yo is?? It just happens to be the most delicious, low-calorie (if you get tart flavor and add a dash of chocolate peanut butter like I do) dessert you could ask for.\r\n\r\nObviously, I feel strongly about my FroYo. So, you can imagine my excitement when I received word that Duane Reade (drugstore retailer extraordinaire) decided to add a self-serve frozen yogurt bar to its Broadway and 52nd Street NYC store. You mean I can get lipstick, toothpaste, a prescription filled and FroYo? Wow.\r\n\r\nUpMarket Fro-Yo is, according to a recent company press release, part of Duane Reade’s plan to become a total health/beauty/daily living destination. They must be really tuned in to how important FroYo is in today’s world. Or at least in my world.\r\n\r\nWhile it’s a bizarre combination—drugstore meets FroYo—I applaud the innovation. In fact, this type of “out of the box” innovation is not exactly a new thing for Duane Reade. It added a sushi and juice bar to its 40 Wall St. location in New York last year, and it looks as though the drugstore retailer will continue to bring healthy food options to various retail locations.\r\n\r\nOne of the things I’m digging about the FroYo bar (besides its FroYo of course) is the design – all handled by CBX. It’s sleek, the colors are enticing and they’ve made great use of integrating the FroYo swirl cleverly into the design. There’s absolutely no way you’re going to walk by this and not get frozen yogurt. You sort of have to – that’s how good it looks.\r\n\r\nNow the only question left to be answered is: do they have tart, chocolate and peanut butter flavors available, along with a single man who can take me there on a date? That’s sort of the deal-breaker for me…\r\n\r\nWhat do you think about drugstore meets FroYo? Ever ended a date due to a total lack of dessert knowledge?\r\n\r\n<a href=\"http://retaildesigndiva.ddionline.com/2012/02/drugstore-meets-froyo-you-in.html\" target=\"_blank\">http://retaildesigndiva.ddionline.com/2012/02/drugstore-meets-froyo-you-in.html</a>', 'Drugstore Meets FroYo -- You In?', '', 'inherit', 'closed', 'closed', '', '1692-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1692, 'http://cbx.cappendev.com/1692-revision-v1', 0, 'revision', '', 0),
(2836, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>On Wednesday, the New York-based Walgreens-owned ubiquitous drugstore Duane Reade opened its new flagship store bring the brand vision “New York Living Made Easy” to life in a vibrant neighborhood that is establishing its upscale identity. The roughly 22,000-square-foot store is the largest Duane Reade ever built. The store, which will be open 24 hours a day, seven days a week, is located in close proximity to the New York Stock Exchange and features the first introduction of their parent companies brand into a store “Powered by Walgreens Pharmacy Network”; an expanded beauty department centering on the award-winning Duane Reade LOOK Boutique; a unique fresh food, beverage and snack department; sushi bar, a shoe shine area, the largest Duane Reade/HP digital photo center and daily fresh flowers for sale. As well as an in-store salon will offer blowouts for $35 to $45 and manicures for $10; “Find Your Look,” a computer that takes your photo, lets you scan in makeup items, then retouches your photo to show how you would look in those products; a juice bar where employees whip up made-to-order $4.99 smoothies and a Coca-Cola machine that dispenses 130 drinks at the touch of a computer screen.\r\nAnd of course the CBX designed and recently renamed Private Brand Good & Delish, the groundbreaking UPC based skyline value brand and Apt 5 all playing starring roles with endcaps and signage engaging customers in the brands throughout the store.\r\n\r\nHere is the press release from Duane Reade:\r\n\r\nNew York City’s Largest Drugstore Chain Unveils the World’s Most Innovative Drugstore with Pharmacy Services Powered by Walgreens\r\n\r\n40 Wall Street, known as the “Crown Jewel of Wall Street,” once held the title of the tallest building in the world. Now, it is home to a 22,000-square-foot Duane Reade flagship store and one of the drugstore chain’s most innovative locations to date, which is scheduled to open July 6th. The new 24-hour store will have a decided “up market” focus, from its health care, food and beauty offerings to exclusive services and amenities never before seen in a Duane Reade or any other drugstore.\r\n\r\n“This store represents a milestone, with the best ideas of Duane Reade and Walgreens setting a new benchmark for health and daily living,” said Walgreens President and CEO Greg Wasson. “As part of the Walgreens family of companies, Duane Reade is taking an important step in its highly visible re-branding initiatives with the opening of this store.”\r\n\r\nJoe Magnacca, President of Duane Reade and President of Daily Living Products and Solutions for Walgreens, said, “This space signifies great historical achievement, where it took workers just 93 days to build the entire steel frame of this 72-story building in 1930. Since then, it has been transformed for the new era, mirroring Duane Reade’s strategic brand repositioning today. 40 Wall Street is the latest phase in introducing our iconic New York brand to its modern relevancy with our New York metropolitan area customers.”\r\n\r\nQualified medical attention will be on-hand with the company’s signature, no-appointment-required “Doctor On Premises” service that provides urgent, affordable and quality health care, including Duane Reade’s first pharmacy “Powered by Walgreens Pharmacy Network.” The new system will link to Walgreens pharmacy system, the largest pharmacy network in the U.S. New Yorkers, out-of-state residents and visitors now can have their Walgreens pharmacy information available at this Duane Reade location for a seamless patient experience that will also include prescription “ready” text messaging.\r\n\r\nAn expanded beauty department will feature the award-winning LOOK Boutique offering before/after virtual makeovers, skin analysis from Philips Crystalize, and an automatic fragrance sampler that will allow customers to try more than 40 different scents on their wrist. A nail salon will feature manicures, gels, the latest colors from OPI and essie, and a hair salon by Phyto Universe with services like hair/scalp analysis, blowouts and styling from a certified hair care professional. High-end, salon grade skin/hair products and accessories will be available from Nuxe and other trusted brands.\r\n\r\nDuane Reade will bring the best of its New York Living Made Easy vision with store offerings that will include: a Sushi Station, featuring a chef and full menu from edamame to elaborate rolls; The Juice Market, offering fresh-made specialty themed smoothies; a Starbucks coffee and fresh bakery counter; a Coca-Cola “Freestyle” machine dispensing 130 varieties of Coca Cola fountain drinks; and an expanded natural and organic section containing fresh fruits, vegetables, wraps, sandwiches and salads made daily; including other products exclusive to Duane Reade.\r\n\r\n“The fresh and healthy food offerings will be un-paralleled within the drugstore industry,” said Paul Tiberio, Senior Vice President of Merchandising & Chief Marketing Officer for Duane Reade. “As our customers shop across fewer retailers, we have positioned 40 Wall Street to best service the ‘need-it-now’ trips of the area’s growing residential and professional populations, offering an ‘up market’ fresh food proposition and their one-stop shop solution.”\r\n\r\nThe Virtual Assistant, custom designed for Duane Reade by Tensator, will welcome and introduce customers to the many new store features by utilizing the latest in holographic imaging and audio-visual technology to create the illusion of a real person. (Tensator is a global leader in queue management and digital signage solutions.)\r\n\r\nFor the professional on the go, a retro-styled, mahogany-polished shoe shine area will be on-hand, and all proceeds from the shine will be donated to various New York-based philanthropic organizations through the Duane Reade Charitable Foundation. In addition, business enthusiasts will be able to browse the international newsstand stocked with papers from financial centers across the globe, power-up at a cell phone charging station that will lock the device and charge while a customer shops, all while taking in important stock, news and sports feeds on the 20-foot official NYSE in-store ticker.\r\n\r\nOther New York City conveniences include daily fresh flowers available for any occasion and the biggest Duane Reade/HP digital photo center to date.\r\n\r\n<a href=\"http://mypbrand.com/2011/07/06/duane-reade-good-delish-invade-wall-street/\" target=\"_blank\">http://mypbrand.com/2011/07/06/duane-reade-good-delish-invade-wall-street/\r\n</a>', 'Duane Reade & Good & Delish Invade Wall Street', '', 'inherit', 'closed', 'closed', '', '1751-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1751, 'http://cbx.cappendev.com/1751-revision-v1', 0, 'revision', '', 0);
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(2837, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>New York, NY – February 21, 2012 – CBX, the New York- based brand agency, announced today that the work it completed as Duane Reade\'s retail brand partner earned an award in Chain Store Age\'s 30th annual Store of the Year Retail Design Competition. Competing with entries submitted from around the world, the Duane Reade 40 Wall Street location won First Place in the 2011 Drug Store/Convenience Store category.\r\nCBX worked with Duane Reade on the overall strategic vision and then created store environments unique to the individual New York local markets. \"The size (22,000-sq-ft.), and the location gave us the opportunity to provide amenities not typically found in a neighborhood pharmacy,\" says Todd Maute, partner, CBX. \"The former bank space with its black marble columns and gilded escalators allowed us to creatively design and offer a hair salon, a nail bar and the new UpMarket grocery featuring sushi and smoothie bars.\"\r\n\r\nA panel consisting of designers, retailers, and architects chose winners based on project objectives, unique project characteristics, and special design elements and materials. Winners of the Chain Store Age Retail Store of the Year 2011 Design Competition will be highlighted in the February/March 2012 issue of Chain Store Age.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/03/brands3.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/03/brands3.jpg\" alt=\"\" title=\"brands3\" width=\"760\" height=\"260\" class=\"alignnone size-full wp-image-644\" /></a>\r\n\r\nAbout CBX:\r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly Clark, A&P, Pathmark, Saks Fifth Avenue Off Fifth, Lord and Taylor, Wawa, Sunoco, and Petro China. In addition to its New York City headquarters, CBX has offices in San Francisco and Minneapolis, and with the CBX World- wide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shang- hai, London, Amsterdam and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.</p>', 'Duane Reade 40 Wall Street Location,  Designed by CBX, Wins Chain Store Age\'s  \'Store of the Year Retail Design Competition\'', '', 'inherit', 'closed', 'closed', '', '1577-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1577, 'http://cbx.cappendev.com/1577-revision-v1', 0, 'revision', '', 0),
(2838, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>NEW YORK -- Duane Reade has added an Upmarket Chop Salad Bar store-within-a-store at its 100 Broadway location in downtown New York City. The salad bar is designed for customers with limited lunch breaks to quickly customize their own salads in a grab-and-go manner.\r\nDuane Reade collaborated with design firm CBX on the project. CBX\'s goal was to create a distinctive look for Upmarket Chop. The final product includes a giant LED light box of a spoon, fork and knife that hangs on the wall of the salad bar at its centerpiece.\r\n\r\n\"Duane Reade continues to bring value to New York City shoppers, providing everything from pharmacy to fresh food needs,\" said Todd Maute, partner at CBX.\r\n\r\nThe 100 Broadway location also features a juice bar, a sushi bar, coffee station, hot soups and a frozen yogurt station.\r\n\r\nAs CSNews Online also reported, Duane Reade opened its flagship large-scale store at 40 Wall Street in July 2011. That store, located in the Trump Building down the street from the New York Stock Exchange, features many of the same items as the 100 Broadway location, as well as a Coca-Cola Freestyle machine and a Tensator Virtual Assistant.\r\n\r\nDuane Reade is a division of Walgreen Co.\r\n', 'Duane Reade Adds Salad Bar to Its Product Mix', '', 'inherit', 'closed', 'closed', '', '1658-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1658, 'http://cbx.cappendev.com/1658-revision-v1', 0, 'revision', '', 0),
(2839, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>Walgreens continues efforts to innovate its retail stores with the latest addition of Fro-Yo frozen yogurt bars at Duane Reade in New York. \r\nThe renovated Duane Reade located at Broadway and 52nd Street reopened this week with the chain’s first self-serve frozen yogurt bar. UpMarket Fro-Yo is part of Duane Reade’s plan to become a total health, beauty and daily living destination, according to Duane Reade president, Joe Magnacca.\r\n\r\nThe UpMarket brand debuted last year at Duane Reade’s 40 Wall Street location with a sushi bar and juice bar. The addition of frozen yogurt is a continuation of the chain’s strategy to develop neighborhood-centric niche offerings and part of parent company Walgreen’s efforts to reinvent the drugstore experience.\r\n\r\nWalgreen’s opened a flagship store in Chicago in January featuring UpMarket offerings including the Fro-Yo self serve frozen yogurt bar. Other store features include a juice bar and fountain for made-to-order smoothies and milkshakes, fresh hand-rolled sushi and sashimi prepared daily, and hundreds of fresh food items including produce and on-the-go meal options such as wraps, sandwiches and salads.\r\n\r\nThe store also features a Coca-Cola Freestyle machine capable of dispensing 130 varieties of Coca-Cola fountain drinks, a selection of more than 700 wines positioned to pair with artisan cheeses and an assortment of specialty meats and chocolates are also featured. A “LOOK Boutique” beauty department featuring dozens of prestige and niche cosmetic, skincare and hair care brands not typically found in drugstores and staffed with trained beauty advisors. And a nail bar offers professional manicures, and eyebrow shaping and other grooming services.\r\n\r\nThese efforts are being carried over to Duane Reade, which Walgreen’s acquired in 2010. Since then, the chain has expanded Duane Reade’s Good & Delish store brand, now carried at both chains, and relaunched Walgreen’s Deerfield brand under the Nice! store label. Nice! is now carried at both Walgreen’s and Duane Reade stores.\r\n\r\nIn New York, Fro-Yo greets shoppers at the entrance to the store across from the UpMarket Sushi and Juice bars and, through sophisticated design cues, instantly communicates a convenient destination and fast, fresh new alternative for discerning New Yorkers. The modern design was created by CBX, which also helped design Duane Reade’s signature private label strategy and package design system.\r\n\r\n\r\nThe curved space with machines canted at a 45-degree angle makes the flow and pedestrian traffic fluid and easy to navigate. The organic shape of the machines mimics the swirl of the frozen yogurt while a green accent subway tile leads customers through the entire journey with style from cup pick up to flavor choice and topping.\r\n\r\n\r\nUpMarket Fro-Yo serves eight flavors of frozen yogurt along with a variety of toppings at a price of $5.99 per cup.\r\n\r\n<a href=\"http://www.storebrandsdecisions.com/news/2012/01/31/duane-reade-expands-upmarket-offerings-with-fro-yo\" target=\"_blank\">http://www.storebrandsdecisions.com/news/2012/01/31/duane-reade-expands-upmarket-offerings-with-fro-yo\r\n</a>', 'Duane Reade Expands UpMarket Offerings With Fro-Yo', '', 'inherit', 'closed', 'closed', '', '1705-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1705, 'http://cbx.cappendev.com/1705-revision-v1', 0, 'revision', '', 0),
(2840, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p><strong>CBX leverages quintessential New York-centric approach.</strong>\r\nNew York, NY - January 30, 2012 - For New Yorkers, a routine trip to the local drug store to pick up a tube of toothpaste may turn into something totally unexpected. The renovated Duane Reade located at Broadway and 52nd Street reopened with the chain\'s first self-serve frozen yogurt bar. UpMarket Fro-Yo is part of Duane Reade’s plan to become a total health, beauty and daily living destination, according to Duane Reade president, Joe Magnacca.\r\n\r\nDuane Reade collaborated with CBX, its creative retail brand partner, to help develop the name, look and feel for this store within a store environment for a fresh food offering space. The UpMarket sub brand made its debut last year at Duane Reade\'s 40 Wall Street location with a sushi bar and juice bar. It\'s a continuation of the chain\'s strategy to develop neighborhood-centric niche offerings. CBX also helped design Duane Reade\'s signature private label strategy and package design system.\r\n\r\n\"UpMarket Fro-Yo is a unique creative addition to their strategy,\" says Todd Maute, managing partner, CBX. \"This was an opportunity for us to collaborate with Duane Reade management to continue the transformative \'New York Living Made Easy\' vision and create a real destination that offers its customers something innovative in a sophisticated, Duane Reade way,\" he adds.\r\n\r\nThe contemporary design epitomizes the quintessential New York feel with the application of black and white subway tiles and introduces a new signature color of green to indicate an expansion of the fresh food offerings. Playful language punctuated by an edgy tone is complemented with clever graphic icons that speak to the various activities and places people usually enjoy while eating frozen yogurt including bike rides, ice skating, ball games and the beach.\r\n\r\nFro-Yo greets shoppers at the entrance to the store across from the UpMarket Sushi and Juice bars, and through sophisticated design cues, instantly communicates a convenient destination and fast, fresh new alternative for discerning New Yorkers. The curved space with machines canted at a 45-degree angle makes the flow and pedestrian traffic fluid and easy to navigate. The organic shape of the machines mimics the swirl of the frozen yogurt, while a green accent subway tile leads customers through the entire journey with style from cup pickup to flavor choice and topping.\r\n\r\nMenu boards, cups and napkins incorporate the same edgy tone along with the icons, green swirl and talk bubbles (\"Grab life by the berries,\" and \"Go ahead, get creative\") that encourage customers to create their own signature combination of yogurt and toppings. Lighting inside the kiosk, the dispenser units and above the toppings bar gives it a clean, fresh look.\r\n\r\nUpMarket Fro-Yo serves eight flavors of frozen yogurt along with a variety of toppings at a price of $5.99 per cup.\r\n\r\n\"CBX helped us bring something special into the neighborhood that connects with New Yorkers and fits into our larger strategy of enhancing our position as the retailer of choice in New York,\" says Mike DeFazio, Director of store merchandising, Duane Reade.\r\n\r\n\r\n\r\n', 'Duane Reade Expands UpMarket Store Within a Store: Fro-Yo Bar Swirls into New York', '', 'inherit', 'closed', 'closed', '', '1581-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1581, 'http://cbx.cappendev.com/1581-revision-v1', 0, 'revision', '', 0),
(2841, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>NEW YORK, NY, Sep 06, 2012 (MARKETWIRE via COMTEX) -- Capitalizing on the unique nature of its home city, New York\'s Duane Reade chain has built its drugstore brand on uniqueness, with a tag line -- Uniquely New York since 1960 -- that speaks precisely to that point. So it is no surprise that the chain\'s newest store, located at 100 Broadway and overlooking the famous \"Canyon of Heroes\" tickertape parade route, is in a league of its own. Not only does the store\'s design speak to its historic site, but this new Duane Reade location also boasts the brand\'s first ever Upmarket Chop Salad Bar, where customers can create their own customizable salads.\r\nDuane Reade collaborated with agency partner CBX on the creation of the store-within-a-store (Upmarket) Chop Salad Bar, the newest offering for the chain\'s Upmarket brand. The fresh offerings at Upmarket Chop allow customers to customize their own salads in a \"grab \'n go\" manner that works conveniently with their hectic lunch hours. \"Duane Reade continues to bring value to New York City shoppers, providing everything from pharmacy to fresh food needs,\" says Todd Maute, Partner, CBX. CBX helped create a distinctive look for Upmarket Chop, the centerpiece of which is a giant LED light box of a spoon, fork and knife that hangs on the wall of the salad bar.\r\n\r\nThe rest of the store\'s design plays into its historic \"Canyon of Heroes\" location in an 1896 building that formerly housed the American Surety Company. The design features museum-like plaques on each of the nine columns facing Broadway that give a brief description and image of some of the athletes, presidents and war heroes that have been showered with streams of confetti in past parades. The design is fresh, fun and contemporary, with black laminate cubicle shelving, brushed aluminum lighting troughs, black and white subway tiles, an iconic NY skyline and playful framed phrases in the back wall cubicles. From the store\'s second floor, one can look down onto the famous Trinity Church and Cemetery, as well as get a perfect view of the \"Canyon of Heroes\" route.\r\n\r\n<a href=\"http://www.marketwatch.com/story/duane-reade-extends-its-uniquely-new-york-experience-to-new-100-broadway-store-featuring-the-citys-first-upmarket-chop-salad-bar-2012-09-06\" target=\"_blank\">http://www.marketwatch.com/story/duane-reade-extends-its-uniquely-new-york-experience-to-new-100-broadway-store-featuring-the-citys-first-upmarket-chop-salad-bar-2012-09-06\r\n</a>', 'Duane Reade Extends Its \"Uniquely New York\" Experience to New 100 Broadway Store, Featuring the City\'s First Upmarket Chop Salad Bar', '', 'inherit', 'closed', 'closed', '', '1660-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1660, 'http://cbx.cappendev.com/1660-revision-v1', 0, 'revision', '', 0),
(2842, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>New York, NY (9/5/12)--Capitalizing on the unique nature of its home city, New York’s Duane Reade chain has built its drugstore brand on uniqueness, with a tag line – Uniquely New York since 1960 – that speaks precisely to that point. So it is no surprise that the chain’s newest store, located at 100 Broadway and overlooking the famous “Canyon of Heroes” tickertape parade route, is in a league of its own. Not only does the store’s design speak to its historic site, but this new Duane Reade location also boasts the brand’s first ever Upmarket Chop Salad Bar, where customers can create their own customizable salads. \r\nDuane Reade collaborated with agency partner CBX on the creation of the store-within-a-store (Upmarket) Chop Salad Bar, the newest offering for the chain’s Upmarket brand. The fresh offerings at Upmarket Chop allow customers to customize their own salads in a “grab ‘n go” manner that works conveniently with their hectic lunch hours. “Duane Reade continues to bring value to New York City shoppers, providing everything from pharmacy to fresh food needs,” says Todd Maute, Partner, CBX. CBX helped create a distinctive look for Upmarket Chop, the centerpiece of which is a giant LED light box of a spoon, fork and knife that hangs on the wall of the salad bar. \r\n\r\nThe rest of the store’s design plays into its historic “Canyon of Heroes” location in an 1896 building that formerly housed the American Surety Company. The design features museum-like plaques on each of the nine columns facing Broadway that give a brief description and image of some of the athletes, presidents and war heroes that have been showered with streams of confetti in past parades. The design is fresh, fun and contemporary, with black laminate cubicle shelving, brushed aluminum lighting troths, black and white subway tiles, an iconic NY skyline and playful framed phrases in the back wall cubicles. From the store’s second floor, one can look down onto the famous Trinity Church and Cemetery, as well as get a perfect view of the “Canyon of Heroes” route.  \r\n\r\nAbout CBX: \r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n\r\nAbout Duane Reade:\r\nFounded in 1960, Duane Reade is the largest drug store chain in New York City. In keeping with the company’s brand vision of New York Living Made Easy, Duane Reade provides New Yorkers with prescriptions, health products and services, beauty products and services, food and convenience items for daily life in the City…everything for “How I Feel”, “How I Look”, and “What I Need Now”. The company operates 250+ stores throughout the metropolitan New York region. Duane Reade is part of the Walgreens family of companies, the nation’s largest drugstore chain with more than 7,900 stores in all 50 states, the District of Columbia and Puerto Rico.\r\n', 'Duane Reade extends its “Uniquely New York” experience to new 100 Broadway store, featuring first Upmarket Chop Salad Bar', '', 'inherit', 'closed', 'closed', '', '1772-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1772, 'http://cbx.cappendev.com/1772-revision-v1', 0, 'revision', '', 0),
(2843, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>Duane Reade Flagship Store Wins Design Award:\r\nLocation at 40 Wall Street Is Named Winner of the Convenience Store/Pharmacy Category in the Retail Design Institute\'s 41st Annual International Design Competition\r\n\r\nNEW YORK, NY -- (Marketwire) -- 02/07/12 -- Duane Reade\'s flagship store in Manhattan\'s financial district took first place honors in the Convenience Store/Pharmacy category at the Retail Design Institute\'s 41st annual international awards program last month.\r\n\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street, the 22,000-square-foot project represented a collaborative effort between Duane Reade, New York-based branding and retail design consultancy CBX, and Toronto-based consultants Joe Jackman Brand, Inc. The award was presented on Jan. 16 in New York City at a ceremony coinciding with the National Retail Federation\'s (NRF) annual conference.\r\n\r\nDozens of new stores opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\nOpened last July, the flagship store for the iconic, 256-unit New York chain (now a part of Walgreen Co.) was designed for its location in the heart of New York City\'s Financial District. The project goal was to build a state-of-the-art prototypical pharmacy/convenience store, yet remain sensitive to the architecture in the storied space where the Rockefeller family operated its bank. Some of these vintage architectural elements greeting customers are dramatic stone arch bays, marble columns, 28-foot-high ceilings and gold-gilded accents. Decidedly more high tech is a virtual \"talking\" greeter (holography and A/V technology), which directs customers from the entrance on their journey for prescriptions or everyday basics.\r\n\r\nMany of the store\'s features were guided by Duane Reade\'s vision statement, \"New York Living Made Easy.\" Customers will find a fast and easy-to-navigate space with an in-store Starbucks, sushi bar, juice bar, prepared foods to go, as well as such new departments as a nail bar and hair salon. There\'s the customary pharmacy and a rray of OTC medications, but there\'s also a no-appointment-needed doctor on duty and beauty consultants to assist shoppers with makeovers -- all in a well-lit, inviting setting. Time-pressed customers can also count on such amenities as a cell phone charging station.\r\n\r\nDuane Reade\'s prototypical colors of blue, green and mauve are used in strategic places throughout the space, while signage is minimally places. The design of the Up Market convenience foods area on the store\'s mezzanine is kept fresh, fun and contemporary with such touches as black-and-white subway tile, quartz-topped stand-up counters, sleek reach-in coolers and a playful text wall. Mindful of the Financial District digs, Wall Streeters on hand for a quick lunch or coffee break can still keep an eye on the market thanks to a 20-ft. NYSE ticker.\r\n\r\n\"On other hand, the nail bar and hair salon were designed to create a serene break from the hustle and bustle of Wall Street,\" explained Joseph Bona, President of CBX\'s Retail Division. The spaces are accented with crystal chandeliers emitting a soft mauve halo glow while light music plays overhead.\r\n\r\n\"We are honored to be among the winners, and very pleased to have had the opportunity to collaborate on this very special project with the progressive vision of Mike DeFazio, Duane Reade Senior Director of Store Concepts, and retail consultants Joe Jackman and Vern Gomes of Joe Jackman Brands,\" commented Bona.\r\n\r\n\"The Duane Reade flagship on Wall Street was a huge hit with our participants of the NRF Retail Tour series,\" said Brian Dyches, International President of the Retail Design Institute. \"We took more than 100 global retail executives into the space and they were simply wowed by the \'fit\' of Duane Reade within this iconic locale.\"\r\n\r\nThe execution of the concept was well conceived, implemented and well stylized to meet the needs of daytime employees and residents of Manhattan\'s financial district, continued Dyches, who also heads Trend Habitat, a California-based trend consultancy. \"The embedded technology platforms were well placed in their respective departments and did as promised -- enhanced the customer experience via great information and respect for time management,\" he noted.\r\n\r\n<a href=\"http://www.bloomberg.com/article/2012-02-07/at.NsaDlDLVo.html\" target=\"_blank\">http://www.bloomberg.com/article/2012-02-07/at.NsaDlDLVo.html</a>', 'Duane Reade Flagship Store Wins Design Award', '', 'inherit', 'closed', 'closed', '', '1700-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1700, 'http://cbx.cappendev.com/1700-revision-v1', 0, 'revision', '', 0),
(2844, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>NEW YORK -- Duane Reade\'s Manhattan flagship store, located at 40 Wall Street, won first place in the Convenience Store/Pharmacy category of the Retail Design Institute\'s 41st annual international awards. The store is the result of collaboration between Duane Reade, branding and retail design consultancy CBX and Toronto-based Joe Jackman Brand Inc.\r\n\"We are honored to be among the winners, and very pleased to have had the opportunity to collaborate on this very special project with the progressive vision of Mike DeFazio, Duane Reade senior director of store concepts, and retail consultants Joe Jackman and Vern Gomes of Joe Jackman Brands,\" said Joseph Bona, president of CBX\'s retail division.\r\n\r\nThe store was designed to be a state-of-the-art prototypical c-store while remaining sensitive to the architecture of the building. Vintage elements such as stone arch bays, marble columns, high ceilings and gold accents mix with the store\'s high-tech virtual \"talking\" greeter.\r\n\r\nStore features, guided by company vision statement \"New York Living Made Easy,\" include an easily-navigable space, an in-store Starbucks, sushi bar, juice bar, fresh prepared food, a nail bar, hair salon and cell phone charging station, among other amenities.\r\n\r\nDuane Reade\'s blue, green and mauve colors are used strategically, and signage is minimal. The location also features black-and-white subway tile and quartz-topped stand-up counters. A 20-foot New York Stock Exchange ticker keeps financial district employees up to date.\r\n\r\n\"The Duane Reade flagship on Wall Street was a huge hit with our participants of the NRF Retail Tour series,\" said Brian Dyches, international president of the Retail Design Institute. \"We took more than 100 global retail executives into the space and they were simply wowed by the \'fit\' of Duane Reade within this iconic locale.\"\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-duane_reade_flagship_store_wins_international_design_award-60437.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-duane_reade_flagship_store_wins_international_design_award-60437.html</a>', 'Duane Reade Flagship Store Wins International Design Award', '', 'inherit', 'closed', 'closed', '', '1698-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1698, 'http://cbx.cappendev.com/1698-revision-v1', 0, 'revision', '', 0),
(2845, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>Duane Reade’s flagship store in Manhattan’s Financial District took first-place honors in the Convenience Store/Pharmacy category at the Retail Design Institute’s 41st Annual International Store Design Awards Gala last month in New York City. The event coincided with the National Retail Federation’s annual conference.\r\nThe flagship store for the iconic 256-unit New York chain—now part of Walgreen Co.—opened last July. It’s the result of a collaboration between Duane Reade; New York-based branding and retail-design consultancy CBX; and Toronto-based consultants Joe Jackman Brand. It was designed for its location in the heart of New York City’s Financial District.\r\n\r\nThe store’s 22,000 square feet occupy the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street. The project goal was to build a state-of-the-art prototypical pharmacy/convenience store that would remain sensitive to the architecture of the space where the Rockefeller family operated its bank. Some of its vintage architectural elements are stone arch bays, marble columns, 28 foot-high ceilings and gold-gilded accents. Its more high-tech feature is its virtual “talking” greeter—a combination of holography and A/V technology—which directs customers from the entrance on to their destinations.\r\n\r\nStore representatives say its features were guided by Duane Reade’s vision statement, “New York Living Made Easy.” Thus, it was designed for fast and easy navigation, and includes a Starbucks, a sushi bar, a juice bar, prepared foods to go, a nail bar, a hair salon and a pharmacy with a no-appointment-needed doctor on duty. There are also beauty consultants who assist with makeovers and a cell phone charging station.\r\n\r\nDuane Reade’s prototypical colors of blue, green and mauve are used in strategic places, and signage is minimally placed. The Up Market convenience foods area features black-and-white subway tile, quartz-topped stand-up counters, sleek, reach-in coolers and a playful text wall. Interested consumers can keep an eye on a 20-foot New York Stock Exchange ticker. The nail bar and hair salon are accented with crystal chandeliers that emit a soft mauve halo while light music plays nearby. They two areas were “designed to create a serene break from the hustle and bustle of Wall Street,” explains Joseph Bona, president of CBX’s retail division.\r\n\r\nAll of the submissions competing for honors were judged by a panel of retail-design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\n\r\n<a href=\"http://www.beautystorebusiness.com/duane-reade-flagship-wins-top-honors\" target=\"_blank\">http://www.beautystorebusiness.com/duane-reade-flagship-wins-top-honors\r\n</a>', 'Duane Reade Flagship Wins Top Honors', '', 'inherit', 'closed', 'closed', '', '1703-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1703, 'http://cbx.cappendev.com/1703-revision-v1', 0, 'revision', '', 0),
(2846, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p><strong>CBX leverages New York-centric approach to redesign its private label portfolio</strong>\r\nNew York, NY (04/26/10) - The New York marketplace breeds it\'s own type of shoppers. And retailer Duane Reade knows exactly who they are, what they need, and how they like to shop. With more than 250 locations in New York and its surrounding boroughs, and a dominant market share, Duane Reade sought to further develop its position and product offering specifically for this shopper and wrapped in a New York iconic style.\r\n\r\nCBX, a strategic branding company, was charged with developing the private label expression of Duane Reade\'s new brand strategy. According to Todd Maute, CBX Managing Partner: \"Our mission was to broaden Duane Reade\'s private brand product appeal, enhancing its position as the preferred store for New Yorkers and further bringing to life the brand\'s new positioning \'New York Living Made Easy.\'\"\r\n\r\n \"We brought in a New York agency that is expert with private brand image and packaging design, and understands the quintessential New York shopper. CBX helped us communicate and connect with New Yorkers through a unique product voice,\" said Joe Magnacca, Chief Merchandising Officer, Duane Reade, Inc.\r\n\r\nTo build upon Duane Reade\'s new image, CBX collaborated with the retailer on multiple fronts to help strengthen their relationship with customers. First, CBX provided input into Duane Reade\'s private brand architecture, and designed its private label brand imagery and packaging systems. Then, they helped revamp the loyalty card brand image and collateral material. To further establish direct communication with Duane Reade\'s customer, CBX designed an edgy New York publication called The Duane Reader to help market and support all of their branding and product development efforts.\r\n\r\nThe private label brand portfolio was completely revamped along with the product mix to draw consumers into the store as well as to enhance their \'uniquely New York\' value messages. Multiple brands across 2,000 SKUs were developed. Here are the brands:\r\n\r\nDR Delish, a new line of premium foods that stand out on shelf with black-and-white packaging and feature fun and edgy New York-themed photography and proprietary artwork of New York City landmarks. Items in the line include Spectacular Chocolate Chip Cookies with a theatrical spotlight shining on appetizing product shots. Deluxe whole cashew cans whimsically position the cashews on bar stools and park benches, and Fire Fighter\'s Joe coffee packages include a backdrop of New York skyscrapers.\r\n\r\nApt. 5 was repositioned as a household products brand with an apartment-living slant. Products in bright, colorful packages pop from the shelf, and include toilet paper with an image of an empty roll on a tiled bathroom wall in a typical New York City apartment. A green version, designed to take their rightful place alongside other credible \"green\" brands, includes cleaning products featuring bright green labels with interior photography of bathrooms, kitchens and living rooms from pre-war New York apartments.\r\n\r\nDR is a line of HBA products that were formerly found under the Duane Reade label. Bright bands of color delineate the line of products on white, apothecary-style packaging compositions. \r\n\r\nIn addition, a value line of products was developed to provide the Duane Reade customer with extreme value in key categories. Products include high-value items such as bottled water, paper towels and nuts with iconic, UPC-style illustrations of New York landmarks (i.e., the Statue of Liberty, Brooklyn Bridge).\r\n\r\nProducts from these lines began rolling out in October 2009.\r\n\r\nThe first issue of The Duane Reader, a twice-yearly store-branded publication, debuted in November 2009 and was distributed in The New York Times and the Daily News, and handed out throughout the city. Crammed with products, historical information and informative tips connected with city living, it boasts a distinctive, edgy New York tone and reflects the brand\'s complete transformation. \r\n\r\nThe new loyalty card was named Duane Reade Flex Rewards, to signal change from its old program to a more flexible and easy system. The card\'s design leverages the popular and iconic Duane Reade \"urban luggage\" shopping bag and boxes spelling out the word \"rewards\" floating into the shopping bag to add an element of freedom and reward. An 80-page Duane Reade Beauty Book was also developed as a tool to educate consumers about Duane Reade as a destination for prestige and everyday beauty needs.\r\n\r\n\"Duane Reade\'s remarkable transformation has been guided by several clear and actionable points of strategy,\" says Joe Jackman, Acting Chief Marketing Officer, Duane Reade, Inc. \"Easy, rewarding, and uniquely New York. These same words could as accurately describe our partnership with CBX.\"</p>\r\n', 'Duane Reade Gets in a New York State of Mind for Private Label Expansion', '', 'inherit', 'closed', 'closed', '', '1618-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1618, 'http://cbx.cappendev.com/1618-revision-v1', 0, 'revision', '', 0),
(2847, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>New York, NY (06/03/2011) - CBX, the strategic branding and retail design firm, today announced that its design for the Duane Reade Growler Bar in Brooklyn, NY, received the award for Best Specialty Department in the 2011 CSNews Store Design Awards.\r\nA total of 14 Convenience Retailers were cited in the 2011 Awards.\r\n\r\nFor Duane Reade\'s Williamsburg, Brooklyn store, CBX helped create a store within a store for the growler bar (a new way - or should we say old way - to buy beer dispensed straight from the keg into a \"growler\" -a 64 oz. refillable bottle). The New York sense of style is everywhere, from the name, \"Brew York City\", to the detailed skyline of Williamsburg and references to the adjacent subway line.\r\n\r\n\"We designed the growler bar to have its own unique look and feel, but fit cohesively within the Duane Reade, New York-centric store experience,\" says Todd Maute, partner, CBX.\r\n\r\nPhotos and descriptions of the winners will appear in the September and October issues of Convenience Store News.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/growler.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/growler.jpg\" alt=\"\" title=\"growler\" width=\"825\" height=\"900\" class=\"alignnone size-full wp-image-680\" /></a>\r\n\r\n<strong>About Convenience Store News:</strong>\r\nConvenience Store News\' mission is to deliver the insight, analysis, market research and business intelligence that helps c-store retailers stay ahead of what\'s next - critical information to grow sales and profits.', 'Duane Reade Growler Bar, Designed by CBX Wins Convenience Store News Design Award', '', 'inherit', 'closed', 'closed', '', '1597-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1597, 'http://cbx.cappendev.com/1597-revision-v1', 0, 'revision', '', 0),
(2848, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>New York City -- With its array of in-store services, expanded food offerings and unexpected amenities, the new Duane Reade flagship in downtown Manhattan pushes the envelope of drugstore retailing -- and it does so with a style and ambience that sets it apart from the competition.\r\n<a href=\"http://www.chainstoreage.com/duane-reade-manhattan\" target=\"_blank\">(View photos of the flagship store)\r\n</a>\r\n\r\nThe 22, 000-sq.-ft. store is located in the Trump Building at 40 Wall Street (once the tallest building in the world), in a cavernous space that was formerly home to a bank. With its vaulted ceilings and marble columns, the refashioned interior combines the building’s historic architecture with decidedly contemporary elements, starting with a high-tech holographic “virtual” greeter that welcomes customers. In a nod to its location, there is also a NYSE ticker. The interior was designed by CBX, New York,\r\n\r\nThe new Duane Reade boasts a number of services, including a nail salon, hair salon and shoe shine station. A doctor is on hand in the pharmacy for consultation. The expanded food section is more like a mini-convenience store. It includes a juice bar, sushi bar, and refrigerated cases with such Big Apple favorites as pastrami from the Carnegie Deli and sandwiches from Zabar.\r\n\r\nThe store brings together many of the innovations that Duane Reade has been working on in recent years under one roof for the first time -- and also brings the best of its parent company, Walgreens, particularly the latter’s pharmacy expertise.\r\n\r\n“This store will serve as an incubator for new ideas,” said Joe Magnacca, president of Duane Reade and president of Daily Living Products and Solutions for Walgreens. “And where is makes sense, we will apply whatever works here to other locations, Walgreens as well as Duane Reade.” (Walgreens acquired the 258-store Duane Reade in 2010 for about $1 billion.)\r\n\r\nThe 22,000-sq.-ft. Wall Street location is the largest to date in Walgreens’ portfolio. But that will not be true by the end of the year, Magnacca said.\r\n\r\n“We are looking to open flagships under the Walgreens banner, in select locations,” he added.\r\n\r\nSome of the key highlights of the store include:\r\n\r\n<ul>A big focus on fresh foods, with a sushi station complete with a chef, a juice bar with fresh-made smoothies, and an expanded natural and organic section containing fresh fruits, vegetables, wraps, sandwiches and salads. The overall food selection balances national brands with local, well-known vendors.</ul>\r\n\r\n\r\n<ul>A Coca-Cola \"Freestyle\" machine dispensing 130 combinations of Coca Cola- owned fountain drinks;</ul>\r\n\r\n\r\n<ul>A department-store styled beauty department offering before/after virtual makeovers, skin analysis, and an automatic fragrance sampler that will allow customers to try more than 40 different scents. Trained beauty advisors are on hand to assist customers. </ul>\r\n\r\n\r\n<ul>The chain’s first pharmacy \"Powered by Walgreens Pharmacy Network,” concept, which links the system to the Walgreens pharmacy system;\r\nNo-appointment-required \"Doctor On Premises\" service;</ul>\r\n\r\n\r\n<ul>A nail salon, done in partnership with Essie and OPI, that offers feature manicures in a boutique-like setting (in a space that used to house the office of banker David Rockefeller) accented with a chandelier, antique mirror marble fireplace;</ul>\r\n\r\n\r\n<ul>The first retail application of the Tensator Virtual Assistant (see related story), which uses holographic imaging and audio-visual technology to create the illusion of a real person. Here it takes the form of a friendly female greeter who welcomes customers to the store.</ul>\r\n\r\n\r\n<ul>A hair salon by Phyto Universe offering such services as hair/scalp analysis and blowouts;</ul>\r\n\r\n\r\n<ul>A cell-phone charging station that will lock and charge the device while the customer shops;</ul>\r\n\r\n\r\n<ul>A newstand stocked with papers from financial centers around the world; and</ul>\r\n\r\n\r\n<ul>A shoe-shine station, with all proceeds donated to locally-based charities.</ul>\r\n\r\n\r\n<a href=\"http://www.chainstoreage.com/article/duane-reade-opens-big-wall-street\" target=\"_blank\">http://www.chainstoreage.com/article/duane-reade-opens-big-wall-street\r\n</a></p>\r\n\r\n ', 'Duane Reade opens big on Wall Street', '', 'inherit', 'closed', 'closed', '', '1752-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1752, 'http://cbx.cappendev.com/1752-revision-v1', 0, 'revision', '', 0),
(2849, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>New York-based Duane Reade has opened a new store at 100 Broadway in New York. The new store features the first Chop Salad Bar, which is the newest in-store shop from the chain’s Upmarket brand and allows customers to customize their own salads. The store, designed with the help of CBX, includes brushed aluminum lighting troths, black laminate cubicle shelving, black-and-white subway tiles, an iconic New York skyline and framed phrases in the back wall cubicles. Overlooking the “Canyon of Heroes” tickertape parade route, the store also features nine columns with museum-like plaques describing past parades. Duane Reade operates more than 250 stores throughout the New York region.</p>\r\n\r\n<a href=\"http://www.ddionline.com/displayanddesignideas/industry-news/Duane-Reade-Opens-Ne-7718.shtml\" target=\"_blank\">http://www.ddionline.com/displayanddesignideas/industry-news/Duane-Reade-Opens-Ne-7718.shtml</a>', 'Duane Reade Opens New Store, First Chop Salad Bar', '', 'inherit', 'closed', 'closed', '', '1659-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1659, 'http://cbx.cappendev.com/1659-revision-v1', 0, 'revision', '', 0),
(2850, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>This past week Walgreens owned New York drug store Duane Reade invited its Facebook fans to “Take a peak at our new line of Good & Delish products” the announcement signaled the conversion of the Premium Private Brand DR Delish to a more Walgreen compatible name. Good & Delish is certainly an acceptable transition despite its rather inelegance, it sounds more like a 50’s drive-in than a premium food brand. It remains to be seen how this will impact the remainder of the Walgreen’s Private Brand portfolio, including their current food brand Deerfield Farms.\r\nTake a look at some of the very subtly redesigned products, in case you miss it the GOOD & is in the red dot where the DR used to live.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/GOODDELISH-POPCORN.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/GOODDELISH-POPCORN.jpg\" alt=\"\" title=\"GOODDELISH-POPCORN\" width=\"282\" height=\"466\" class=\"alignnone size-full wp-image-4974\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/GOODDELISH-PBJ.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/GOODDELISH-PBJ.jpg\" alt=\"\" title=\"GOODDELISH-PBJ\" width=\"400\" height=\"452\" class=\"alignnone size-full wp-image-4975\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/GoodDelish-Peanut-Butter-CUPS.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/GoodDelish-Peanut-Butter-CUPS.jpg\" alt=\"\" title=\"GoodDelish-Peanut-Butter-CUPS\" width=\"570\" height=\"444\" class=\"alignnone size-full wp-image-4976\" /></a>\r\n\r\n<a href=\"http://mypbrand.com/2011/05/08/duane-reade-reinvents-dr-delish-as-good-delish/\" target=\"_blank\">http://mypbrand.com/2011/05/08/duane-reade-reinvents-dr-delish-as-good-delish/\r\n</a>', 'Duane Reade Reinvents DR Delish as Good & Delish', '', 'inherit', 'closed', 'closed', '', '1763-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1763, 'http://cbx.cappendev.com/1763-revision-v1', 0, 'revision', '', 0),
(2851, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/10/121611_DuaneReade_BroadwayNY_005.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/121611_DuaneReade_BroadwayNY_005.jpg\" alt=\"\" title=\"121611_DuaneReade_BroadwayNY_005\" width=\"590\" height=\"393\" class=\"alignnone size-full wp-image-4886\" /></a>\r\nDrug Store News kicked off Friday morning with a firsthand look at the transformed Duane Reade store nestled in the vibrant neighborhood of 52nd and Broadway.\r\n\r\nTo better reflect the needs of the neighborhood, which is brimming largely with tourists and business tourists, Duane Reade transformed the former 3,100-sq.-ft. Duane Reade Express store into an impressive 20,000- sq.-ft. health, beauty and daily living destination.\r\n\r\nThe two-level location now features a pharmacy, which is powered by the Walgreens Pharmacy Network; a Duane Reade Look Boutique; and a unique fresh food, beverage and snack offering.\r\n\r\nPrior to an official ribbon-cutting ceremony on Friday morning, Scott McCulloch, senior director of merchandising at Duane Reade, led a store tour. The tour began on the store’s main level and highlighted several services never before seen in a Duane Reade, including the debut of the Fro-Yo Bar, Freezee Station for slushies and a Good & Delish oatmeal station. The store also features several popular offerings first introduced in the chain’s 40 Wall St. flagship store, such as in-house prepared sushi and the Juice Market.\r\n\r\nDownstairs shoppers will find the powered-by-Walgreens pharmacy and a Duane Reade Look Boutique, which has several new beauty collections, such as French beauty brand Le Couvent des Minimes and skin care line Minus 417.\r\n\r\nFollowing the store tour, there was an official ribbon-cutting ceremony and the donation by Duane Reade to the Susan G. Komen for the Cure foundation in support of the work they do to fight breast cancer. Attending the ceremony was public advocate Bill de Blasio for the City of New York and Susan G. Komen for the Cure CEO, Dara Richardson-Heron.\r\n\r\n<a href=\"http://mypbrand.com/2011/12/19/the-duane-reader-nice/\" target=\"_blank\">http://mypbrand.com/2011/12/19/the-duane-reader-nice/</a>', 'Duane Reade store introduces Fro-Yo Bar, Freezee and Oatmeal Station - Part 1', '', 'inherit', 'closed', 'closed', '', '1708-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1708, 'http://cbx.cappendev.com/1708-revision-v1', 0, 'revision', '', 0),
(2852, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p><strong>The Chop Salad Bar can be seen in this year’s NACS “Ideas 2 Go” program at the NACS Show in Las Vegas on October 9.</strong>\r\nNEW YORK – Duane Reade’s newest store, located at 100 Broadway and overlooking the famous \"Canyon of Heroes\" tickertape parade route, is boasting the chain’s first Upmarket Chop Salad Bar, where customers can create their own customizable salads.\r\n\r\nDuane Reade collaborated CBX to create the store-within-a-store (Upmarket) Chop Salad Bar, which capitalizes on the grab-and-go concept for New Yorkers who are looking for a fresh, healthy mealtime option.\r\n\r\n\"Duane Reade continues to bring value to New York City shoppers, providing everything from pharmacy to fresh food needs,\" said Todd Maute, partner at CBX, in a press release. Customers easily locate the salad bar inside the store thanks to a giant LED light box of a spoon, fork and knife that hangs on the wall.\r\n\r\nThe rest of the store\'s design plays into its historic \"Canyon of Heroes\" location in an 1896 building that formerly housed the American Surety Company. The design features museum-like plaques on each of the nine columns facing Broadway that give a brief description and image of some of the athletes, presidents and war heroes who have been showered with streams of confetti in past parades.\r\n\r\nThe contemporary design also features black laminate cubicle shelving, brushed aluminum lighting troughs and black and white subway tiles. From the store\'s second floor, one can look down onto the famous Trinity Church and Cemetery, as well as get a perfect view of the \"Canyon of Heroes\" route.\r\n\r\n<a href=\"http://www.nacsonline.com/NACS/News/Daily/Pages/ND0910126.aspx\" target=\"_blank\">http://www.nacsonline.com/NACS/News/Daily/Pages/ND0910126.aspx</a>', 'Duane Reade Touts Fresh Offer With Salad Bar', '', 'inherit', 'closed', 'closed', '', '1656-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1656, 'http://cbx.cappendev.com/1656-revision-v1', 0, 'revision', '', 0);
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(2853, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>Duane Reade\'s flagship store in Manhattan\'s financial district took first place honors in the Convenience Store/Pharmacy category at the Retail Design Institute\'s 41st annual international awards program last month.\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street, the 22,000-square-foot project represented a collaborative effort between Duane Reade, New York-based branding and retail design consultancy CBX, and Toronto-based consultants Joe Jackman Brand, Inc..\r\n\r\nDozens of new stores that opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\nOpened last July, the flagship Duane Reade store for the 256-unit New York chain (now a part of Walgreen Co.) was designed for its location in the heart of New York City\'s Financial District. The project goal was to build a state-of-the-art prototypical pharmacy/convenience store, yet remain sensitive to the architecture in the storied space where the Rockefeller family operated its bank. Some of these vintage architectural elements greeting customers are dramatic stone arch bays, marble columns, 28-foot-high ceilings and gold-gilded accents. Decidedly more high tech is a virtual \"talking\" greeter (holography and A/V technology), which directs customers from the entrance on their journey for prescriptions or everyday basics.</p>\r\n\r\n<a href=\"http://www.retailcustomerexperience.com/article/190151/Duane-Reade-wins-design-award\" target=\"_blank\">http://www.retailcustomerexperience.com/article/190151/Duane-Reade-wins-design-award</a>', 'Duane Reade wins design award', '', 'inherit', 'closed', 'closed', '', '1695-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1695, 'http://cbx.cappendev.com/1695-revision-v1', 0, 'revision', '', 0),
(2854, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>New York, NY - February 22, 2011 - CBX, the New York based strategic branding firm, announced today that the work it completed as Duane Reade\'s retail brand partner earned an award in Chain Store Age\'s 29th annual Store of the Year Retail Design Competition. Competing with entries submitted from around the world, Duane Reade won first place in the 2010 drug store category.\r\nCBX worked with Duane Reade on the overall strategic vision and then created store environments unique to the individual New York local markets. \"We are thrilled with the incredible success that Duane Reade has achieved as it has expanded its footprint and offerings to New York City shoppers,\" says Todd Maute a partner at CBX.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/DR.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/DR.jpg\" alt=\"\" title=\"DR\" width=\"825\" height=\"300\" class=\"alignnone size-full wp-image-686\" /></a>\r\n\r\nA panel consisting of designers, retailers, and architects chose winners based on project objectives, unique project characteristics, and special design elements and materials. Winners of the Chain Store Age Retail Store of the Year 2010 Design Competition will be highlighted in the March 2011 issue of Chain Store Age.</p>', 'Duane Reade, Designed by CBX, Wins Chain Store Age\'s Store of the Year Retail Design Competition', '', 'inherit', 'closed', 'closed', '', '1603-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1603, 'http://cbx.cappendev.com/1603-revision-v1', 0, 'revision', '', 0),
(2855, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', 'It’s not every weekend that Kerri Gristina, a schoolteacher living in the Bronx, manages to round up her three daughters and load them into the car for a Manhattan outing. When she does, she’ll take them to a Broadway play, to a museum or just to frolic around Central Park. But no matter what else they do that day, the busy mom always manages to carve out some time for one special stop along the way.\n“They have natural options, organic options,” Ms. Gristina, who writes a blog called Raising Three Savvy Ladies, told The New York Observer of her favorite place to buy beauty products in NYC. “It’s like a designer store. Maybe it costs more, but having more variety is worth it.”\n\nNo, it’s not the Laura Mercier or Bobbi Brown counter at Bergdorf’s. Ms. Gristina’s guilty primping pleasure is Duane Reade.\n\nSeriously.\n\n“I can’t always go to a Sephora with three kids,” she said, praising the chain store’s LOOK Boutiques, where quickie makeovers are provided for free by professionals. “At Duane Reade, I can still get a mom moment—a me-time moment.”\n\nAnd Ms. Gristina isn’t the only one singing hymns at the altar of the mega-chain. “I have been in NYC less than a month and they recognize me when I go there. It’s like Cheers. It’s awesome,” reads one recent Yelp review. “A girl I dated once called Duane Reade her secret lover for all that he provided for her,” another enthusiast wrote about the franchise’s 42nd Street location. “At first a joke, I started to get jealous after a while.”\n\n“They really are like a literal urban oasis,” said Mary Elizabeth Williams, a culture writer at Salon who has spent the past two years battling stage IV melanoma. “They have this neutral quality of an airport lounge,” she told The Observer. “When you’re in a real crisis moment of your life, the mundane becomes the most important.”\n\nBut Duane Reade has done more than just master the mundane. This is a drugstore whose flagships offer everything from sushi and fro-yo stations to juice bars and in-store nail and hair salons. If you need assistance, you can ask a hologram floor greeter. Or you can help yourself at the digital makeup counter, where, via a computerized snapshot of your face, you can see what new products would look like without ever having to use a tester.\n\nThe 40 Wall Street location in particular, which opened in 2011, resembles a futuristic shopping mall or an underground Japanese city more than a place to pick up prescriptions. The reaction to a chain store opening in a landmark location could have gone either way, but this ribbon-cutting proved an unmitigated success: customers loved it, the store won a prestigious design award, and the critics were raving. The New Yorker and Women’s Wear Daily both gave the store high marks, but really, the litmus test was the fact that such publications wrote about the opening of a franchise drug store in the first place.\n\nThe party thrown for the opening of the 40 Wall Street flagship—attended by bloggers, journalists (The Observer included), design students and busy attorneys alike—wasn’t just a game-changer. It was a mood-changer.\n\nIf ever there was a store in need of a makeover, it was Duane Reade. The problems the franchise faced—both before and after it was acquired by Walgreens in 2010 from Oak Hill Capital Partners—have been well documented. Former CEO Anthony Cuti and CFO William Tenant were sentenced to three years in prison for fraudulently misrepresenting the companies finances. The pharmacies were ranked dead last in customer satisfaction, according to J.D. Power and Associates, and the stores frequently received low health grades. (Duane Reade was once forced to pay $200,000 out in civil court for peddling drugs and products past their expiration date.)\n\nThe blog I Hate Duane Reade, founded in 2007, served as a mouthpiece for customers and employees who had complaints about the mega-chain—and they had many. The combination of photos of the understocked, overcrowded stores and relatable tales of misery made the site a viral hit, garnering mentions in The New York Times, Gawker, USA Today and The Wall Street Journal. It was the quintessence of what was wrong under the old regime.\n\nThe most damning bit of criticism came from Martha Plimpton in a 2007 New York magazine interview. Asked what she hated most about the city, she replied: “The dead-eyed pharmacy people at Duane Reade … It’s always a journey into the heart of darkness.”\n\nThe founder of IHDR (who wished to remain anonymous) told The Observer that the idea came while sitting with friends and comparing horror stories about the drugstore. “[We] realized that we all had the same issues. We wondered if everyone else felt the same way. Turns out they did.”\n\nThe Walgreens buyout had an immediate effect, curbing the criticism. IHDR published its penultimate post in February 2010. And four months after the purchase, Walgreens boasted in a quarterly meeting that sales were up, with Duane Reade contributing 2.8 percent to the total increase.\n\nStill, altering the essence-du-Duane took more than a quick-fix change of ownership. It’s been a long road back to Gotham’s good graces for the store that boasts the most sales per square foot in the industry.\nWhile still under the aegis of Oak Hill Capital Partners, Duane Reade began its facelift, courtesy of the strategic branding firm CBX. The mission: redesign its stores and rehabilitate its personal brand. No easy task.\n\nJoe Bona, president of the retail division at CBX, worked closely on the in-store redesigns and in-house brands. “People need to still walk in and recognize that it’s a Duane Reade,” he said of the new and improved stores. In other words, it was all about atmosphere. Or as the franchise’s revamped slogan put it, “New York Living Made Easy.”\n\n“One of things we know through research,” Mr. Bona said, “is that when you create a wider aisle, [customers] feel less pressured and they tend to linger a bit longer.”\n\nAnd relaxation is a key theme at the new Duane Reade: a luxury that hints at the store’s new upscale aspirations. After all, as any New Yorker knows, time equals money. So if you have time to meander and browse instead of rushing to the express lane, you must have minutes—and therefore cash—to burn.\n\nWhen Ms. Williams ducks into her favorite Duane Reade location, right next to Sloan-Kettering, where she receives cancer treatment, for example, she is always amazed to see how many customers just seem to be loitering. “At least 50 percent of the people are just hanging out,” she marveled.\n\n“I guess that’s what’s in it for me too,” she added. “I need to regroup.”\nMs. Williams’s reaction to Duane Reade is no accident: through wider aisles and warmer fluorescent lighting, landscape windows and perfumeries, Duane Reade represents the latest triumph of psychographics, a research field specifically tailored to the psychological states of customers in retail environments.\nDr. Archana Kumar, an assistant professor in the department of marketing at Montclair State University, might be described as a psychographicist. In a phone call with The Observer, she broke down this almost-subliminal messaging.\n“Blue, green and violet are calming colors,” she said, explaining that to create a “calming effect,” a store like Duane Reade would have to change its color palette from “agitating” colors, like red, to warmer ones that are “associated with feelings of peacefulness and happiness.”\nIs it any coincidence that Dr. Kumar’s calming colors are the exact three that Duane Reade happened to choose for its redesign? Probably not.\nOther subtle changes have been effective as well. By designing and promoting the Duane Reade food-and-beverage brand DR Delish as a more expensive alternative to its other off-label brand, Cityscape, for example, CBX was able to convince customers that the store’s self-made tiers correspond to product quality. It sacrificed one label to the hordes of coupon-clippers so that DR Delish might fare better against the big-name brands.\nBut here’s the weird thing: sales of both DR Delish and Cityscape doubled between 2009 and 2011. People, it seemed, were ready to pledge allegiance not only to Duane Reade as a store, but to its products as well—and across all price points.\nSome of Duane Reade’s newfound fans may also be attributed to the store’s vastly improved social media presence. On Ms. Gristina’s blog, she’s penned such lyrical posts about the Walgreens-owned chain that you might believe she was being paid by the company.\n\nIn fact, she attempted to become one of the store’s 10 “VIP NYC Bloggers”—a contest whose winners would receive $200 a month in store credit in exchange for blogging, tweeting and Facebooking their love for the store.\nWhile some might read this contest as part of a cynical branding attempt by a faceless corporate entity, Duane Reade seems to be investing a huge amount of time and considerable effort to draw in digital consumers, most of whom are happy to receive the love and give it back.\nLast year, the Duane Reade Twitter feed—which often promotes local events like readings at Housing Works—surpassed even its parent company’s by skyrocketing from 15,000 to 390,000-plus followers in seven months, making it the most popular drugstore on Twitter. (Pretty impressive when you consider that Duane Reade only has stores in the New York City area.)\n\nThere have been celebrity endorsements too, like when Glee actor Cory Monteith, who is based in L.A., tweeted “Yeah, I actually started following @DuaneReade. so what? what if I need a heads up on everyday products I need.” That comment has been retweeted more than 350 times.\n\nAs silly as this all might sound, these efforts have translated into revenue: when the store put forth another Internet-based contest last year as part of its “Show Us Some Leg” campaign, sales of Duane Reade-brand hosiery jumped 40 percent.\n\nStill, none of this Web 2.0 magic would work if people had a negative impression of the stores themselves. But the rehabilitation is working, and once again Duane Reade feels like an integral part of the city. What’s more, individual store locations have taken to embracing the character of different NYC neighborhoods.\n\nAt the Soho location (on Spring Street, another repurposed former bank), for instance, you can find obscure art and fashion magazines. The Times Square location sells a ton of “I Love New York” memorabilia. Wall Street has its shoe-shine parlor and nail salon. And in Brooklyn, as much as they fought it, hipsters have found the growler bar and walk-in beer fridge in Williamsburg a highly persuasive reason to shop at a chain.\n\nAs Ms. Williams put it, “Duane Reade provides a safeness: If you’re picking up your cancer medication while someone else is picking up tampons and there’s a guy picking up a six pack, it’s like this great big circle of life.”\n\nAnd that’s something you can’t put a price on.</br>\n<a href=\" http://observer.com/2013/04/the-re-education-of-duane-reade-a-drugstore-as-retail-therapy/?show=all\" target=\"_blank\">\nhttp://observer.com/2013/04/the-re-education-of-duane-reade-a-drugstore-as-retail-therapy/?show=all</a>', 'Duane Reade: A Drugstore as Retail, Therapy', '', 'inherit', 'closed', 'closed', '', '1815-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1815, 'http://cbx.cappendev.com/1815-revision-v1', 0, 'revision', '', 0),
(2856, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p>NEW YORK – Duane Reade\'s flagship store at 40 Wall Street in Manhattan took first place in the convenience store/pharmacy category at the Retail Design Institute\'s 41st annual international awards program.\r\nBranding and retail design consultancy CBX said Tuesday that award was presented in New York City at a ceremony coinciding with the National Retail Federation\'s annual conference.\r\n\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at the historic building, the 22,000-square-foot Duane Reade store, which opened in July, was a collaborative effort between the chain, a unit of Walgreen Co. and New York-based CBX and Toronto-based consultants Joe Jackman Brand Inc.\r\n\r\nCBX noted that dozens of new stores opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing.\r\n\r\nAccording to CBX, the goal of the 40 Wall Street project was to build a state-of-the-art pharmacy/convenience store yet remain sensitive to the architecture in the space, where the Rockefeller family once operated its bank. Vintage architectural elements include dramatic stone arch bays, marble columns, 28-foot-high ceilings and gold-gilded accents. On the high-tech side is a virtual greeter using holography and audiovisual technology that directs customers.\r\n\r\nReflecting Duane Reade\'s mantra of \"New York Living Made Easy,\" store features include an in-store Starbucks, a sushi bar, a juice bar, prepared foods to goand new departments such as a nail bar and a hair salon. Along with the standard pharmacy and over-the-counter products are a no-appointment-needed doctor on duty and beauty consultants to help shoppers with makeovers. Time-pressed customers can also use such amenities as a cell phone charging station.\r\n\r\nThe design of the Up Market convenience foods area on the store\'s mezzanine is fresh, fun and contemporary with such touches as black-and-white subway tile, quartz-topped stand-up counters, sleek reach-in coolers and a playful text wall, CBX said. Wall Streeters on hand for a quick lunch or coffee break can still keep an eye on the market thanks to a 20-foot NYSE ticker.\r\n\r\n\"On other hand, the nail bar and hair salon were designed to create a serene break from the hustle and bustle of Wall Street,\" stated Joseph Bona, president of CBX\'s Retail Division. The spaces are accented with crystal chandeliers emitting a soft mauve halo glow while light music plays overhead.\r\n\r\n\"We are honored to be among the winners and very pleased to have had the opportunity to collaborate on this very special project with the progressive vision of Mike DeFazio, Duane Reade senior director of store concepts, and retail consultants Joe Jackman and Vern Gomes of Joe Jackman Brands,\" added Bona.\r\n\r\n\"The Duane Reade flagship on Wall Street was a huge hit with our participants of the NRF Retail Tour series,\" commented Brian Dyches, international president of the Retail Design Institute. \"We took more than 100 global retail executives into the space, and they were simply wowed by the \'fit\' of Duane Reade within this iconic locale.\"\r\n\r\n<a href=\"http://www.chaindrugreview.com/newsbreaks-archives/2012-02-06/duane-reades-40-wall-street-store-honored-for-design\" target=\"_blank\">http://www.chaindrugreview.com/newsbreaks-archives/2012-02-06/duane-reades-40-wall-street-store-honored-for-design</a>', 'Duane Reade\'s 40 Wall Street store honored for design', '', 'inherit', 'closed', 'closed', '', '1701-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1701, 'http://cbx.cappendev.com/1701-revision-v1', 0, 'revision', '', 0),
(2857, 1, '2018-09-27 17:58:41', '2018-09-27 17:58:41', '<p><em>Web-only article</em>\r\nBack in September STORES featured a bold spread on the new Duane Reade drugstore at 40 Wall Street. With more bells and whistles than had ever been amassed in a drugstore environment, it was groundbreaking, show-stopping, business sensitive and savvy, all rolled into one 22,000 sq. ft. store.\r\n\r\nTurns out plenty of experts have taken notice. Recently it was announced that the store took first place honors in the Convenience Store/Pharmacy category at the Retail Design Institute’s 41st annual international awards program last month.\r\n\r\nOccupying the ground floor and mezzanine of a 1930s-era tower at 40 Wall Street, the store represents a collaborative effort between Duane Reade, New York-based branding and retail design consultancy CBX and Toronto-based consultants Joe Jackman Brand, Inc. Opened last July, the flagship store for the iconic, 256-unit New York chain (now a part of Walgreen Co.) was developed and shaped by its location in the heart of New York City’s Financial District.\r\n\r\nThe goal was to build a state-of-the-art prototypical pharmacy/convenience store, yet remain sensitive to the architecture in the storied space where the Rockefeller family operated its bank. Some of these vintage architectural elements that greet customers are dramatic stone arch bays, marble columns, 28-ft.-high ceilings and gold-gilded accents. Decidedly more high-tech is a virtual “talking” greeter (holography and A/V technology), which directs customers from the entrance on their journey for prescriptions or everyday basics.\r\n\r\nMany of the store’s features were guided by Duane Reade’s vision statement, “New York Living Made Easy.” The store features easy-to-navigate spaces with an in-store Starbucks, sushi bar, juice bar and prepared foods to go, as well as such new departments as a nail bar and hair salon.\r\n\r\nThere’s the customary pharmacy and array of OTC medications, but there’s also a no-appointment-needed doctor on duty and beauty consultants to assist shoppers with makeovers -- all in a well-lit, inviting setting. Time-pressed customers can also count on such amenities as a cell phone charging station. Wall Streeters on hand for a quick lunch or coffee break can still keep an eye on the market, thanks to a 20-ft. NYSE ticker.\r\n\r\nDozens of new stores that opened during 2011 competed for honors in categories ranging from full-line department stores and specialty stores to supermarkets. All submitted projects were judged by a panel of retail design practitioners on circulation, lighting, finishes, visual merchandising, graphics and way-finding, branding and fixturing. The award was presented on Jan. 16 in New York City at a ceremony coinciding with the National Retail Federation’s annual conference.\r\n\r\n<a href=\"http://www.stores.org/content/duane-reade%E2%80%99s-rx-drug-store-design\" target=\"_blank\">http://www.stores.org/content/duane-reade%E2%80%99s-rx-drug-store-design</a>', 'Duane Reade\'s Rx For Drug Store Design', '', 'inherit', 'closed', 'closed', '', '1694-revision-v1', '', '', '2018-09-27 17:58:41', '2018-09-27 17:58:41', '', 1694, 'http://cbx.cappendev.com/1694-revision-v1', 0, 'revision', '', 0),
(2858, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<strong>Brand expert Todd Maute says lawsuit shows how far store brands have come</strong>\r\nBrand expert Todd Maute says the lawsuit that The Kroger Co. filed against Lidl, which goes to trial in January, is a good sign for the private brands industry.\r\n\r\nIn July, Cincinnati-based Kroger filed a federal lawsuit against Arlington, Va.-based Lidl claiming that the German retailer, which at the time had just opened its first U.S. stores, was infringing on Kroger’s well-known “Private Selection” store brand with its “Preferred Selection” store brand. Last week, a U.S. district judge denied Kroger\'s request for an injunction that would have forced Lidl to stop selling Preferred Selection. The judge noted that \"private\" and \"preferred\" have different definitions and set a Jan. 11 date for a bench trial.\r\n\r\nThe lawsuit has created much attention and drama in the private brands industry. It is the new kid on the block (Lidl) taking on the veteran and venerated grocer (Kroger).\r\n\r\nMaute, a partner at New York-based CBX, a brand agency and retail consultant, says the lawsuit reminds him of years ago when the owners of top consumer product brands always went after what they saw as trademark infringement on the part of private brand emulators. But this lawsuit is also different — “A twist on the prevailing dynamic,” Maute says —because one of the top owners and creators of private brands is taking a fellow private brands competitor to court.\r\n\r\nMaute says the lawsuit shows just how far private brands have come.\r\n“Here we have one major grocer suing another over private label trademarks,” he says. “I see it as an indication of how far private label has come, at least with respect to those retailers that truly understand its power and potential.”\r\n\r\nMaute is spot on. Although the timing of the lawsuit was interesting — Lidl says Kroger wanted to throw water on its coming-out party — nobody can fault Kroger for trying to protect a very successful 20-year-old store brand. Credit Lidl as well for not backing down and wanting to protect its own store brand as it continues to open stores in the U.S.\r\n\r\nKroger, the second-largest food retailer in the country, has been a private brands pacesetter. Lidl, which operates more than 10,000 stores across Europe, will also be a private brands leader in the U.S., considering that 90 percent of its assortment comes from private brands and that it will eventually open hundreds of stores.\r\n\r\nMaute says he remembers reading a story several years ago about how Disney lawyers forced a small Florida daycare center to whitewash an image of Mickey Mouse that the center had had painted on the side of its building.\r\n\r\n“Is that aggressive? Sure,” Maute says. “However, nobody could accuse Disney of trademark apathy. Without commenting on the merits of the Kroger-Lidl case, I say kudos to those retailers that fully embrace their store brands — up to and including protecting them in court.”\r\n\r\nOriginally published by <a href=\"http://www.storebrands.com/store-brand-insights/store-brand-news/kroger-lidl-dispute-good-sign-private-brands\">Store Brands Magazine\r\n</a>Photo courtesy of Store Brands Magazine\r\n\r\n<header></header>&nbsp;', 'Editor\'s blog: Kroger-Lidl Dispute a Good Sign for Private Brands', '', 'inherit', 'closed', 'closed', '', '2296-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2296, 'http://cbx.cappendev.com/2296-revision-v1', 0, 'revision', '', 0),
(2859, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<strong>Even seemingly commonplace products feel premium with the right narrative.</strong></br>By Nancy Brown\n\nHave you ever found yourself telling an elaborate story at a dinner party, all eyes on you, when you realize … you have no idea where the story is going? That’s precisely what it’s like when your brand doesn’t have a good story to tell: It falls flat with its audience. And if your brand doesn’t have a good story, chances are your packaging doesn’t, either.\n\nMost brands and many of our clients have been working on focusing their stories and delivering them on pack. Even if they don’t have a riveting backstory, they strive to forge an emotional connection with consumers through narrative. In fact, “narrative” and “storytelling” are two of the biggest buzzwords in the branding world right now.\n\nLuxury brands know that in order to get people to shell out the big bucks, they have to create a world that makes people aspire to live a certain lifestyle. A recent Louis Vuitton ad showcased Angelina Jolie on a boat in Cambodia, and Tiffany ads have always evoked a romantic, fairytale mood, long before the store was immortalized by Audrey Hepburn. But it’s interesting to see masstige brands now using storytelling on pack to attract and keep consumers. Mars’ American Heritage Chocolate, Walgreens’ Ology, Harney Teas and The Art of Shaving brands all use unique narratives to elevate their brands and connect with audiences.</br>\nAMERICAN HERITAGE CHOCOLATE\n\nThere have always been premium chocolate brands. Godiva set the original gold standard, and with the advent of the artisanal, small-batch food movement, a whole new generation of chocolate brands, such as Vosges, Mast Brothers and MarieBelle, have taken these confections to a new prestige level. These products feature well-crafted stories and beautiful packaging that elevate the chocolates to art. It seems that masstige brands are following suit. The recently redesigned American Heritage Chocolate — a gifting chocolate from Mars, for which my company did the redesign — puts its heritage story front-and-center. Only colors, typefaces and imagery found during the 1800s were used for the new design, yet they seem totally modern. “From the historic division of Mars” is prominently highlighted on pack. Actual writing — in a cursive reminiscent of the Declaration of Independence — appears behind a brightly colored illustration that speaks to the era and pops against an otherwise neutral palette. This historic, yet modern, look is a differentiator in the category and a more upscale direction for the brand.</br>\nWALGREENS’ OLOGY\n\nA few years ago, people would have laughed if you told them that in 2013, a private-label brand would be considered upscale, let alone have a strong narrative to its brand. And yet, Walgreens’ Ology line of products has completely elevated the categories of baby, personal care and household cleaners to new levels, with a narrative that communicates the importance of a healthier, happier world through great design. Ology products are all about “well. being.” and as such, the messaging on pack plays into the origin of the product (e.g., toilet paper made from sugarcane husk and bamboo), what’s not inside (“100% Tree Free”) and just why it is good for environment (“Traditional paper is made from trees that take up to 35 years to replace.”). The packaging is meant to appear handmade, and the design CBX crafted has a hand-drawn feel that is playful, approachable and above all, really conveys the brand’s story.</br>\nHARNEY &amp; SONS FINE TEAS\n\nHarney &amp; Sons Fine Teas recently entered the bottled iced tea and juice market with organic tea and juice flavors. The company, which previously just sold tea bags and loose tea, went for a more premium direction for its bottled beverages by giving the product labels the look of a Far East tea company, a direct reference to the tea’s Indian origins. This plays into the company’s brand mission to “educate the world of tea history and taste.” Clear bottles are distinctly upscale, as is Harney’s softer color palette and minimal text that lets the product speak for itself. In truth, Harney &amp; Sons is a family-owned and operated company based in upstate New York, but it is telling a different, larger scale story — about the exotic world of teas in general — with these products.</br>\nTHE ART OF SHAVING\n\nHow’s this for a story? “A loving wife with a background in the spa industry makes her husband, with sensitive skin, a special oil to use before shaving. Husband realizes this oil is something special; the couple sells their car to fund the business, and they open a boutique that becomes a New York sensation. Eventually, company gets bought by P&amp;G, and the couple lives happily ever after.” Sound like a fairytale? Well, it’s the true story of The Art of Shaving. Fortunately, the packaging’s clean, classic, barbershop feel has not been lost in the translation from boutique to mass brand. Neither has the “Art” in The Art of Shaving’s name, which refers to the brand’s heritage, and the line has a small-batch feel that references its origin in the owners’ kitchen. Through the premium cosmetic story it tells on the packaging, The Art of Shaving has been able to break out of a commodity category and position itself as an essential part of men’s everyday routines.\n\nDon’t get me wrong: I’m not claiming that the design of these brands is on par with those of Gucci and Prada. But there is something to their packaging that feels undoubtedly premium, draws me in and makes me want to know more about their stories. These days, it’s all about the world you craft, the story you tell and how you use your packaging to tell it. It may not be Capote’s “Breakfast at Tiffany’s,” but chances are, if you have a good narrative, consumers will keep coming back for more.\n\nRead more: <a href=\"http://www.brandpackaging.com/articles/84651-elevating-everyday-products-to-extraordinary-indulgences\" target=\"_blank\">http://www.brandpackaging.com/articles/84651-elevating-everyday-products-to-extraordinary-indulgences</a>', 'Elevating Everyday Products to Extraordinary Indulgences', '', 'inherit', 'closed', 'closed', '', '1877-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1877, 'http://cbx.cappendev.com/1877-revision-v1', 0, 'revision', '', 0),
(2860, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p><strong>CBX Strategic Branding designs major gifts campaign grounded in stories of heroes</strong>\r\nNew York, NY – July 13, 2009 – Faced with a difficult environment for fundraising, The American Cancer Society\'s Hope Lodge is getting donations by asking people to give hope.\r\n\r\nLocated in New York City, Hope Lodge Jerome L. Greene Family Center is a safe and free place for cancer patients and families to live while receiving treatment from some of the best cancer centers in the world. They turned to CBX Strategic Branding in New York to create collateral materials for a $50 million major gifts campaign.\r\n\r\n\"Designed to be delivered personally, the elements work together to establish an emotional connection,\" says Gregg Lipman, Managing Partner at CBX. \"It\'s driven by the message of giving hope, giving from the heart, instead of asking for money.\" The campaign\'s power comes from looking through the eyes of past residents and past donors and reading their stories.\r\n\r\nThe CBX design team worked closely with the Hope Lodge campaign committee to create an entirely new visual system and contemporary palette while leveraging both the ACS corporate identity and current Hope Lodge website. Wide use of large, close-up photography keeps the focus on hope and life. Warm and lively colors including yellows, greens, and oranges, convey the vitality and hope of those patients who are fighting cancer.\r\n\r\nThe components of the campaign include:\r\n\r\nA tri-fold with an 8-page brochure inset that unveils a message of compassion. Full-page photos depict guests as heroes with their stories as well as enduring messages regarding the purpose, power and impact of Hope Lodge.\r\n\r\nThe Donor Proﬁle Page stands out with a cooler color palette of blue and green to differentiate the donor heroes from the guest heroes.\r\n\r\nThe Vital Statistics page provides numbers about Hope Lodge operations and savings to guests at the lodge with an easy-to-read grid system that organizes the information while maintaining impact through the use of color and copy size.\r\n\r\nThe Quarterly Newsletter is a direct mail piece that is sent to anyone in the ACS community. It is editorial by design and able to stand on its own, while maintaining its aesthetic fit with the donor brochure based on the color palette and layout.\r\n\r\nThe first three components listed above target potential donors of $10,000 or more.\r\n\r\nThe new visual system is being extended to outdoor signage, print advertising, and campaign displays inside the Hope Lodge lobby. Because of the great initial success of the campaign, ACS has extended it to other lodges around New York State as well.\r\n\r\n\"In tough economic times we needed a completely new and different approach for our major gifts campaign. CBX provided us with materials that successfully connect potential donors with Hope Lodge, thus increasing the likelihood of a donation,\" says Mady Schuman, American Cancer Society senior vice president, campaign and leadership giving, \"It was also an added bonus for CBX to design the Hope Lodge collateral pieces pro bono thus giving us more flexibility in our budget to respond to the needs of Hope Lodge services.\"\r\n\r\n<strong>About Hope Lodge:</strong>\r\nHope Lodge New York City is one of 28 American Cancer Society Hope Lodges located near major cancer centers throughout the nation. With seven additional lodges in development, the ACS plans to extend the Hope Lodge network to more than 50 locations by 2015.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2009/07/pics1.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2009/07/pics1.jpg\" alt=\"\" title=\"pics1\" width=\"950\" height=\"400\" class=\"alignnone size-full wp-image-734\" /></a>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2009/07/pics2.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2009/07/pics2.jpg\" alt=\"\" title=\"pics2\" width=\"950\" height=\"538\" class=\"alignnone size-full wp-image-736\" /></a> </p>', 'Emotional Connection Helps American Cancer Society\'s  Hope Lodge Reach its Fundraising Goals', '', 'inherit', 'closed', 'closed', '', '1632-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1632, 'http://cbx.cappendev.com/1632-revision-v1', 0, 'revision', '', 0),
(2861, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Veteran designer Joseph Bona believes grocers need to reinvent their stores. As technology transforms multi-channel retail into hyper-channel \"always-on\" retailing, chains must emotionally connect with consumers like never before, he says.\r\nHe presented his views in a recent speech at EuroShop, the global trade fair in Dusseldorf, Germany, where he urged retailers to rethink the function of their brick-and-mortar stores.\r\n\r\n\"Emotion plus theatrics equals experience;\' says Bona, president, branded environments for CBX, a New York-based retail design consultancy and brand agency. \"Story-telling ability, in particular, helps you create engaging experiences, and the memory of those experiences can inspire consumers by adding excitement and drama to routine transactions.\r\nUltimately, this is what energizes brand culture and drives long-term customer loyalty, even in a world perpetually driven to digital distraction.\'\r\n\r\nToday\'s \"always-on\" environment is not restricted to people buying whatever they want using their phones and tablets. It also means they can use GPSand cloud-enabled tools to find the very best retail experiences available wherever they happen to be, Bona says.\r\n\r\n\"Physical stores can no longer be what they used to be-namely, distributors of other people\'s goods at reasonable prices in convenient locations;\' he adds. \"They must offer sights, sounds, tastes, touch, and emotion-3D experiences that 2D can\'t achieve.\'\r\n\r\nBona points to Trader Joe\'s and Wegmans as retailers using design to create a sense of adventure and discovery. He says they are not just resellers of other branded products, but are destinations dedicated to providing truly unique and memorable experiences.\r\n\r\n\"They encourage you to browse, touch, feel and see what\'s new and on display;\' Bona says. \"They make shopping fun and engaging.\'\r\n\r\nHe says grocers should bring some of the excitement of food TV to stores or add tasting stations, growler bars and restaurants in new or remodeled stores.\r\n\r\n\"Overall, retailers need to push the envelope and keep asking one basic question: \'How do you maintain a pillar of affection and human touch while there\'s a simultaneous shift to increasing human interaction with technology?\" says Bona.\r\n\r\nRead the full article in Grocery Headquarters, November 2014 issue', 'Emotional shopping', '', 'inherit', 'closed', 'closed', '', '2022-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2022, 'http://cbx.cappendev.com/2022-revision-v1', 0, 'revision', '', 0),
(2862, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'While they’re loyal to their favorite brands, millennials reserve the right to cheat on them, says Nancy Brown, managing partner at New York-based CBX. Early adopters who constantly look for “the next new thing,” millennials want to be the first of their friends to try the latest, greatest product — and are willing to switch brands to do so.\r\nMillennials also are savvy shoppers who love a good value, says Jennifer Gaeto, creative director for Chicago-based Equator Design. And being used to having unlimited choices among brands, they have no problem turning to high-quality and unique store brand products, which already have a large following among this group.\r\n\r\nBut retailers need to do more than develop high-quality, unique products for these shoppers. They also need to focus on designing packaging that speaks to and engages with millennials to help build a solid relationship with this consumer group.\r\n\r\n<strong>Be unique, interactive</strong>\r\n\r\nPreviously, packaging’s only purpose (beyond product protection) was to help a product stand out on the shelf, Brown says. But today, millennials want more than just attractive packaging — they also want packaging that engages them. An engaging package persuades them to learn more about the brand.\r\n\r\nAccording to Gaeto, a package that engages millennials is unique and different. For example, some millennials gravitate toward designs that have a handmade and non-mass-produced feel. Such a design can be achieved via typography that looks like handwriting or kraft paper. Millennials also enjoy limited-edition packaging, as it has a “feeling of exclusivity” and taps into their desire for discovery.\r\n\r\nAs for colors, some millennials are interested in brighter, more vibrant palettes that are less “serious,” says Glenn Pfeifer, executive creative director, Galileo Global Branding Group, Daymon Worldwide, Stamford, Conn. Some newer brands that appeal to millennials use colors that reflect their optimistic mood.\r\n\r\nOne example is Kimberly-Clark’s feminine hygiene line U by Kotex, Brown says. Young millennials told CBX, which designed the line’s packaging, that although they purchased the same feminine hygiene products as their mothers, they wanted packaging to be more interesting. The women weren’t interested in pastels; instead, they were interested in a black package with a window showing bright neon colors surrounding the tampons and pads.\r\n\r\n<strong>Speak their language</strong>\r\n\r\nBut for millennials, a specific color palette or design style is only one important aspect. They also want packaging that is visually smart and surprising, says Tessa van Asselt, insights strategist at TrendsActive, a Dutch trend interpretation agency. “Retailers often forget that this generation is growing up in a world that is more and more visual, and this generation longs for an innovative approach to visual communication,” she explains. “Smart visual communication means really understanding this generation’s symbols, icons and visual language.”\r\n\r\nKees Elands, founder and CEO of TrendsActive, gives the example of two store brand concepts that TrendsActive created for a retailer in the Netherlands, each of which relies heavily on iconography. One is a package of ground coffee that features the image of a giant battery, similar to the icon found on electronic devices. In this case, the bars indicating the power level of the battery are clear and colorless, letting the ground coffee show through.\r\n\r\n“The battery on the coffee package [immediately communicates] the energizing and recharging qualities of coffee,” he says.\r\n\r\nThe other is of a beer bottle with “play” and “pause” button icons. These icons, in particular, help to show the product proposition, Elands says. The beer allows the consumer to either unwind and relax by “hitting the pause button” or start the party by “pressing play.”\r\n\r\nSpeaking of hitting buttons, packaging for millennials also needs to be interactive, not just clever. Millennials have become so accustomed to interactivity in every part of their lives that they expect everything to be interactive, van Asselt adds.\r\n\r\nAnd they want to help develop and evolve a brand. Jeff Fromm, co-author of the book Marketing to Millennials and president of Kansas City, Mo.-based FutureCast, a marketing consultancy dedicated to researching millennial trends, notes that millennials created the “participation economy.” And if a retailer reaches out to them for brand design advice or simple feedback via social media, millennials will want to respond.\r\n\r\n<strong>Be transparent, purposeful</strong>\r\n\r\nBut just as they want to be honest to brand owners about their products, they want brands to be honest in return. So when it comes to the message on the pack¬age, millennials desire authenticity and transparency.\r\n\r\nInstead of using typical marketing ploys, which millennials can immediately spot and will reject, retailers need to have an authentic story when creating something new and trendy, Gaeto says. For example, when it comes to photography on food packaging, millennials are not interested in seeing a “perfect-looking meal.” They want to see how the food, in reality, will look when prepared at home.\r\n\r\nRetailers also need to clearly communicate a product’s tier on packaging, Fromm says. Is the product under a bargain brand or an affordable luxury brand? Millennials want packaging to tell them if they’re trading up or trading down. And don’t try to fool them — they crowd-source a lot of information from their peer network, so they’ll know when a retailer isn’t being honest with its brand story.\r\n\r\nMillennials also want to understand the back story of what they are buying, Fromm says. Retailers could effectively use packaging to tell them about a product’s origin or how it is produced.\r\n\r\n“Millennials prefer brands that have a purpose,” he adds. “The more meaningful a brand is, the more it’s going to win with millennials.”\r\n\r\nBut retailers don’t necessarily have to work with charities to make a brand purposeful. Sustainability is another area that, if linked to a retailer’s store brands, could resonate with millennials as they continue, as a group, to value sustainable packaging options.\r\n“Sustainability is important to this group, as they were raised with the notion of recycling and making the world a better place as a normal way of life,” Gaeto says. “Packaging that is eco-friendly connects and creates a positive image for the brand.”\r\n\r\nBut an eco-friendly package does not necessarily have to be 100 percent “green,” Fromm says. The packaging just has to be “less bad” than the alternatives.\r\n<strong>Offer convenience</strong>\r\n\r\nMillennials are no longer just the young kids that marketers might think they are, says Nancy Brown, managing partner for New York-based CBX. The oldest of them are in their thirties and are starting to settle down and have families. They are busy, therefore, and looking for products that will make their lives easier, so any type of packaging that is convenient will win big with this group.\r\n\r\nBut the definition of “convenient packaging” could differ from person to person in this group. Millennials are creative in the kitchen and enjoy cooking, so convenient packaging to some could mean helpful hints or recipe suggestions on packaging, Brown adds. Or it could mean packaging that directs them online to easily find answers to questions or product reviews.\r\n\r\nConvenient packaging could also refer to functionality. Here, Glenn Pfeifer, executive creative director, Galileo Global Branding Group, Daymon Worldwide, Stamford, Conn., gives the example of packaging for soups, chewing gum and snacks that is designed to fit in car cup holders to better cater to millennials’ on-the-go lifestyle.\r\n\r\nRead more: <a href=\"http://storebrands.info/engage-them\" target=\"_blank\">www.storebrands.info/engage-them</a>', 'Engage them', '', 'inherit', 'closed', 'closed', '', '1996-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1996, 'http://cbx.cappendev.com/1996-revision-v1', 0, 'revision', '', 0);
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(2863, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>U by Kotex Limited Edition Designer Series Offers Stylish Protection\r\nKimberly-Clark has expanded its U by Kotex line to include the U by Kotex Limited Edition Designer series. This new line features new fashionable box designs meant to reflect a young woman’s personal style.\r\n\r\nThe U by Kotex Limited Edition Designer series includes four different box “personalities”: Poptimistic, Boho, Freestyle and Punk Glam (tampons only). The boxes are marked by bright and bold colors and patterns. For instance, the Punk Glam packagain is black and pink, while the Boho box is a flurry of swirl designs in orange.\r\n\r\nThe design strategy was developed by CBX. The company took inspiration from trends in the beauty and fashion industries as well as major clothing retail stores. According to CBX’s managing partner Gregg S. Lipman, the new designs are targeted at the consumer who wants her style and personality reflected in the brand she chooses. The U by Kotex Limited Edition Designer series essentially creates an “engaging and positive interaction.”\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/122284_1_600.jpeg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/122284_1_600.jpeg\" alt=\"\" title=\"122284_1_600\" width=\"398\" height=\"330\" class=\"alignnone size-full wp-image-4948\" /></a>\r\n\r\n<a href=\"http://www.trendhunter.com/trends/u-by-kotex-limited-edition-designer-series\" target=\"_blank\">http://www.trendhunter.com/trends/u-by-kotex-limited-edition-designer-series</a>', 'Fashionable Feminine Hygiene', '', 'inherit', 'closed', 'closed', '', '1743-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1743, 'http://cbx.cappendev.com/1743-revision-v1', 0, 'revision', '', 0),
(2864, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>LONDON -- Six convenience retailers and forecourt operators will be going for the title of the 2012 Insight NACS International Convenience Retailer of the Year Award next month.\r\nThe six finalists come from all parts of the globe, highlighting the international reach of convenience retailing and advanced concepts, according to NACS, the Association for Convenience & Fuel Retailing. The final six are BP Connect, New Zealand; Musgrave Centra, Rochestown, Ireland; Spar Ireland, J14/Spar Express, Ireland; Spar UK, Walthamstow, United Kingdom; Statoil Fuel & Retail, Norway; and Tesco Fresh & Easy Express, United States.\r\n\r\nThe award, sponsored by Imperial Tobacco, is now in its fourth year. Don Longo, editor-in-chief of Convenience Store News and Convenience Store News for the Single Store Owner under Stagnito Media, sits on this year\'s judging panel.\r\n\r\nOther international experts on the 2012 judging panel are: Frank Gleeson, retail director at Topaz, the 2011 award winner; Jeff Rogut, executive director for the Australian Association of Convenience Stores (AACS); Joe Bona, president, retail division, CBX; Ramon Kuijpers, international key accounts manager, Reemtsma Cigarettenfabriken GmbH, an Imperial Tobacco Group company; Dan Munford, managing director, Insight Research; and Stephanie Rice, founder of Rice Retail Marketing.\r\n\r\nFiona Briggs, editor of Global Convenience Store Focus, and Erin Pressley, editor of NACS Magazine, will co-chair the judging panel, as CSNews Online previously reported.\r\n\r\nThe award will be presented at the Insight/NACS Future of International Convenience Retailing 2012 event held Sept. 24 through Sept. 28 in London.\r\n\r\n<a href=\"http://www.csnews.com/top-story-business_focus-finalists_named_for_international_convenience_retailer_of_the_year_-61668.html\" target=\"_blank\">http://www.csnews.com/top-story-business_focus-finalists_named_for_international_convenience_retailer_of_the_year_-61668.html</a>', 'Finalists Named for International Convenience Retailer of the Year', '', 'inherit', 'closed', 'closed', '', '1663-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1663, 'http://cbx.cappendev.com/1663-revision-v1', 0, 'revision', '', 0),
(2865, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<strong>Q: How do you make sure new hires will mesh well with your other employees and with your company\'s culture?</strong></br><strong>A:</strong> Gregg S. Lipman\'s hiring motto has always been: \"Prima donnas need not apply.\" That should tell you all you need to know about the spirit of collaboration at CBX, the New York City-based brand agency where Lipman is managing partner.\nLike all good entrepreneurs, Lipman has learned from his mistakes. He once tried to hire what he calls \"disrupters and agitators\"--folks whose personalities, work habits and sundry intangible qualities would clash with the existing work force. He figured those disrupters would create new energy. He was right. Problem was, it was the wrong kind of energy.\n\"We actually taught ourselves how important culture was to the organization,\" Lipman says. \"Their inability to mesh with the culture actually provided a disservice to the organization. Rather than dealing with business issues, we found we were dealing, a lot of time, with personality conflicts.\"\nLesson learned, Lipman set about hiring only candidates he believed would fit comfortably within CBX, \"using culture as a guidepost.\" He looks for employees who communicate effectively, resolve conflict peaceably and--just as important--haven\'t forgotten their manners.\nTo do that, Lipman engages job applicants in what he calls a \"transparent conversation.\" He tries to go beyond the résumé--way beyond. He might ask about a candidate\'s preferred brand of candy bar, bottled water or toothpaste.\n\"I\'ll say, \'Let\'s talk like real human beings. Why are you here? Why do you do what you do?\'\" Lipman says.\n\"I\'m trying to get a sense of whether they\'re passionate for what they do or if it\'s just a job. Ultimately, what I try to do in my hiring practice is to get beyond the cliché.\"\nFor Lipman, the off-kilter line of questioning reveals a candidate\'s ability to clearly express his or her thoughts, and that ability inevitably contributes to the company\'s internal chemistry. \"You want to be in an environment where communication becomes second [nature],\" he says, \"where you have the ability to anticipate and read each other\'s minds.\"\nOf course, no hiring system can prevent an occasional clash of wills. Lipman might understand this fact of business life better than most, which is why he places such value on an employee\'s ability to deal with discord. \"We\'re looking for folks that understand that conflict and challenge happen but are capable of taking the high road and handling conflict professionally, in an adult manner,\" he says.\nLipman clearly knows this isn\'t going to be possible unless employees show respect--for their co-workers, supervisors and clients. But that doesn\'t mean he runs a shop full of pushovers. \"It really stems from an understanding that no matter what business you\'re in, you\'re really in the people business,\" he says. \"If you don\'t have mutual respect, it makes it difficult to traffic things from A to B to C.\"\nIn other words, just remember his motto.</br>\n\n<a href=\" http://www.entrepreneur.com/article/225751\" target=\"_blank\">http://www.entrepreneur.com/article/225751</a>', 'Finding the Right Hire for Your Company', '', 'inherit', 'closed', 'closed', '', '1811-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1811, 'http://cbx.cappendev.com/1811-revision-v1', 0, 'revision', '', 0),
(2866, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<strong>Despite the Mounting Pressure to Discount in Order to Make a Sale, Marketers Must Beware of Cheapening Their Brand Permanently in The eyes of the Consumer, CBX Executive Writes</strong>\r\nAlthough deep discounting can give retailers a short-term edge over their rivals, from a brand equity standpoint, relying solely on lower prices can have unforeseen consequences, writes Gregg Lipman, Managing Partner at brand agency and retail design consultancy CBX, in a guest commentary that appeared November 25 in the Business section of the Huffington Post.\r\n\r\nIn the column, titled, \"The Race to Zero: Time to Rethink \'Discount\' Mentality,\" Lipman contends that allowing a brand to become subject to \"discount creep\" will ultimately cheapen it by training customers to focus exclusively on price rather than the brand\'s intrinsic value. \"The biggest risk to relying on discounts to drive sales is that it becomes the definitive narrative in your brand story,\" warns the veteran brand marketer. \"When selling on price, you\'re not selling on a product\'s unique attributes. Worse still, you\'re not selling on emotional benefit.\"\r\n\r\nLipman points out that the power of branding resides in the way it uses the psychology of images, words, colors, patterns and fonts to create a value that transcends rational calculations. \"Does the product add experience, create a memory, spark a wonderful feeling, enhance a moment, inspire personal growth?\" he asks. \"Engaging in a discount-focused strategy neglects the power of brand and is likely destined to fail over time.\"\r\n\r\nIn a retail environment increasingly characterized by competition on price alone, it is easy to forget that a sales strategy should not rely exclusively on discounts and concessions that ultimately devalue a brand. Rather, Lipman argues, the challenge is to create more demand for the product. The executive evokes the message of legendary advertising exec David Ogilvy, who declared in 1986: \"any damn fool can put on a deal, but it takes genius, faith and perseverance to create a brand.\"\r\n\r\nAnd in fact, Lipman goes on, consumers look for more from brands than just a bargain. He likens the relationship of consumer and brand to friendship, describing it as engagement on a deep, personal level. Like a good friend, a brand can play an active role in one\'s life.\r\n\r\nLipman concedes that luxury brands have an easier path in defending and justifying their price position. He points to a campaign by natural mineral water brand Perrier to refresh its identity and attract new customers -- without resorting to discounts or adopting a new, ultra hip image. Under the campaign, the company teamed up with contemporary artists on limited-edition series of Perrier bottles. \"By focusing on elevating their brand through smart packaging, positive associations and high impact content, Perrier has experienced a resurgence, selling 1 billion units in 2013 in over 140 countries,\" he notes.\r\n\r\nThat kind of approach is not, however, restricted to high-end brands. And despite the pressure on them to produce impressive short-term financial results, Lipman urges brand marketers to resist selling out. \"For a long-term strategy, consider striving for the things that create brand value,\" he concludes, \"Otherwise it becomes a race to zero.\"\r\n\r\nThe full article is available <a href=\"http://www.huffingtonpost.com/gregg-s-lipman/time-to-rethink-discount-mentality_b_6212232.html\" target=\"_blank\">here.</a>', 'Focusing on Discounting Can Dilute Brand Equity, Warns Lipman', '', 'inherit', 'closed', 'closed', '', '2040-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2040, 'http://cbx.cappendev.com/2040-revision-v1', 0, 'revision', '', 0),
(2867, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Rick_web1-150x150.jpg\" alt=\"\" title=\"Rick_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1070\" /></a>By Rick Barrack:\r\nIt was in 1994 that, under the provisions of the Nutrition Labeling and Education Act of 1990, all food companies were required by law to begin using the Nutrition Facts label. By today\'s wireless, hybrid, organic, GPS-enabled, touch-sensitive consumer product standards, would anyone argue that a 16-year-old anything isn\'t practically and hopelessly fossilized?\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nutritionfacts-chart.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nutritionfacts-chart.jpg\" alt=\"\" title=\"nutritionfacts-chart\" width=\"582\" height=\"451\" class=\"alignnone size-full wp-image-613\" /></a>\r\n\r\nThe current Nutrition Facts label was originally based on Recommended Dietary Allowances dating from 1968(!)--a time when low- or fat-free foods still only numbered in the dozens--and has remained unchanged for 16 years.\r\n\r\nGiven the advances in nutritional science and its ensuing impact on the American public\'s diet, as well as the continuing efforts of both the U.S. Department of Health, the FDA and food companies to help consumers make better/healthier eating decisions, isn\'t it time to bring the Nutrition Label into a new light--a cleaner, more concise and informative light?\r\n\r\nAs a passive observer/consumer, I have followed the unending gyrations of the FDA as it grapples with how to develop a new labeling system for both the front and back panels of packages. As a designer, I believe it shouldn\'t be that difficult to create a simple, unbiased and meaningful solution--one that doesn\'t require consumers to bring a magnifying glass and calculator with them when they go food shopping.?? I\'d like to offer the following prototypes to the FDA. They take the current thinking for nutritional labeling to the next level and show how information design can work effectively to help consumers make better and healthier choices.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/CBX_NLEA_concept6.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/CBX_NLEA_concept6.jpg\" alt=\"\" title=\"CBX_NLEA_concept6\" width=\"614\" height=\"1280\" class=\"alignnone size-full wp-image-614\" /></a>\r\n\r\nThe Information Hierarchy: The first thing consumers should look at is the serving size/serving per container, as they are the true indicators of how much a consumer should be eating. (Click any image to view it larger)\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nutrition2new.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nutrition2new.jpg\" alt=\"\" title=\"nutrition2new\" width=\"749\" height=\"459\" class=\"alignnone size-full wp-image-615\" /></a>\r\n\r\nLanguage Simplification: Use meaningful/simplified language such as, \"Control\" (Portion Control, Calorie Control, Target Control) to empower consumers to take charge of their health.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nutrition3new.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nutrition3new.jpg\" alt=\"\" title=\"nutrition3new\" width=\"747\" height=\"457\" class=\"alignnone size-full wp-image-616\" /></a>\r\n\r\nGraphic Details: Use colorful icons that provide clear, easy communication, as well as a legible, contemporary font.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nutrition4new.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nutrition4new.jpg\" alt=\"\" title=\"nutrition4new\" width=\"748\" height=\"455\" class=\"alignnone size-full wp-image-617\" /></a>\r\n\r\nGood Stuff vs. Bad Stuff: Separate nutrients into \"More of These\" (with a plus sign) and \"Less of These\" (with a minus sign). It helps distinguish the good stuff from the bad and reinforces the notion of less versus more.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nutrition1new.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/nutrition1new.jpg\" alt=\"\" title=\"nutrition1new\" width=\"746\" height=\"455\" class=\"alignnone size-full wp-image-618\" /></a>\r\n\r\nPhone app and website: Taking this a step further, consumers would be well served to locate a Nutrition Facts app and website that can be accessed through their cell phones to help them make smart nutrition decisions. It\'s just what the doctor ordered.</p>\r\n\r\n<a href=\"http://www.fastcodesign.com/1661867/food-for-thought-rethinking-our-nutritional-facts\" target=\"_blank\">http://www.fastcodesign.com/1661867/food-for-thought-rethinking-our-nutritional-facts</a>', 'Food for Thought: Rethinking Our Nutritional Facts', '', 'inherit', 'closed', 'closed', '', '1563-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1563, 'http://cbx.cappendev.com/1563-revision-v1', 0, 'revision', '', 0),
(2868, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'It\'s widely believed that men are faster, more time- efficient shoppers than women and that unlike their female counterparts, they don\'t like to linger in stores but instead prefer to find an item, buy it and get in and out as quickly as possible. But with the arrival of department store Saks Fifth Avenue\'s new men\'s standalone lifestyle concept The Fifth Man at its historic Beverly Hills location, that gender-based retail truism may soon be turned on its ear.\r\nOpened in February 2014 and short for \"The Saks Fifth Avenue Man,\" the renovated and renamed Fifth Man space covers 6,000 sq. feet (557 sq. meters) and features three key highlights: a downstairs premium denim bar that is adjoined by an actual bar in an area called D-Bar, a shoe shop that is among the biggest for men on the West Coast and designer shop-in-shops and a prototype space dedicated to the store\'s in-house Saks Fifth Avenue Men\'s Collection on the main floor.\r\n\r\nThe denim-and-drinks D-Bar concept was designed by the California-based architectural firm Marmot Radziner and feature a lounge area with a custom-made pool table, a street-art mural by artist Karl Clay and walls covered in boardwalk wood. An onsite John Allan\'s Salon offers customers both grooming services and beverages.\r\nThe adjoining denim bar\'s product assortment is a virtual who\'s who of the top premium denim brands and includes AG, Diesel, DL 1961, Joe\'s, Hudson, Nudie, PRPS, Rag &amp; Bone, 7 for All Mankind, A.P.C. and True Religion. Also featured are a revolving selection of up-and coming jeans brands such as Diana Keinejad, Baldwin and BLK Denim. \"Customers are very impressed with the product offered and people really seem to like the underground vibe,\" says Amber Ayala, fashion and public relations coordinator for the Beverly Hills location, about the overall reaction to the new space.\r\n\r\nUpstairs, the new Shoes On the Main Floor area features more than 600 styles divided across three sections. The first is for classic brands such as Salvatore Ferragamo and Rosetti, the second includes designer footwear from the likes of Gucci, Prada and Dior while the third, the contemporary area, has names such as Paul Smith, Viktor &amp; Rolf and Marc Jacobs. Newly added brands to Shoes on the Main Floor include Del Toro, Martin Margiela and Pirelli, among others.\r\n\r\nElsewhere on the floor is the latest prototype shop for the store\'s in-house men\'s collection, an assortment Saks has been putting special emphasis on of late. New York-based design and architecture firm CBX created this area. It features exposed ceilings and white oak flooring. According Ayala, The Fifth Man concept, which reties heavily on art installations and residential-style furniture that welcomes guys to stay awhile, will be carried over to other Saks locations and has already been implemented at its Chicago store. \"Through these innovative renovations, Saks is thrilled to offer our customers exciting new lifestyle shopping experiences,\" adds Tom Ott, senior vice president and GMM for men\'s, home and gifts at Saks Fifth Avenue. \"0-Bar and the men\'s shoe salon in particular are sure to become iconic West Coast shopping destinations.\"\r\n\r\nSource: <a href=\"http://www.sportswearnet.com/epaper/32/flipviewerxpress.html\" target=\"_blank\">Sportswear International, Issue #261, Page 44 - Jul/Aug 2014</a>\r\n\r\n&nbsp;', '﻿For The Boys Saks Fifth Avenue Rolls Out Its New Men\'s Store Concept In Beverly Hills', '', 'inherit', 'closed', 'closed', '', '1975-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1975, 'http://cbx.cappendev.com/1975-revision-v1', 0, 'revision', '', 0),
(2869, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<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\n<strong>You\'ve grown to 140 million tweets per day and impacted global politics. It\'s time you moved beyond the cartoon birdie. Here\'s three takes on a new Twitter logo.</strong>\r\n\r\nHappy fifth birthday, Twitter! While five years seems like a blink of an eye, in the world of social media, you\'re a mature adult now. And you\'re ranked as one of the ten most visited websites worldwide by web traffic analyst Alexa. Your meteoric rise can be measured by comparing the measly 400,000 tweets per quarter in 2007 to today\'s average of over 140 million tweets per day--nothing to chirp at.\r\n\r\nSo it\'s way past the time for you to grow up as a brand. In other words, how about presenting a more appropriate image that reflects your current status? The following are just a few suggestions of how we think you should toast your fifth year as a media heavy.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_1_CBX.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_1_CBX.jpg\" alt=\"\" title=\"Twitter_1_CBX\" width=\"620\" height=\"280\" class=\"alignnone size-full wp-image-567\" /></a>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_screen1_CBX.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_screen1_CBX.jpg\" alt=\"\" title=\"Twitter_screen1_CBX\" width=\"620\" height=\"445\" class=\"alignnone size-full wp-image-568\" /></a>\r\n\r\nThis streamlined execution of the current bird icon speaks to the simplicity and user-friendliness inherent in the brand\'s DNA. The short, straight \"chirp\" lines signify a quick and direct way to communicate within the 140-character limit that the brand personifies. In addition, the simplicity of this icon allows it to be universally accepted around the globe, thus helping with international expansion and adaptation.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_2_CBX.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_2_CBX.jpg\" alt=\"\" title=\"Twitter_2_CBX\" width=\"620\" height=\"258\" class=\"alignnone size-full wp-image-569\" /></a>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_screen2_CBX.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_screen2_CBX.jpg\" alt=\"\" title=\"Twitter_screen2_CBX\" width=\"620\" height=\"445\" class=\"alignnone size-full wp-image-570\" /></a>\r\n\r\nThis incremental evolution of the wordmark preserves the brand equity of the logo but adds a new dimension of an animated \"E,\" which is then transformed into the chirping icon. An added benefit is that it can act as a mnemonic device, becoming the hallmark of quick and easy communication--the equivalent of the Nike Swoosh for social media. When paired with a name or another logo, it can serve as an indicator of accessibility/Tweetability.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_3_CBX.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_3_CBX.jpg\" alt=\"\" title=\"Twitter_3_CBX\" width=\"620\" height=\"306\" class=\"alignnone size-full wp-image-571\" /></a>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_screen3_CBX.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Twitter_screen3_CBX.jpg\" alt=\"\" title=\"Twitter_screen3_CBX\" width=\"620\" height=\"445\" class=\"alignnone size-full wp-image-572\" /></a>\r\n\r\nThe amalgamation of the wings from the current bird (stylized to look more lifelike) and Twitter\'s famous thought bubble crystallizes the notion that Twitter is about communication, connection, and dialogue. This logo dispels the notion that Twitter is just about saying the first thing that pops into your head, and serves as a great mnemonic device for how Twitter takes your thoughts and shares them with your followers. The modified wordmark melds the \"w\" and \"i\" and connects the two \"t\"s for a streamlined mark that furthers the idea of touching and connecting.</p>\r\n\r\n', 'For Twitter\'s 5th Birthday, New Grown-Up Logos', '', 'inherit', 'closed', 'closed', '', '1549-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1549, 'http://cbx.cappendev.com/1549-revision-v1', 0, 'revision', '', 0),
(2870, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<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\n<strong>Implementing a Sustainability Strategy for Tomorrow Doesn\'t Work With Human Nature.</strong><div>\r\n\r\nSustainability, while not quite the hot topic it was a few years ago, nevertheless continues to be a topic of reasonable warmth today. Priuses are still flying out of showrooms, reusable bags are a fashion statement, and the Obama administration has made renewable energy and conservation fundamentals anchors of its sweeping reorganization of the country. Heck, there\'s even been a resurgence in composting (for those who are so agriculturally inclined).\r\n\r\nBut the question remains: Is sustainability sustainable? Has it been effective? Has it engendered lasting behavioral changes? And, more worrisome, is it starting to fall on deaf ears?\r\n\r\nThe answer is not especially clear and, thus, not entirely encouraging. We all remember the tremendous efforts undertaken more than a decade ago by the world\'s leading food companies to begin to educate consumers about the very real dangers of obesity, the virtues of portion control and low-calorie eating.\r\n\r\nBut regrettably, and in an extremely damning indictment of those efforts, the U.S. for roughly the 23rd consecutive year (from 1985 to 2007, according to data collected by the CDC\'s Behavioral Risk Factor Surveillance System) has seen a swift and unabated increase in the prevalence of both adult and childhood obesity. Clearly, it can be argued, admonishing regular, everyday people to do something as simple and seemingly pain-free as eating sensibly simply does not work.\r\n\r\nWhy doesn\'t it work? Basic human nature, that\'s why.\r\n\r\nWithout falling into the depths of anthropological analysis, I can nevertheless posit with a reasonable degree of confidence that human beings have evolved to deal most effectively with the present: What is happening now and how can I impact what is happening now? We are far less effective at addressing things that will happen in the future.\r\n\r\nA food company can put a label on the front panel of one of its myriad products telling me to curb my intake of calories or to eat five to nine fruit/vegetable servings per day, but the great deficit of that strategy is that it cannot tell you how the benefits of that type of eating will be realized now.\r\n\r\nThat\'s ultimately what people will care most about. As marketers, we should make it a priority to communicate the now messages as much as we can if we hope to have any shot at changing consumers\' behavior in a meaningful way.\r\n\r\nWhich brings us back to sustainablity and to why I believe the sustainablity movement will also ultimately fail (unless of course the government starts to impose tangible and financial penalties on \"nonsustainable\" individual behavior).\r\n\r\nThe sustainability argument those in the media articulate today based on what they observe from the corporate, consumer and political culture revolves mostly around the \"benefits/rewards not just for me but for my neighbors and children in the future\" angle.\r\n\r\nThat is a mistake.\r\n\r\nToday\'s \"this will be good for you in the future\" position is no longer tenable. As good as consumers\' intentions are, they will naturally, intuitively, place far greater value (read monetary value) to what is happening now rather than what could happen in the future. Unless the sustainability argument gets reframed in now terms, in present-value terms, individual consumers will almost always default to the easiest thing for them to do now, today -- which is frequently nothing at all.\r\n\r\nRecycling is currently the one \"sustainable\" behavior that regular people, to a large degree, have effectively integrated into their personal and professional lifestyles. Why? Because recycling is something you can do now. You done with that soda? Just toss the can in the appropriate bin. That\'s it. That\'s easy. That\'s now.\r\n\r\nMinding your carbon footprint? Buying offsets along with your airline ticket? Converting your car\'s engine to run on biodiesel or ethanol? Solar panels? Not so easy.\r\n\r\nThose initiatives ignore the requirements of the present and, in continuing to do so, will never leave the realm of the tiny \"eco-warrior\" demographic or the celebrity spokesman demographic, which boasts luminaries such as Daryl Hannah (who proudly cruises around her New Mexico town in a 1983 El Camino converted to run on biodiesel) or Willie Nelson (who created his own brand of biodiesel fuel called BioWillie), and will hardly warrant anything more than polite consideration by the general public.\r\n\r\nI speak from experience. Last year a small group of my employees approached me about making our company greener, more sustainable. They had it all worked out: We\'d go paperless, and recycle by hiring a service to take away the trash from our offices; we\'d use compact fluorescent light bulbs exclusively and stock the company pantry with organic, sustainable products from the supermarket and the nearby Union Square farmer\'s market. I was all for the plan, so I crunched the numbers. The contemplated changes would cost me a quarter of a million dollars annually. So I returned to my green committee and gave them the news.\r\n\r\n\"Great!\" one said. I asked him what he meant. After all, I knew the cost of going green at work would mean changes, and not just in the content of our snack cabinet. The expense would likely mean my employees would forgo raises. I told him so.\r\n\r\n\"Oh no,\" he and the other members of the green committee said to me, \"we want you to pay for it. We don\'t want to give up our raises.\"\r\n\r\nSo according to my green-minded employees, the onus for saving the planet is on small-business owners today. My employees, while keenly aware of the benefits of environmental responsibility/sustainability, were not willing to give up tangible, present value things such as money to achieve said benefits.\r\n\r\nDoes that make them bad employees, bad people? Not at all. It simply reflects the fact that all things considered, the obligations and requirements of the present will always trump the benefits of the future.\r\n\r\nSo where does that leave us? Should we just abandon all sustainability efforts? Since people don\'t care about the future anyway, I\'m certainly not advocating apathy, given the present state of things.\r\n\r\nApathy is the enemy of creative ideas.\r\n\r\nRather, I am firmly behind a regrinding of the lens through which we look at sustainability. We need to move completely away from an emphasis on future benefits and shift all discussions back to the opportunities of today: What can science do for sustainability today? How can we make emissions standards and gas mileage targets more nearer-term goals? How can we harness the ingenuity, creativity and ruthless efficiency of capitalism to make the world a greener cleaner now, today?\r\n\r\nIt is only then that a change will come -- and not a moment too soon.</p>\r\n\r\n<a href=\"http://adage.com/article/goodworks/sustainability-talk-focus/137975/\" target=\"_blank\">http://adage.com/article/goodworks/sustainability-talk-focus/137975/</a>', 'Forget the Future; Let\'s Talk About Now', '', 'inherit', 'closed', 'closed', '', '1571-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1571, 'http://cbx.cappendev.com/1571-revision-v1', 0, 'revision', '', 0),
(2871, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Have you read any 2015 retail trend forecasts lately? Let’s face it, many so-called trends for the year ahead — the need to focus on things like mobile payment, customization, foodservice, smaller formats or millennial shoppers, to name a few — are at this point just the cost of doing business.\r\nYes, technology will be a part of retailing in 2015, just as it was in 2013 or, for that matter, 2010. These days, the story is more about real estate: As pressure on sales per square foot increases and retailers hunt for smaller footprints in higher-density areas, chains are getting increasingly creative. Some are even partnering with each other to compete. Here are four trends to watch for in the months ahead:\r\n\r\n<strong>Theme Park-ifying</strong>\r\nConsumers are shopping more often and making smaller trips. Because of this, retailers are not just shifting to smaller formats; they are also taking increased note of how people shop and why their habits are changing. Given the glut of empty big boxes in otherwise-healthy strip malls and shopping centers across the country, large-format seekers should look to New York and Chicago’s Eataly for inspiration. Sometimes likened to a grocery store with tasting rooms, the Italian food and wine emporium offers a compelling mix of retail, restaurants, food and beverage stations, a bakery and cooking schools, all under one roof. Such themed and curated shopping experiences are precisely the types of brick-and-mortar concepts that can inspire people to close their MacBook Pros, get off the couch and drive to the mall.\r\n\r\nIn the year ahead, don’t be surprised to see retailers put their own spins on creative curation and theming. The likes of Babies “R” Us, for example, could take over a large-footprint and create an experience built around a theme such as “motherhood,” with a Babies “R” Us, a Starbucks, a Lululemon, a Massage Envy and a wine shop with open eating areas—all inside a vacant big-box store.\r\n\r\n<strong>Corner Grabbing</strong>\r\nHuge shifts that are underway in the rapidly consolidating gas and convenience industry, where big players are snapping up street corners to create land banks that give them the freedom to either develop the properties or keep them out of competitors’ hands. But as good street corners get scarce, this strategy will have to adjust.\r\n\r\nDrug stores have long had great dirt, but that business is booming, riding the wave of increased prescriptions and convenience items. Banks, by contrast, are ubiquitous and have set up shop over the last 50 years on some of the best corners out there. And yet consumers have fewer and fewer reasons to go to a branch. In 2015, as the major convenience players jockey for position, look for c-store companies such as Couche-Tard, 7-Eleven or CST brands to make big real estate deals with banks as they seek to seize such coveted real estate.\r\n\r\n<strong>Rebooting</strong>\r\nIt\'s hard to stay relevant today. Traditional brick and mortar stores have a more difficult time keeping up to date. Instead of slowly dying, look for some retailers to shut down, get out of their real estate commitments and reboot. Six months ago, Authentic Brands Group announced it was shutting down all Juicy Couture locations, with a re-launch of the brand planned for 2015. Store-in-store deals are part of the proposal as well. Is this strategy high-risk? Sure. But it is potentially high reward as well. Indeed, a variety of retailers are likely to embrace similar approaches in the year ahead. My money is on Abercrombie &amp; Fitch and American Eagle Outfitters being next. However, rebooting won’t be confined to apparel retail: After shutting down more than eight months ago, specialty bookstore Rizzoli has a New York flagship opening in the spring.\r\n\r\n<strong>Side Selling</strong>\r\nRetail is all around us. You used to have to seek it out by going to the store or the mall. Now, retail drives down the street and also has set up shop in your phone. Look for this to ramp up even more. Retail is currently popping up in parks and other public spaces. We will start to see colleges and universities, which have the demos and traffic flow retailers crave, sign more exclusive partnership agreements with retailers. More businesses, too, will open up their extra space for retail. Eventually, gyms that don’t have a vitamin shop, apparel store and juice bar will be seen as a thing of the past. In 2015, we could even see walls of merchandise from Walgreens or Rite Aid in high-traffic doctor\'s offices.\r\n\r\nI firmly believe retailers will have to get creative to compete in the marketplace and get the most out of their real estate in 2015. Channel lines will continue to blur as retailers invite, not only more consumer brands and tech vendors, but also other retailers into their stores. It should be an exciting year.\r\n\r\nThe full article is available <a href=\"http://www.chainstoreage.com/article/four-2015-retail-trends-you-haven%E2%80%99t-already-heard-about\" target=\"_blank\">here</a>.\r\n\r\n<strong>As seen in:</strong>\r\n<a href=\"http://www.nacsonline.com/News/Member_News/Pages/default.aspx\" target=\"_blank\">NACS Online</a>', 'Four 2015 Retail Trends You Haven’t Already Heard About', '', 'inherit', 'closed', 'closed', '', '2047-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2047, 'http://cbx.cappendev.com/2047-revision-v1', 0, 'revision', '', 0),
(2872, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Friendly Express has enlisted global brand agency CBX to help update the design and branding of its convenience stores. Friendly Express operates a 42-store network in southeast Georgia. CBX will update the chain’s logo and redesign the interiors and exteriors of its convenience stores, which range in size from 2,000 sq. ft. to 3,500 sq. ft. Friendly Express stores, which also offer gasoline, are located in several different southeast Georgia communities, including Waycross, Jesup, Folkston, Brunswick and St. Simons Island.\r\nRead more: <a href=\"http://www.designretailonline.com/displayanddesignideas/industry-news/Friendly-Express-to--11596.shtml\" target=\"_blank\">www.designretailonline.com/displayanddesignideas/industry-news/Friendly-Express-to--11596.shtml</a>', 'Friendly Express to Refresh Stores', '', 'inherit', 'closed', 'closed', '', '1942-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1942, 'http://cbx.cappendev.com/1942-revision-v1', 0, 'revision', '', 0),
(2873, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<strong>The retail mall environment needs to learn from the city. Food halls can help.</strong>\r\nThe traditional mall has lost its appeal. There are numerous reasons why, but one of the most poignant is the resurgence of the urban center and specifically the appeal of Main Street.\r\n\r\nMain Street is attractive again, and with it are all the things that the density of the city provides to pull shoppers away from retail-focused venues like malls. Cities offer a density of chaos and accident and a commensurate density of ideas and creativity. This is a phenomenon that even a well-planned mall, limited by its necessary focus on retail and a preset menu of activities, cannot compete with. Or can it? What can malls learn from cities, and specific to driving traffic, what can they learn from the communal spaces of the city to enhance their attractiveness to consumers?\r\n\r\nWithin the traditional retail mall, one arena ripe for reinvention is the food court. Food courts were initially envisioned as a quick recharge while shopping rather than as destinations in and of themselves. For this reason, most mall food courts are populated by bland and undifferentiated quick service restaurants (QSRs), and seating that is more cattle car than fine dining.\r\n\r\nWith the simultaneous arrival of Starbucks CEO Howard Schultz’s theory on “third space,” and more authentic-feeling offers such as Chipotle, Shake Shack and Dig Inn, the traditional QSR has been served notice. Add to this The Plaza Food Hall by Todd English in Manhattan’s landmark Plaza Hotel, which turned the entire food court model on its head by offering a wide variety of well-prepared, interesting and enticing foods in one location. Let’s face facts, consumers have learned that fast food can be good, healthy and interesting—and this is how more and more people want to eat.\r\n\r\nFortunately, some major landlords are already exploring elevated approaches to food: Announced earlier this month, Taubman Centers’ $500-million renovation of Beverly Center in Los Angeles reportedly will include a food hall with as many as 18 different concepts. Taubman even tapped celebrity chef Michael Mina to head the project.\r\n\r\nLearning from farmers’ markets, food trucks, craft breweries and farm-to-table restaurants can be an effective way to create an engaging experience for a retail or mixed-use project. But simply dropping in a cart that looks like a food truck isn’t going to be enough. It is equally important—and often overlooked—to understand how these innovative trends develop, and then to create the kinds of spaces that engage and attract consumers.\r\n\r\nThis is precisely why the new crop of spacious food halls is worth a serious look. Packed with local vendors, bars and cafes, the likes of Berg’n in Brooklyn’s Crown Heights neighborhood; UrbanSpace in Manhattan’s Midtown District, and Ponce City Market in Atlanta are destination locations driving unprecedented foot traffic. This kind of diverse food hall model may be a perfect fit for developers seeking to adapt and reuse older retail big box spaces, warehouses and even factories. The current food hall has much in common with the city’s traditional open-air market. It’s a modern take on an ancient urban model, one that offers the pride of local cuisine and the excitement of variety.\r\n\r\nSuccessful mixed-use developments build on this model by leveraging the daytime community that works in their commercial space, while also offering something to the local community to also leverage nighttime, weekend and other off-hours pedestrian traffic. On the high-end, the Related Companies has perfected this model at Time Warner Center and soon in the upcoming Hudson Yards. On the adaptive reuse end of the spectrum, Jamestown Properties, after buying a majority stake in the Chelsea Market in Manhattan’s Gansevoort Meatpacking District, is applying these lessons to its new projects at Industry City in Brooklyn and Ponce City in Atlanta.\r\n\r\nWhile retail malls don’t have a built-in commercial tenant population or a local community per se, they can still learn from the engaging, creative spaces in urban environments. The programming of a mall food court is, like that of any successful public space, dependent upon offering a mix and variety of relevant experiences. That could mean locally sourced and artisanal foods, as in Philadelphia’s Reading Market or Cleveland’s Westside Market, or incubating new food offers and being able to rotate food offers in and out on a regular basis, as Brooklyn’s Threes Brewery does each month.\r\n\r\nBeyond moves to reimagine the food court, in scenarios where large anchors move out, the empty space represents a unique opportunity to experiment with new kinds of offers, including food halls, fresh markets and other food-centric activities that will draw consumers.\r\n\r\nCompeting for consumers’ increasingly scarce time and attention is a huge challenge, one that makes the physical shopping experience less and less of compelling. Faced with the pressure to retain these shoppers, it is incumbent upon mall operators and other retail landlords to explore new ways to make their properties more desirable and enticing. Cities represent a resilient model that continues to succeed. Studying urban spaces and using this knowledge to enliven retail environments is an effective way to improve foot traffic and customer retention.\r\n\r\nOriginally published on <a href=\"http://www.globest.com/sites/paulbubny/2016/03/09/from-food-courts-to-food-halls/?slreturn=20160209103211\" target=\"_blank\">Globest.com\r\n</a>Photo courtesy of <a href=\"http://lauraperuchi.com/en/tag/urbanspace-vanderbilt-en\" target=\"_blank\">Laura Peruchi</a>', 'From Food Courts To Food Halls', '', 'inherit', 'closed', 'closed', '', '2159-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2159, 'http://cbx.cappendev.com/2159-revision-v1', 0, 'revision', '', 0),
(2874, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Sandra Creamer\r\n<em>Sandra Creamer looks at how elf cosmetics has reinvented its image for its flagship store.</em>\r\n\r\nConsumer products companies occasionally take brands from the shelf to a freestanding retail store to elevate their offerings in the eyes of consumers and establish a stronger connection.\r\n\r\nThe Chobani store in Soho, Spanx mall outposts and the McCormick World of Flavors store in Baltimore’s Inner Harbor are three terrific examples that have helped each brand boost its caché.\r\n\r\nIn the beauty category, we’ve seen prestige brands go from shelf to store, but for mass brands this is less common.There is one value brand in particular that is breaking this prestige shelf-to-store mold in a very big way: e.l.f. Makeup &amp; Cosmetics.\r\n\r\n<strong>e.l.f. cosmetics Opens Its Flagship\r\n</strong>\r\nDrugstore makeup brand e.l.f. (which stands for eyes, lips, face) opened a flagship called e.l.f. Studio this past spring in New York City.\r\n\r\ne.l.f. was once a small, independently owned brand, started by an NYU student and a veteran of the cosmetics brand Hard Candy, that first offered products online before getting mass distribution. The story goes that a major beauty magazine wanted to ensure, prior to providing national PR for the brand, that e.l.f. products – at that point only sold regionally – would be available nationally to their 2MM+ reader base.\r\n\r\nTo do so, e.l.f. quickly established an online outpost and was on its way. It was 2004, after all. Interest grew, and e.l.f. was able to gain distribution at mass retail. Then, quite a few years later – May of 2013 – e.l.f. officially opened its flagship doors.\r\n\r\n<strong>\r\nEnhancing the Brand\'s Image</strong>\r\n\r\nWhat makes this shelf-to-storefront tale so unusual is that e.l.f. had launched originally as an “extreme value” brand, with most products at $1 or $3.\r\n\r\nOpening a flagship would seem unusual for such a low-cost brand, except for this fact: Having real estate and a retail presence would enhance consumer perception of the brand, and allow e.l.f. to showcase new, more expensive product lines that might seem out of place/difficult to merchandise next to cheaper products at, say, a Target or a Walmart.\r\n\r\nMuch like the shelf-to-storefront objectives of other category brands, the e.l.f. Studio environment serves to up e.l.f.’s cool caché and enhance the perception of the brand.\r\n\r\nThe store vibe is clean and inviting, with shiny floors, white fixtures and a row of flat panel screens flanking the aisles reminiscent of the Saks or Bloomingdale\'s cosmetics floor.\r\n\r\nThe product packaging also paves the way to reach for the premium pricing tier: Sleek solid black packs are on par with the standard for premium products set by M*A*C, Chanel and popular European brand FACE Stockholm.\r\n\r\n<strong>\r\nThe Strategy</strong>\r\n\r\nFor a brand such as e.l.f., which is seeking to expand beyond its value play, opening a flagship store serves a very strategic purpose.\r\n\r\nIt not only connects with the consumer in an upscale, controlled environment, but it also allows the coexistence of low and more expensive lines to tackle the barrier of up-selling for a value brand, which is very challenging indeed.\r\n\r\nValue brands should take note!\r\n\r\nOriginally printed in Beauty Packaging.', 'From Mass to Class: A Beauty Brand that Breaks the Mold', '', 'inherit', 'closed', 'closed', '', '1891-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1891, 'http://cbx.cappendev.com/1891-revision-v1', 0, 'revision', '', 0);
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(2875, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Joseph Bona\nConsumer product manufacturers have historically focused on just one type of “real estate” — namely, that relatively small amount of shelf space where their brands jockey for attention in the store. But over the past few years, a few manufacturers have been doing deals with landlords to launch spacious retail stores focused exclusively on brands like Chobani Greek Yogurt, McCormick seasonings or Spanx hosiery. Is the goal here to dive into commercial real estate and blanket the country with storefronts along the lines of a Dollar General or a Walgreens? Not likely. However, by opening retail stores focused exclusively on their brands, these companies do stand to accomplish something important: Deepening their connections with consumers.\n\nWhen Chobani launched its New York City yogurt store back in August 2012, it created a kind of church dedicated specifically to the conversion of legions into Chobani evangelists. At the bustling Prince Street store, Chobani fans — foodies, dieters, health nuts and everything in between — delight in sampling and buying all kinds of yogurt creations whipped up on site by highly trained associates. The store may or may not turn a profit, but it definitely tells a good story.\n\nThe most successful stories are often those that can be summed up in just a sentence (“It’s about this 10-year-old wizard who has to stop the world’s most evil villain”). Honing and clarifying the message in this way takes lots of practice. By opening retail stores, in other words, brands gain the opportunity to experiment with their storytelling. The store is, in a sense, a lab in which the company can tinker with product offerings, tweak marketing messages, and absorb data related to the behavior and preferences of loyal customers.\n\nIn Baltimore, McCormick World of Flavors gives McCormick &amp; Co. the opportunity to highlight all of its products in a colorful space filled with the sights, sounds and aromatic smells associated with cooking, baking and grilling. It’s one thing to see an ad for McCormick brands like Old Bay, Vahiné or Grill Mates; it’s quite another to taste expertly seasoned food spiced up on site in the McCormick store. The storefront, which opened in August 2012, even boasts its own line of flavored salsas, olive oils, vinegars and tapenades.\n\nThis is not to suggest that profit is never part of the picture for brand-focused retail stores. The products of the Atlanta-based hosiery company Spanx are famously popular, and so it wouldn’t be a surprise if the company’s stores in Pennsylvania, Virginia, New Jersey and Atlanta actually make money. According to NPD Group, consumers spent $725 million on Spanx and Spanx-like hosiery in the 12-month period that ended on June 30.\n\nHigh-traffic sites such as McCormick’s store — which is located in Harborplace at Baltimore’s Inner Harbor, one of the most photographed and visited places in the city —do create another interesting possibility. Because the experience is still fresh in their minds, the thousands of tourists and locals who visit places like McCormick World of Flavors might actually be more likely to shop this brand the next time they go back to their local supermarkets.\n\nBut even if such efforts fail to drive profits for the likes of Spanx, McCormick and Chobani, they can certainly help manufacturers learn valuable lessons about how to be as focused and brand-centric as possible. This is no small feat in an economy in which many brands struggle to connect with customers.\n\nOf course, question marks continue to loom over brick-and-mortar real estate. Critics point out that we now live in a world in which Amazon Prime subscribers can have anything and everything shipped to their homes — for free — with just a few swipes on their iPhones or iPads. But after talking with a few Chobani evangelists about their experiences with the New York store, it seems clear that something clicked for these consumers once they spent some time in that space. With its clarity of message and novel offerings, the store took the brand loyalty of these customers to a new level.\n\nTheoretically, a brick-and-mortar store is the last place you might expect to see buyers of the Apple iPad or Google Glass (the eyeglasses-mounted computer set to go on sale next year), because these are among the most tech-savvy shoppers around. But look at how profitable and jam-packed Apple’s stores happen to be. And consider all the rumors swirling about Google’s alleged plans to sell its Android products and Google Glass in branded retail stores. It all speaks to the advantages of brick-and-mortar real estate.\n\nThrough their experiments as commercial real estate leaseholders, manufacturers can export the most successful experiential elements from their stores — imagery, themes, displays, samples, demonstrations and more — back to the supermarkets or other outlets where their products are sold.\n\nToday, retailers are adopting channel-neutral approaches in which they do their best to reach consumers in whatever ways the consumers prefer. Likewise, manufacturers now appear to be taking something similar to an “omni-channel” approach to brand building. In other words,they see offshoot retail locations as just one of many points of consumer contact, along with the likes of YouTube videos, Facebook pages and, of course, the all-important shelf space in other companies’ stores.\n\n<a href=\"http://www.cpgmatters.com/In-StoreMarketing0913.html\" target=\"_blank\">http://www.cpgmatters.com/In-StoreMarketing0913.html</a>', 'From Shelf to Storefront: Brand-Building via Retail', '', 'inherit', 'closed', 'closed', '', '1850-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1850, 'http://cbx.cappendev.com/1850-revision-v1', 0, 'revision', '', 0),
(2876, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Gregg S. Lipman\r\nI\'ve often equated growing a business to raising a kid (much to my staff\'s chagrin). At first, she needs your utmost attention -- feed her, nurture her, coddle her. Pookie can\'t survive without you. Your influence will help shape what she will become.\r\n\r\nAt every stage of development, the relationship you have with your child changes, your role changes and his/her needs change, too. I\'m happy to say that I\'ve got two relatively happy (hey, they\'re teenagers), healthy, productive kids. I also have a relatively happy healthy, productive company (it\'s also a teenager). Having given birth to CBX with my co-parents, uh, co-founders just over ten years ago, I feel qualified to share some of our parenting experiences.\r\n\r\nAll companies face significant challenges as they go from startup to grown-up. Most of them are not unique, but they are unique to you -- especially when you are a first-time parent (I still have nightmares about the period right after my daughter was born). Success is not without its pitfalls and roadblocks, but the companies that succeed are the ones that have the wherewithal to be open-minded, introspective, and have the resolve to push through the hard times and, importantly, learn from these experiences.\r\n\r\nFive things to consider in raising a company:\r\n\r\n<strong>Stay True to Your Culture</strong>\r\n\r\nYour child has innate traits and will also be influenced by her environment. I can\'t tell you how many times our clients have said to me, \"You know why we keep coming back to you guys? Yes, it\'s the work -- but it\'s also the people.\"\r\n\r\nAnd those people were all asked to join our team because they fit into a particular culture we try to cultivate here -- one built on the philosophy of \"dirty hands, creative minds, straight talk, and good manners.\" (I\'m quoting our web site, where we call out \"Culture\" as its own category).\r\n\r\nSure, it\'s important that they fit the job description, but it\'s almost more important that we understand how they conduct themselves as human beings. We are definitely not looking to create the Stepford Company at CBX -- we are the proverbial melting pot of approaches and experiences. But we\'ve definitely made the mistake in the past of hiring disruptors -- people who wowed us with their resumes and accomplishments, but not, once they actually worked here, with their personalities.\r\n\r\n<strong>Plan to Grow, and Shrink, and Grown Again</strong>\r\n\r\nEvery kid goes through growing pains. Some even discover beer. From physical space to managing people, it\'s always crucial to plan for growth, whether that means having enough space for the staff (real estate commitment is a Top 5 \"watch out\" for businesses) to providing training for staff (at some point osmosis doesn\'t quite cut it).\r\n\r\nInfrastructure changes by the numbers: five is different than 15, than 25, than 50 than 100, and so on. Putting the right structure in place for your business and modifying the rules of engagement in digestible doses makes all the difference. Businesses that evolve with purpose tend to adapt to a future state more comfortably and sustainably than those that wretch forward and use a lot of duct tape to keep things together.\r\n\r\nAnd while you\'re planning for the good, don\'t forget to plan for the bad. Clients and customers are fickle and the market changes. Yes, you could have a bad year. Think about what you\'ll do now, should that happen -- hopefully, you won\'t go down that road. But if and when you do, it won\'t be a shock and you\'ll better prepared to deal with it and move forward.\r\n\r\n<strong>Strike a Balance Between Fluid and Structured</strong>\r\n\r\nKids ride their scooters at breakneck speeds and snowboard down mountains with abandon. They\'re not scared to take risks, even if it means getting lots of bruises in the process. Of course, good parents make sure the kid has a helmet on and some pads.\r\n\r\nWith growth comes complexity. Fifteen people? You\'re in each other\'s business, so rules need not apply. Twenty-five or more? Process and protocols are in your future, but how do you maintain the entrepreneurial spirit while establishing the structure that allows things to run smoothly?\r\n\r\nHere\'s a clue: the truth is usually in the middle. I\'m usually interested in the results over the process, and to empower your staff, they need to be able to create their own navigation. That said, we try a codified approach with the caveat that it\'s a guideline more than a rule, and we want people to be able to get where they\'re going through their own style (as long as the expected results are there).\r\n\r\n<strong>Be Able to Let Go and Trust Your People</strong>\r\n\r\nYeah, I cried watching Finding Nemo, too. The whole idea of a parent trusting their child really got me choked up. It sort of reminds me of that classic corporate retreat game where you close your eyes, fall backwards and hope that your co-workers will catch you. I basically play that game every day because I have to trust the people we\'ve hired to be responsible for the business I helped found. It\'s one of the reasons why we lean so much on culture -- mutual respect over a period of time leads to trust, and with trust you can do great things.\r\n\r\nPresident Reagan had a phrase that we put to use at our agency as well: \"Trust, but verify.\"\r\n\r\nWhile we preach individual empowerment and responsibility, we also build in a system of checks and balances to protect each other.\r\n\r\n<strong>Keep Things Sexy (So to Speak)</strong>\r\n\r\nEnough with the kids already. Any marriage therapist will advise her patients to \"keep things sexy,\" and the same holds true for a business. The early days of a start-up, like a relationship, are energized, vibrant and unpredictable. It\'s all passion, all the time. Everybody\'s in it together.\r\n\r\nBut as time goes by, things become a little more -- let\'s face it -- ho-hum and expected. The excitement is gone, replaced by the day-to-day reality... or as some call it, the \"rude awakening.\" The real challenge is to shake things up every once in a while, keep things sexy, and your employees on their toes. Present a challenge to the staff. Throw a party. Change the seating arrangements (we\'re actually doing this right now). Whatever it takes to get people engaged and excited to come to work each day.\r\n\r\nSo now that CBX is ten years old, do I consider it a fully functioning \"grownup,\" as the title of this piece would imply? Well, no, not exactly. I suppose I would say we are entering into those awkward tween years, where we know in our heart what we do best, but are still pushing the boundaries to be as good as we can be. Personally, I\'m excited for the uncertainty that lies ahead, and plan to use the top five lessons above to guide me through the next ten years.\r\n\r\nRead More: <a href=\"http://www.huffingtonpost.com/gregg-s-lipman/5-challenges-agencies-face-as-they-mature_b_4454516.html\" target=\"_blank\">http://www.huffingtonpost.com/gregg-s-lipman/5-challenges-agencies-face-as-they-mature_b_4454516.html</a>', 'From Startup to Grownup: 5 Challenges Agencies Face as They Mature', '', 'inherit', 'closed', 'closed', '', '1892-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1892, 'http://cbx.cappendev.com/1892-revision-v1', 0, 'revision', '', 0),
(2877, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Joe Bona</br><strong>“If you’ve seen one chain drug store, you’ve seen them all.”</strong>\r\n\r\nSuch was the prevailing attitude just a few years ago. And while it is still true that pharmacy sections do tend to be fairly similar from location to location, over the past few years chain drug stores have been tinkering with their front end as never before.\r\n\r\nWalgreens’ smaller-format “food desert” stores, which are designed to bring fresh food to underserved urban neighborhoods, are but one example. And in New York City, Walgreens’ Duane Reade stores customize offerings from one neighborhood to the next.\r\n\r\nAfter data showed significant differences in customer needs in various parts of the city, Duane Reade responded by changing the front end of the store to better reflect the character of the local community. Drive across the bridge to Duane Reade’s Williamsburg, Brooklyn, location and you find a hip store replete with a beer growler section; head to Wall Street and the offerings include sushi amid sumptuous environs befitting the financial industry’s “masters of the universe.”\r\n\r\nBut as the industry looks to the future, how will its newfound flexibility — the basic willingness to abandon cookie cutter store formats and experiment with new and innovative designs — shake out? We can extrapolate from existing trends to make some loose predictions.\r\n\r\nGiven all of the overlap in food today — with dollar stores, drug stores, convenience stores, quick-serve restaurants and other businesses increasingly competing for the same customer — the national drug chains and some of the remaining regional players are almost certainly looking outside of their own sector to find new ideas. The overlap between c-stores and chain drug stores is particularly pronounced, and so it is quite possible that drug stores will make front-of-the-store improvements that echo certain innovations in the c-store sector.\r\n\r\nFor example, the c-store chain Wawa has racked up one award after another for its newly introduced store design, which strategically highlights the idea of fresh food. By making liberal use of natural materials, floor to-ceiling windows and warm colors, and by adding an open, highly visible kitchen/sandwich-making area and outdoor seating areas, Wawa is sending patrons of its newest stores (many of them in new markets, such as Florida) a clear message: “You haven’t seen this before. We are a cut above.”\r\n\r\nIndeed, today’s shoppers can find higher-quality food offerings nearly everywhere they look. They are starting to expect better coffee, bagels, sandwiches — you name it — and even local and organic produce. And health isn’t just important to the 80 million-or-so baby boomers hitting retirement age. Members of the Millennial generation have grown up feeling that food variety and quality is virtually the price of admission. They will continue to feel this way for the rest of their lives. Looking ahead, it seems inevitable that chain drug stores will start to cater to foodie tastes by doing even more to ramp up front of the store food offerings.\r\n\r\nMeeting the needs of increasingly time-pressed shoppers is another imperative that will continue well into the future. When people are pressed for time, they start looking for ways to save it. In a growing number of communities today, it makes little sense to brave nerve-frazzling gridlock and drive from one store to the next to meet daily needs.\r\n\r\nThus, chain drug stores will continue to see good reason to ramp up the convenience and product diversity of the front end. You can almost hear the kitchen table conversations that will ensue as they do so: “Wow, honey. The drug store actually had everything on my list today. It actually saved me a trip to the grocery store.”\r\n\r\nStrategic partnerships are another important consideration for drug stores. For years now, hybrid c-stores have been pairing, say, a Texaco with a Taco Bell, or a Subway with a 7-Eleven. In coming years, drug stores could consider embracing the same idea by teaming with the likes of Starbucks, Dunkin’ Donuts or any number of other complementary businesses. When many c-store chains first jumped into the food business, they did so by exploring these types of partnerships. This enabled them to learn the food business and, eventually, strike out on their own. Conceivably, the drug store of the future could sharpen the front of the store through strategic partnerships followed by an informed approach to a proprietary food program.\r\n\r\nAnd why stop at fueling shoppers’ bodies? Walgreens is already installing electric-vehicle charging stations at some of its stores. It isn’t hard to imagine a person sitting at a café table outside a drug store and watching his e-vehicle charge as he sips on a tall hazelnut latte. Can gasoline pumps be next?\r\n\r\nFinally, one has to assume that the ongoing evolution of technology — and “omnichannel” retailing in particular — will continue to affect the way drug stores do business. Such chains as Office Depot and Staples now do nearly half of their business online. Why drive to the big-box store for a ream of paper and a printer cartridge when you can have those items show up on your doorstep?\r\n\r\nWhether Amazon will one day deliver goods by drone is an open question. But one thing is for sure — the company is scrambling to get merchandise to people as quickly as possible by building distribution centers across the country.\r\n\r\nYet, nobody has a bigger real estate footprint than brick-andmortar retailers, including the national drug chains. Indeed, these “distribution centers in waiting” are already right where customers live. It is theoretically possible, then, that square footage at chain drug stores will increasingly be set aside for tech-based fulfillment programs.\r\n\r\nMaybe it’s a staging area where associates put together orders for people who want to pick up their prescriptions, along with their milk, eggs, shampoo or other necessities.\r\nMaybe it’s an “Amazon locker” area where urbanites, who hate the idea of packages being stolen from their doorsteps while they’re at work, can have stuff dropped off and securely stored. Thus, drug stores will continue to experiment with alternate drive-through windows and other approaches to “buy now, pick up in store” that could augment their front-of-store sales.\r\n\r\nNotice the overlap among all these trends: One-stop shopping not only is a time-saver, but also saves fuel and is better for the environment. Online fulfillment, likewise, feeds directly into concerns over time or gas. Strategically, too, what better way to compete with your direct and indirect rivals than by giving your consumers more of what they want and need?\r\n\r\nAnd while some of this might sound like pie in the sky, remember: In a certain sense, America has been here before. There used to be a place where people went to get just about anything they needed — the general store.\r\n\r\nRead more: Chain Drug Review/August 25, 2014', 'Front end of the store is a focal point for innovation', '', 'inherit', 'closed', 'closed', '', '1985-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1985, 'http://cbx.cappendev.com/1985-revision-v1', 0, 'revision', '', 0),
(2878, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'CHICAGO -- The restaurant industry ranges from ultra casual fast-food joints to premium fine dining, and more than ever, convenience stores are earning a seat at the table. This is apparent at the 2013 National Restaurant Association (NRA) Show, which began Saturday and runs through tomorrow, May 21, at Chicago\'s McCormick Place.\nIn the first of two convenience store-specific panels that are part of the show\'s educational track, Convenience Store News Editor-in-Chief Don Longo teamed up with Sheetz Inc. Executive Vice President and soon-to-be CEO Joe Sheetz to discuss the future of convenience stores as it relates to fresh, prepared food. Foodservice is more important than ever and has remained the most profitable category at c-stores for the past five years, according to CSNews research.\n\nLongo presented select insights from CSNews’ 2013 Realities of the Aisle consumer study, showing that sandwiches, hot dogs and pizza are among the most popular prepared food items at c-stores, yet offering healthier options appears to be paying off with increased sales. Other opportunities for growth in prepared food can be found through connecting with the right shoppers, optimizing promotions to drive trips, and reaching consumers in flexible ways.\n\nOf the total foodservice category, \"prepared food is the shining star\" at convenience stores, Longo said.\n\nSheetz concluded the presentation with a retrospective on the beginnings of Sheetz Inc. as a business and its evolution into an extremely foodservice-focused chain that considers itself a \"convenience restaurant\" chain. \"Everything we do is through restaurant glasses,\" he commented.\n\nThe family-owned, Altoona, Pa.-based retailer has found success through its Made To Order (MTO) program, which offers customized menu items through touchscreen ordering, as well as its subsequent Made To Go premade food program. Its loyalty program has also done well.\n\nThe company keeps a close eye on the future, reinventing itself and always striving to become the Sheetz that will put the Sheetz of today out of business.\n\nThe notion of c-stores being competition in the foodservice market was expanded upon during a panel entitled, \"The Convenience Store Competition: What You Can Learn From C-store Foodservice?”, presented by Nancy Caldarola, education director for NACS, the Association for Convenience &amp; Fuel Retailing; Bill Reilly, senior vice president of marketing, GPM Investments LLC, owner of Fasmart/Shore Stop Convenience Stores; and Joseph Bona, president, branded environments, CBX.\n\nWhile convenience stores are facing a number of new challenges as the foodservice category grows, such as handling space and new equipment requirements, rising food costs and needing additional skilled labor beyond their comfort zone, c-stores are also seeing some exciting positive changes, including expanded menus and product offerings, technology to enhance the order process and expanded fresh and healthy offerings, according to the panelists.\n\nTo create a positive impression and combat the fact that gas pumps often turn customers off of c-stores as a foodservice destination, they said operators must use the retail environment to set the stage for the promise of freshness and use the layout to create a strong first impression. Bundled offerings and establishing a sense of place through localized products can also be effective. Most importantly, c-store operators must remember to refine, refresh and revitalize — and don\'t stop.\n\nHeld annually, the National Restaurant Association Restaurant, Hotel-Motel Show is the largest single gathering of restaurant, foodservice and lodging professionals and is held in conjunction with the International Wine, Spirits &amp; Beer Event (IWSB). Together, they attract more than 61,000 attendees from over 100 countries.\n\n<a href=\"http://www.csnews.com/top-story-foodservice-the_future_of_convenience_stores__food_destination-63687.html\" target=\"_blank\">http://www.csnews.com/top-story-foodservice-the_future_of_convenience_stores__food_destination-63687.html</a>', 'Future of Convenience Stores', '', 'inherit', 'closed', 'closed', '', '1819-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1819, 'http://cbx.cappendev.com/1819-revision-v1', 0, 'revision', '', 0),
(2879, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/127.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/127.jpg\" alt=\"\" title=\"127\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4840\" /></a>\r\nClient: Duane Reade \r\nTitle: Prevail\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/129.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/129.jpg\" alt=\"\" title=\"129\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4841\" /></a>\r\nClient: Kimberly Clark \r\nTitle: U by Kotex \r\n\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/130.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/130.jpg\" alt=\"\" title=\"130\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4843\" /></a>\r\nClient: Kimberly Clark\r\nTitle: tween\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/132.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/132.jpg\" alt=\"\" title=\"132\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4844\" /></a>\r\nClient: Kotex\r\nTitle: Natural Balance\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/126.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/126.jpg\" alt=\"\" title=\"126\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4846\" /></a>\r\nClient: Duane Reade \r\nTitle: Delish\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/133.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/133.jpg\" alt=\"\" title=\"133\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4848\" /></a>\r\nClient: Del Monte \r\nTitle: Fruit Naturals\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/128.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/128.jpg\" alt=\"\" title=\"128\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4851\" /></a>\r\nClient: Home Depot \r\nTitle: Millstead\r\n\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/125.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/125.jpg\" alt=\"\" title=\"125\" width=\"400\" height=\"400\" class=\"alignnone size-full wp-image-4852\" /></a>\r\nClient: Del Monte\r\nTitle: Milo’s Kitchen\r\n\r\n<a href=\"http://www.gdusa.com/contests/apda12/types/se.php?x=HB127-HB129-HB130-HB132-FB126-FB133-HG128-PE125\" target=\"_blank\">http://www.gdusa.com/contests/apda12/types/se.php?x=HB127-HB129-HB130-HB132-FB126-FB133-HG128-PE125\r\n</a></p>\r\n', 'GDUSA: 2012 American Package Design Awards Entries', '', 'inherit', 'closed', 'closed', '', '1684-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1684, 'http://cbx.cappendev.com/1684-revision-v1', 0, 'revision', '', 0),
(2880, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'Thousands of cliché images bombard us through all forms of media on a daily basis. Pristine babies smiling angelically at the camera; women doing cartwheels on the beach during their period; mom preparing a perfectly homemade dinner with a smile on her face. While these scenarios rarely reflect real life, marketers often rely on these images to reach their consumers. They do so because clichés are safe, and generally don’t make consumers feel uncomfortable. But, the question is, what are clichés really doing for your brand?\r\nAllison Koller, Creative Director at CBX, will explain why our society focuses so heavily on clichés, will dig into examples of brands successfully defying clichés, and will wrap up with key takeaways to apply to your own brand.', 'Get Real: Branding Beyond the Cliche', '', 'inherit', 'closed', 'closed', '', '2087-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2087, 'http://cbx.cappendev.com/2087-revision-v1', 0, 'revision', '', 0),
(2881, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<div class=\"videoWrapper\"><iframe src=\"https://www.youtube.com/embed/iPsuQYzWt50\" width=\"860\" height=\"531\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"></iframe></div>Allison Koller, Executive Creative Director at CBX, discusses how cliche the portrayal of women is in advertisements today, and how we can take steps to reshape those marketing campaigns to represent real women in the future.\r\n\r\nAllison has been with CBX since its inception. As Executive Creative Director, she is responsible for providing creative inspiration, vision and strategic guidance for the design team. Her work has been recognized by the creative industry through numerous awards.\r\n\r\nThis talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at <a href=\"http://ted.com/tedx\" target=\"_blank\">http://ted.com/tedx</a>\r\n\r\nOriginally published on <a href=\"http://tedxtalks.ted.com/video/Get-Real-Branding-beyond-the-cl;search:TEDxSPFHS\" target=\"_blank\">tedxtalks.ted.com</a>', 'Get Real: Branding Beyond The Cliche', '', 'inherit', 'closed', 'closed', '', '2216-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2216, 'http://cbx.cappendev.com/2216-revision-v1', 0, 'revision', '', 0),
(2882, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By gobbling prime real estate and mastering the science of site selection, the top national drug store chains have absolutely succeeded in getting as close to the customer as possible.\r\nBut in an era when almost anything you want is available at the touch of a button — not just on your computer at home but on the smartphone in your pocket — is it enough to get close to the customer physically? What about getting close to the customer emotionally?\r\n\r\nGo to any of the top chain drug stores and just watch as people try to shop the O-T-C aisles. Invariably, you’ll see folks standing around bewildered as they try to figure out which cold medicine or foot cream is the right one for them. They look confused, even lonely.\r\n\r\nPersonally, I’ve been to the drug store a thousand times over the years. Only once do I remember a pharmacist coming out from behind the counter to help, an experience that was as highly satisfying as it was rare. And yet this type of friendly, personalized exchange was commonplace in the era when most drug stores were mom-and-pop operations.\r\n\r\nToday, three dominant operators have achieved impressive scope and scale, but homogeneity is a real challenge for the sector. Stand in the parking lot of these chains’ stores and you will find that they look remarkably similar, right down to the red-and-white color schemes common to all three (well, one of them has some blue, too). Walk into the stores themselves and, again, the experience is homogeneous right down to the product offering.\r\n\r\nMeanwhile, throughout the rest of retail, brick-and-mortar operators are looking to ramp up the authenticity and richness of the customer experience in creative and innovative ways.\r\n\r\nCertainly, national chain drug stores understand the need to follow suit here, which is why we’re seeing laudable pushes on wellness, some advances in private label and even the integration of a European drug store brand’s successful elements.\r\n\r\nCompared to the rest of retail, though, the drug store experience is still remarkably cookie-cutter. The absence of compelling stories, in particular, is noteworthy when compared to what you find in, say, the arena of better-quality food. At Whole Foods Market Inc., for example, signage at the meat counter tells you all about the South Georgia farmer who takes such good care of his grass-fed cattle and now supplies to Whole Foods stores across the state.\r\n\r\nAt chain pharmacies, though, story tends to be lacking. You might see a mug shot-style picture of the pharmacist on duty along with a line or two of biographical information. We can do better. Did that person decide to become a pharmacist after seeing medicine improve the quality of life of her ailing mom? Is she a Desert Storm veteran of the U.S. Army? A mother of triplets and a triathlete? We’ll never know.\r\n\r\nFrom both the channel and individual store perspectives, drug stores need to be more creative and daring in their pursuit of unique points of differentiation and storytelling. The growth of digital makes this especially important, as does the coming of age of the Millennial generation, which tends to demand more authenticity and connection from its retail experience.\r\n\r\nSo what is the specific opportunity here for drug stores? Health care and wellness are becoming increasingly important to just about everyone — baby boomers, Gen Xers and Millennials alike.\r\n\r\nWhile the big chains have made good strides in offering testing, flu shots and other health-related services, they need to do more to build upon this through both the in-store environment (including personalized customer service) and the product offer. Take the sterility out of these environments. Use your private label lines to tell stories. Leverage design to present your private label products in more compelling ways. Elevate the experience to capture the way new consumers are shopping.\r\n\r\nSound impossible? Think drug stores are, by definition, functional and therefore resistant to this kind of elevation? Today, an elevated approach to prepared food and food in general is the fastest-growing trend throughout the once-humdrum convenience store sector — and not just in North America but all across the planet.\r\n\r\nFor someone born in the 1960s or ’70s, c-stores were dingy places where people went for chips, beer, candy or maybe the proverbial shriveled hot dog. Now, millions of people are starting to see c-stores as places where they can grab quality food and beverages on the go or even sit back and relax on a sofa in a café setting. Confronted with shrinking margins on sodas, cigarettes and gasoline, the industry’s most forward-thinking chains have made a lot of progress in reinventing themselves. They have succeeded in driving traffic and store growth via these elevated offers, improbable though this might once have seemed.\r\n\r\nLikewise, chains such as Trader Joe’s Co., Fresh Market and Wegmans Food Markets Inc. offer richer experiences than might have seemed plausible back in the era when all supermarkets were essentially the same. The product offer is wildly diverse compared to this bygone era, and the experience far more lively. People go to Trader Joe’s or Wegmans at least in part because they enjoy the experience. Yet, today most people go to drug stores because they have to, not because they want to. When you have thousands of stores, you have to systematize everything, and mass efficiency is always easier than customer accommodation.\r\n\r\nNonetheless, customer accommodation is too important to ignore, which is why the rest of retail is so laser-focused on it. Systems can still leave room for localization and variability — in visual presentation, marketing, social media and even private label. You just have to build more creativity into the process.\r\n\r\nFor forward-thinking drug chains, the approach should be, “Let’s find compelling stories — about our communities, products, company and people — and then tell those stories in-store. Let’s stop being so functional and start putting more feeling and uniqueness into the in-store experience.”\r\n\r\nMake no mistake, the three national chains have taken some important steps to make their stores stand out.\r\n\r\nRite Aid Corp. has done a good job transforming its stores by focusing on elevating the wellness experience and developing some interesting private label brands. Walgreens has created cool brands and unveiled great flagship stores in key metro markets. And CVS Pharmacy has begun to launch a health platform and healthier brands to create a more holistic experience.\r\n\r\nBut are these measures enough to overcome the proximity factor? In other words, convince consumers to go out of their way to shop at one chain versus the other?\r\n\r\nThe goal should be to build loyalty based on satisfaction and identification with the brand and experience. There is no reason why national chain drug stores shouldn’t build more compelling brand stories, conveyed throughout the store and supported by products, brands, people and design.\r\n\r\nCould the whole pharmacy area be more of an interaction and consultative environment versus a queue where patients wait for the next available register? Could it be more inviting? Why does it have to be so transactional? Could people exit the store feeling wowed by your in-store beauty expertise or impressed with the food-shopping experience?\r\n\r\nThe national chains have got back-end efficiency covered. Now it’s time to build loyalty via best-in-class customer experience across the board.\r\n\r\nOriginally published by <a href=\"http://www.chaindrugreview.com/getting-close-to-the-consumer-emotionally/\" target=\"_blank\">Chain Drug Review</a>', 'Getting close to the consumer — emotionally', '', 'inherit', 'closed', 'closed', '', '2232-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2232, 'http://cbx.cappendev.com/2232-revision-v1', 0, 'revision', '', 0),
(2883, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>First produced for hockey players in 1999, Bionic is a line of specialty performance gloves for sports like golf, baseball, fitness (weightlifting), tennis, racquetball, equestrian events and others, as well as a very popular line of gardening gloves. The gloves are the invention of orthopedic hand surgeon James Kleinert for sports equipment manufacturing company Hillerich & Bradsby, which more famously produces the Louisville Slugger bats. In March, Bionic introduced a new logo designed by New York, NY-based CBX.\r\n<blockquote>Bionic’s updated logo captures the athletic spirit of the brand and feels more modern and iconic. Because Bionic Glove Technology focuses on gloves — and the hands that fill them — the symbol to the left of the logo is representative of both the letter “B” and a gripping, gloved hand. Its positioning at an angle adds a dynamic aspect to the logo that is reflective of Bionic’s innovative approach to creating performance-enhancing gloves. The tag line “Super. Human. Performance.” aims to clearly communicate the points of differentiation of the glove, including the premium quality and the patented performance technology that are the essence of the brand.</blockquote>\r\n\r\n— Press Release\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/bionic_logo_detail.gif\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/bionic_logo_detail.gif\" alt=\"\" title=\"bionic_logo_detail\" width=\"574\" height=\"440\" class=\"alignnone size-full wp-image-4798\" /></a>\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/10/bionic_banner.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/10/bionic_banner.jpg\" alt=\"\" title=\"bionic_banner\" width=\"574\" height=\"212\" class=\"alignnone size-full wp-image-4799\" /></a>\r\n\r\nI liked the old logo, not because of its execution (obviously) but I find the idea of a — gloveless! — hand holding a bolt of thunder comical even though they were trying to be dead serious. I also appreciate anyone willing to italicize type beyond the usual 9 to 12 degrees; it was a staggering 36 degrees. The new logo is much more focused and clear: It’s a gloved hand making the shape of a “b”. It’s smart and simple and the abstraction and simplification work well in communicating that this is a logo that has to do with sports and hands. Perhaps it feels too much like a hand holding a baseball, potentially neglecting all the other sports it covers — specifically golf, which they seem to be targeting more heavily. Tilting the logo 45 degrees was key in not making the logo look too dumbed down and being more overt about it being a “b”. The wordmark is bionic-y without being a douchebag like its predecessor. The only gripe I would have is that — and this is assuming that the gardening market is still a big deal for them — the new logo doesn’t feel appropriate for the lady with the green thumb who might think that there is nothing in Bionic for her. Nonetheless, a major graphic improvement.\r\n\r\n<a href=\"http://www.underconsideration.com/brandnew/archives/gloves_fit_for_the_six_million_dollar_man.php\" target=\"_blank\">http://www.underconsideration.com/brandnew/archives/gloves_fit_for_the_six_million_dollar_man.php</a>', 'Gloves fit for the Six Million Dollar Man', '', 'inherit', 'closed', 'closed', '', '1678-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1678, 'http://cbx.cappendev.com/1678-revision-v1', 0, 'revision', '', 0),
(2884, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>OAK BROOK, Ill. -- A new and occasional feature in Fare Digest, Channel Surfing offers a peek at what\'s on the mind of retailer/operators, consultants and other experts in the foodservice-at-retail industry.\r\nThis week, we’re featuring Joseph Bona, president of retail for New York-based full-service branding firm CBX. Bona is responsible for directing the retail practice at CBX. His work on six continents has given him a unique perspective on global trends and a practical knowledge of how to adapt and respond to local markets. Bona has directed a wide range of initiatives for companies such as Stop & Shop Supermarkets, Pathmark Supermarkets, Chevron, PetroChina, Frito-Lay, Nestle and Petro-Canada.\r\n\r\nFare Digest spoke with Bona about creating an atmosphere as a point of difference, understanding the millennial shopper and the biggest mistake a retailer can make.\r\n\r\n<a href=\"http://www.cbx.com/wp-content/uploads/2012/09/JoeB_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/JoeB_web1.jpg\" alt=\"\" title=\"JoeB_web\" width=\"192\" height=\"192\" class=\"alignnone size-full wp-image-1081\" /></a>\r\n\r\nFare Digest (FD): You travel all over, experiencing different retail and foodservice concepts. What has caught your eye recently?\r\nJoseph Bona: Sometimes I think some of the best c-stores are found beyond U.S. borders. That’s not to say there aren\'t a lot of great stores in the U.S.; there are. Pronto highway sites at Copec stations in Chile have great full-serve restaurants, and Applegreen and Topaz in Ireland have both developed world-class motorway sites as well, to name a few.\r\n\r\nFD: What segment of foodservice or retail is most intriguing to you today? What are you paying attention to?\r\nBona: I think it\'s the attention to environment that has really captured my attention, Starting with Starbucks, who defined the retail experience that many are now trying to emulate. Others like Panera Bread and Pret A Manger have led McDonald’s to really reinvent the fast-food dining experience with more of a lounge-like atmosphere, Wi-Fi accessibility and warmer and richer surroundings. With all the attention being focused these days on technology innovations, people still buy with their eyes and the environment is a big motivator of purchase behavior.\r\n\r\nFD: At the recent NACS Show, in your presentation, you said that \"fresh\" is table stakes—a nonnegotiable price of entry in the c-store foodservice game. What are a few key ways operators can deliver freshness cues?\r\nBona: I believe fresh is no longer a point of difference. Consumers today have too many options for finding the fresh-food products they seek, so if you\'re not thinking of fresh, you\'re not even in the game. How you communicate your offer can be an important way to have a fresh dialogue with your customer. Pret A Manger is a great example of prepackaged food; they tell a compelling “fresh” story throughout the store. And if you are preparing made-to-order offers, show it off. This is where layout and design can help to create a bit of theater around the service area.\r\n\r\nFD: What common mistakes do you see in the field for delivering \"fresh\"?\r\nBona: The biggest mistake is overpromising and underdelivering. Stay within what you know and what you do best. Perhaps you can’t be fresh across all areas of your offer, but where you can--like coffee, for example--commit to delivering it as fresh as possible.\r\n\r\nFD: We talk a lot today about understanding the millennial shopper. What to you is the biggest takeaway about how millennials interact with brands?\r\nBona: I think they want the same thing as any group. We are all consumers who have the same or similar needs and desires, but the terms of engagement are radically different--and that is the challenge. How do brands communicate and reach this group in ways that drive loyalty and path to purchase? Technology becomes more of an enabler for these tech-savvy consumers more than any other group, but they still need to eat, they still want convenience and they also want it now.\r\n\r\n<a href=\"http://www.cspnet.com/news/foodservice/articles/going-beyond-fresh\" target=\"_blank\">http://www.cspnet.com/news/foodservice/articles/going-beyond-fresh</a>', 'Going Beyond Fresh: Channel surfing with Joseph Bona, retail-branding expert', '', 'inherit', 'closed', 'closed', '', '1729-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1729, 'http://cbx.cappendev.com/1729-revision-v1', 0, 'revision', '', 0);
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(2885, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<strong>The story:</strong> Consumers around the globe are getting their first look at Amway’s newly redesigned Satinique haircare portfolio — with award-winning structural packaging and graphics created by leading global brand agency CBX, which specializes in corporate identity, consumer branding and retail. Amway is one of the world’s dominate direct selling businesses, founded in 1959 by entrepreneurs Rich DeVos and Jay Van Andel, and based in Ada, Michigan, U.S.\r\n<strong>The challenge:</strong> The project — which took top design honors in the haircare category this past June at HBA Global, the Health &amp; Beauty Aids Expo and Conference — will help Satinique remain relevant, contemporary and fresh in global brand markets for years to come, says Gregg S. Lipman, managing partner at CBX.\r\n\r\nCBX assisted with the upfront strategy of the Satinique brand, helping the team optimize the brand’s positioning based on consumer insights learned through both global research as well as input from a team of Amway regional affiliates.\r\n\r\nThe solution: The subsequent redesign involved simplifying and contemporizing the packaging of nine cleansing items and four conditioners as well as a host of styling gels and serums, final?touch sprays, mousse and other products.\r\n\r\nFor the new logo, CBX added a touch of uniqueness to the “q” in Satinique and mirrored the letterform in a rejuvenating drop icon that sits with the brand mark. Visual elements call to mind wisps of renewed and free-flowing hair.\r\n\r\nPositioned as “rejuvenating,” “revitalizing” and “vibrant,” Satinique products now feature a jewel-tone and metallic color palette with premium finishes.\r\n\r\n“Because Amway is an $11.8 billion company with a vast network of global customers and distributors, the structural positioning and graphics also needed to be universally appealing,” Lipman explains. “And since Amway customers receive products direct from distributors rather than shopping for them at shelf as with a typical CPG, the design considerations were a bit different as well.”\r\n\r\nStarting in 2010, CBX participated in Amway’s global research study that identified universally appealing characteristics to Amway’s diverse consumers across markets such as Russia, China and Southeast Asia. The research was followed by an audit of the premium or prestige beauty and haircare category internationally in a bid to understand how people in diverse markets think about product aesthetics and even portfolio mix in the category, Lipman notes.\r\n\r\nThis research, as well as quantitative testing, revealed that consumers universally favored a simple, sleek and streamlined design. As a direct result, feminine lines and an upward sweeping movement characterize the Satinique cleansing bottles’ silhouette.\r\n\r\n“This energy emphasizes the cleansing product’s breakthrough ability to rejuvenate hair from the inside out while staying true to the positive transformation beautiful hair provides,” Lipman says. “The ergonomics of the feminine shape also create a comfortable feeling in hand and an easy grip in the shower or bath.”\r\n\r\nWhile competing with other products at shelf was not part of the challenge for CBX on this project, Amway agreed that the structural packaging and graphics were no less important than with a typical CPG.\r\n\r\n“Strong design helps provide reassurance that this is a good brand and that it is delivering on quality,” Lipman concludes. “It also helps convey things like usability and shower?worthiness.”\r\n\r\n“Amway’s deep commitment to scientific innovation elevates Satinique to be among the best haircare brands on the market,” explains Maud Pansing, VP Global Beauty. “We’ve raised the bar in the category with technology and performance in the formulations that truly make a difference to the health of hair, inside and out.”\r\n\r\n1. The brand moved away from its previous stouter structures in favor of slimmer, streamlined packaging. Research and testing proved consumers were partial to a simple, sleek design that feels comfortable in hand.\r\n2. The “q” in Satinique mimics the rejuvenating drop’s shape that sits with the brand mark.\r\n3. Rich jewel tones and metallic touches grace the new bottles and coordinate the cleansers and conditioners. The new color palette gives the products a fresh, revitalized look.\r\n\r\nRead the full article <a href=\"http://www.brandpackaging.com/articles/print/84890-good-grooming-haircare-line-debuts-polished-new-look\" target=\"_blank\">here</a>.', 'Good Grooming: Haircare Line Debuts Polished New Look', '', 'inherit', 'closed', 'closed', '', '2028-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 2028, 'http://cbx.cappendev.com/2028-revision-v1', 0, 'revision', '', 0),
(2886, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', 'By Peter Burgoyne\r\nAs we approach the New Year, I’ve been taking a step back and take the proverbial “30,000 foot view” of where things stand in the world of retail design.\r\nI spent a lot of time over the past year flying around the world to visit stores and malls in France, Turkey, the Philippines, Morocco, Spain, Italy, the U.K., Canada and on both coasts of the United States. Again and again on these travels, I was struck by creative, high-quality retail design and architecture.\r\n\r\nRead More: <a href=\"http://vmsd.com/content/grand-tour\" target=\"_blank\">http://vmsd.com/content/grand-tour</a>', 'Grand Tour, Why you should feel bullish about retail in 2014', '', 'inherit', 'closed', 'closed', '', '1894-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1894, 'http://cbx.cappendev.com/1894-revision-v1', 0, 'revision', '', 0),
(2887, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p style=\"text-align: justify;\">Brand agency, CBX, received awards from Graphic Design USA for 8 recent projects. The annual competition celebrates well-designed graphics, in addition to the power of using design to advance a brand\'s promise and to forge an emotional link with consumers.</p>The awarded projects include:\r\n\r\n&nbsp;\r\n\r\n<strong>Gold Bond Men’s Essentials</strong>\r\n<img class=\" wp-image-7916 alignleft\" title=\"AGDA2013_GoldBond\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_GoldBond1.jpg\" alt=\"\" width=\"650\" height=\"450\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Green Giant Veggie Chips</strong>\r\n<img class=\"size-full wp-image-7917 alignleft\" title=\"AGDA2013_GreenGiant Chips\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_GreenGiant-Chips.jpg\" alt=\"\" width=\"650\" height=\"370\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Pillsbury Baguette Chips</strong>\r\n<img class=\"size-full wp-image-7918 alignleft\" title=\"AGDA2013_Pillsbury\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_Pillsbury.jpg\" alt=\"\" width=\"650\" height=\"370\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Bertolli Frozen Dinners</strong>\r\n<img class=\" wp-image-7919 alignleft\" title=\"AGDA2013_Bertolli\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_Bertolli.jpg\" alt=\"\" width=\"650\" height=\"379\" />\r\n\r\n&nbsp;\r\n\r\n<strong>American Heritage Chocolate</strong>\r\n<img class=\"wp-image-7920 alignleft\" title=\"APDA2014_MarsHeritage\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/APDA2014_MarsHeritage.jpg\" alt=\"\" width=\"650\" height=\"370\" />\r\n\r\n&nbsp;\r\n\r\n&nbsp;\r\n\r\n<strong>Pyrex</strong>\r\n\r\n<img class=\"size-full wp-image-7922 alignleft\" title=\"AGDA2013_Pyrex\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_Pyrex.jpg\" alt=\"\" width=\"650\" height=\"379\" />\r\n\r\n&nbsp;\r\n\r\n<strong>Nature’s Recipe Cat &amp; Dog Food</strong>\r\n\r\n<img class=\"size-full wp-image-7923 alignnone\" title=\"AGDA2013_NatureRecipy\" src=\"http://www.cbx.com/wp-content/uploads/2014/04/AGDA2013_NatureRecipy.jpg\" alt=\"\" width=\"650\" height=\"450\" />', 'Graphic Design USA awards American Package Design Awards to CBX work', '', 'inherit', 'closed', 'closed', '', '1935-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1935, 'http://cbx.cappendev.com/1935-revision-v1', 0, 'revision', '', 0),
(2888, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, January 26, 2010 -- CBX, the strategic branding firm, received awards for five recent projects at the 2009 Graphic Design USA’s American Package Design Awards that recognize excellence in packaging, POP, and the entire in-store experience.\r\nThe awarded projects include:\r\n\r\n<strong>Splenda Misters</strong> (McNeil Nutritionals) – Leveraging the fashion-forward nature of the product, CBX created a designer series of collectible mist canisters for this new, versatile, innovative spray targeted to young women.\r\n\r\n<strong>Duane Reade Apt. 5</strong> (Duane Reade) – CBX repositioned the private label household products brand with a decidedly New York City apartment living slant and created distinctive packaging with bright colors that pop from the shelf, including toilet paper with an image of an empty roll on a tiled bathroom wall in a typical New York City apartment. A green version, designed to compete with Method and other \"green brands,\" includes cleaning products featuring bright green labels and interior photography of bathrooms, kitchens and living rooms from pre-war New York apartments.\r\n\r\n<strong>Duane Reade DeLish</strong> (Duane Reade) - CBX designed packaging for a new line of premium foods with black and white packaging featuring fun, edgy New York-themed photography and proprietary artwork of New York City landmarks.\r\n\r\n<strong>Duane Reade – DR Brand</strong> (Duane Reade) - CBX developed packaging for a line of HBA products formerly found under the Duane Reade label. Bright bands of color delineate the line of products on black and white backgrounds.\r\n\r\n<strong>Joy of Cooking</strong> (Michelina) - CBX helped extend the Joy of Cooking brand to an entire new line of premium meal solutions including entrees, side dishes, vegetables and breads. An elegant white package prominently features the red bulls-eye Joy of Cooking logo while appetizing photography highlights the quality of the food.\r\n\r\nAll entries receive an embossed Certificate of Excellence and become eligible for reproduction in the GDUSA American Package Design Awards Annual that appears March 2010.</p>', 'Graphic Design USA Recognizes CBX  with 2010 American Package Design Awards', '', 'inherit', 'closed', 'closed', '', '1621-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1621, 'http://cbx.cappendev.com/1621-revision-v1', 0, 'revision', '', 0),
(2889, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, February 21, 2012 – CBX, the brand agency, received awards for eight recent projects at the 2012 Graphic Design USA\'s American Package Design Awards that recognize excellence in packaging, POP, and the entire in-store experience.\r\nThe awarded projects include:\r\n\r\n<strong>Duane Reade DeLish (Duane Reade)</strong> - CBX designed packaging for a new line of premium foods specifically designed for the quintessential New York marketplace. Delish represents the celebration of food wrapped in a clever and witty brand personality. Packaging features fun and edgy slices of New York life, product relevant imagery and catchy New York style phrases that delivers a pleasurable shopping experience with plenty of winks along the way.\r\n\r\n<strong>Milo\'s Kitchen (Del Monte)</strong> - CBX helped Del Monte launch a new line of home-style dog treats by focusing on the special relationship between pets and owners. The package delivers on this story with photography of pet owners embracing their pets and a light and open design that accentuates the homemade appeal and superior ingredients.\r\n\r\n<strong>U by Kotex (Kimberly-Clark)</strong> - 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\nNatural Balance (Kimberly-Clark) - CBX created a simple and clean design to align with the brand’s personality of \"Trusted Protection\" and communicate a natural message while distinguishing it from it\'s sister brand, U by Kotex. The white background speaks to the purity of the product while a colorful wave element evokes the natural curve of a woman\'s body. Simple icons help to communicate the natural elements of the product.\r\n\r\n<strong>U by Kotex Tween (Kimberly-Clark)</strong> - Like it\'s older sister, U by Kotex, CBX helped extend the line with U by Kotex Tween, that breaks through category clutter and is the only product on the market specifically designed for tweens. 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\nMillstead (Home Depot) - CBX worked with Home Depot to help leverage its own brand of hardwood flooring products and simplify the buying experience at retail. The design of the package integrates a new updated logo that looks like it was burnt into the wood along with finished room product shots that highlight results and telegraphic icons that easily identify products for consumers.\r\n\r\n<strong>Prevail (Duane Reade)</strong> - As part of Duane Reade\'s strategy to provide department store quality products at convenience store prices, CBX helped to develop packaging for a beauty products line exclusive to Duane Reade. Prevail\'s simple, yet sophisticated black and white floral pattern connects the line from hand sanitizers to high-end makeup brushes. The packaging helps communicate that all products in the line meet department store quality standards.\r\n\r\n<strong>DelMonte Fruit Naturals</strong> - CBX helped refresh the logo and package design for the Fruit Naturals brand by modernizing and enlarging the fruit visuals for increased appetite appeal. CBX also created a graphic communication device to highlight the benefit that the product is 100% juice.\r\n\r\nAll entries receive an embossed Certificate of Excellence and become eligible for reproduction in the GDUSA American Package Design Awards Annual that appears March 2012.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/brands2.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/brands2.jpg\" alt=\"\" title=\"brands2\" width=\"800\" height=\"636\" class=\"alignnone size-full wp-image-646\" /></a></p>', 'Graphic Design USA Recognizes CBX  with 2012 American Package Design Awards', '', 'inherit', 'closed', 'closed', '', '1578-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1578, 'http://cbx.cappendev.com/1578-revision-v1', 0, 'revision', '', 0),
(2890, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, February 23, 2009 – CBX, the strategic branding firm, received awards for seven recent projects for Graphic Design USA’s 2008 American Package Design Awards that recognize excellence in packaging, POP, and the entire in-store experience.\r\nThe awarded projects include:\r\n\r\n<strong>Scotts Outdoor Defense Citronella Candle</strong> (The Scotts Miracle-Gro Company) - CBX developed packaging graphics for the new Scotts insect repellent product.\r\n\r\n<strong>First Check</strong> (Inverness Medical Innovations, LLC) - First Check, a line of in-home drug tests, is the market leader of a growing category of over 1.5 million tests currently sold each year in the US. CBX updated the brand\'s packaging to better reflect its leadership position in the category.\r\n\r\n<strong>Jerky Treats</strong> (Del Monte Foods) - CBX redesigned the Jerky Treats packaging to better reflect the brand positioning of a flavorful, authentic dog snack made with real American meat.\r\n\r\n<strong>Timber Wolf</strong> (Swedish Match) - CBX developed packaging graphics for Timber Wolf smokeless tobacco that strengthened and contemporized the brand. The design communicated that Timber Wolf is a premium tobacco product, but not expensive.\r\n\r\n<strong>Green Giant</strong> (General Mills) - CBX redesigned the entire Green Giant line of frozen and shelf-stable vegetables. CBX focused on communicating the fresh positioning and contemporizing the brand.\r\n\r\n<strong>Snapple</strong> (Dr. Pepper Snapple Group) - CBX implemented a full brand redesign reflecting Snapple’s move toward using healthier ingredients, providing better flavor choices, and offering innovative new products.\r\n\r\n<strong>Topaz</strong> (Topaz Energy Group, Limited) - CBX developed the identity for Ireland’s newest and largest fuel and convenience store brand.\r\n\r\nAll entries receive an embossed Certificate of Excellence and are reproduced in the Awards Annual.</p>\r\n', 'Graphic Design USA Recognizes CBX with 2008 American Package Design Awards', '', 'inherit', 'closed', 'closed', '', '1639-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1639, 'http://cbx.cappendev.com/1639-revision-v1', 0, 'revision', '', 0),
(2891, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, September 16, 2009 - CBX, the strategic branding firm, received awards for eight recent projects at the 2009 American Graphic Design Awards. The American Graphic Design Awards honors outstanding new work of all kinds in 23 categories from print and packaging to internet and interactive design.\r\n\r\nThe awarded projects include:\r\n\r\n<strong>Scotts Outdoor Defense Citronella Candle</strong> (The Scotts Miracle-Gro Company) - CBX developed packaging graphics for the new Scotts insect repellent product.\r\n\r\n<strong>First Check</strong> (Inverness Medical Innovations, LLC) - First Check, a line of in-home drug tests, is the market leader of a growing category of over 1.5 million tests currently sold each year in the US. CBX updated the brand\'s packaging to better reflect its leadership position in the category.\r\n\r\n<strong>Jerky Treats</strong> (Del Monte Foods) - CBX redesigned the Jerky Treats packaging to better reflect the brand positioning of a flavorful, authentic dog snack made with real American meat.\r\n\r\n<strong>Timber Wolf</strong> (Swedish Match) - CBX developed packaging graphic for Timber Wolf smokeless tobacco that strengthened and contemporized the brand. The design communicated that TW is a premium tobacco product, but is not expensive.\r\n\r\n<strong>Green Giant</strong> (General Mills) - CBX redesigned the entire Green Giant line of frozen and shelf-stable vegetables. CBX focused on communicating the fresh positioning and contemporizing the brand.\r\nSnapple (Dr. Pepper Snapple Group) - CBX implemented a full brand redesign reflecting Snapple\'s move toward using healthier ingredients, providing better flavor choices, and offering innovative new products.\r\n\r\n<strong>Scotts Miracle-Gro Eco Sense</strong> - CBX developed a brand identity and packaging graphics for a more eco-friendly line of products under the Ortho brand umbrella.\r\n\r\n<strong>Achieve Global</strong> - CBX developed a new positioning, logo and visual system for Achieve Global, one of the world\'s largest workforce training companies. The new direction for the brand reflects a shift in how people work and the skills needed to excel in the 21st century.\r\n\r\nOver 8,000 entries were judged for the competition. Winners receive a Certificate of Excellence and are reproduced in the 350-page hardcover Design Annual in December.\r\n', 'Graphic Design USA Recognizes CBX with 2009 American Graphic Design Awards', '', 'inherit', 'closed', 'closed', '', '1630-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1630, 'http://cbx.cappendev.com/1630-revision-v1', 0, 'revision', '', 0),
(2892, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, September 20, 2010 -- CBX, the strategic branding firm, received awards for three recent projects at the 2010 American Graphic Design Awards. The American Graphic Design Awards honor outstanding new work of all types across all media\r\nThe awarded projects include:\r\n\r\n<strong>Duane Reade DeLish</strong> (Duane Reade) - 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\n<strong>Duane Reade</strong> - Skyline (Duane Reade) - The Duane Reade Skyline Series is one of several brands that CBX redesigned for the New York chain of drug stores’ private label portfolio. Leveraging a New York-centric approach, CBX developed artwork using UPC\'s in the shape of famous New York landmarks such as The Statue of Liberty, the Brooklyn Bridge and The Empire State Building on a white background.\r\n\r\n<strong>U by Kotex</strong> (Kimberly-Clark) - 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.</p>', 'Graphic Design USA Recognizes CBX with 2010 American Graphic Design Awards', '', 'inherit', 'closed', 'closed', '', '1613-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1613, 'http://cbx.cappendev.com/1613-revision-v1', 0, 'revision', '', 0),
(2893, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>New York, NY, September 28, 2011 - CBX, the brand agency, received awards for six recent projects at the 2011 American Graphic Design Awards. The American Graphic Design Awards honor outstanding new work of all types across all media.\r\nThe awarded projects include:\r\n\r\n<strong>Duane Reade DeLish (Duane Reade)</strong> - CBX designed packaging for a new line of premium foods specifically designed for the quintessential New York marketplace. Delish represents the celebration of food wrapped in a clever and witty brand personality. Packaging features fun and edgy slices of New York life, product relevant imagery and catchy New York style phrases that deliver a pleasurable shop- ping experience with plenty of winks along the way.\r\n\r\n<strong>Milk-Bone (Del Monte)</strong> - CBX partnered with Del Monte to create Milk-Bone Healthy Favorites, a sub brand that leverages the trusted heritage of Milk-Bone and brings to life the \"wholesome like human\" positioning. The simple and straightforward design communicates the healthy, high quality, simple ingredients with taste good appeal.\r\n\r\n<strong>Milo\'s Kitchen (Del Monte)</strong> - CBX helped Del Monte launch a new line of home-style dog treats by focusing on the special relationship between pets and owners.The package delivers on this story with photography of pet owners embracing their pets and a light and open design that accentuates the homemade appeal and superior ingredients.\r\n\r\n<strong>U by Kotex Tween (Kimberly-Clark)</strong> - Like it\'s older sister, U by Kotex, CBX helped extend the line with U by Kotex Tween, that breaks through category clutter and is the only product on the market specifically designed for tweens. 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> - 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.\r\n\r\n<strong>Millstead (Home Depot)</strong> - CBX worked with Home Depot to help leverage its own brand of hardwood flooring products and simplify the buying experience at retail. The design of the package integrates a new updated logo that looks like it was burnt into the wood along with finished room product shots that highlight results and telegraphic icons that easily identify products for consumers.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/GD-awards.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/GD-awards.jpg\" alt=\"\" title=\"GD-awards\" width=\"825\" height=\"957\" class=\"alignnone size-full wp-image-666\" /></a>', 'Graphic Design USA Recognizes CBX with 2011 American Graphic Design Awards', '', 'inherit', 'closed', 'closed', '', '1587-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1587, 'http://cbx.cappendev.com/1587-revision-v1', 0, 'revision', '', 0),
(2894, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p><a href=\"http://www.cbx.com/wp-content/uploads/2012/09/Todd_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Todd_web1-150x150.jpg\" alt=\"\" title=\"Todd_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1074\" /></a>By Todd Maute:\r\nExploring the role of private label within new, small format stores.Now that there’s a big-box store of every variety on just about every corner, it’s hard to remember a time when the neighborhood General Store was where people went for all their shopping needs.<div>\r\n\r\nGeneral stores started out as rural or small town stores that carried a broad range of merchandise (usually food staples such as milk and bread, as well as household goods such as hardware and electrical supplies), most of it coming from the town and surrounding local areas. In these stores, you told a salesperson what you wanted and they brought it to you—but people soon tired of waiting.</div>\r\n\r\nEnter the self-service supermarket concept, which was introduced in 1916 by Clarence Saunders through his Piggly Wiggly stores, then was tweaked to perfection in the 1930s by Michael Cullen and his King Kullen supermarkets.<div>\r\n\r\nThen Sam Walton came along in the 1960s, bringing with him the notion of the “big-box store,” and the rest is history. In 1980, the average SKU count for stores was 15,000; today, the average SKU is around 45,000.</div>\r\n\r\nBut with all the nostalgia generated from a “simpler time,” and a business opportunity to better target specific audiences and their geographic, demographic and psychographic needs (as well as their buying behaviors and spending power), retailers are going small again.\r\n\r\nIn recent years, a crop of small-format stores have popped up, and they are starting to give the large-format stores (as well as both established and slow-evolving C-stores) a run for their money. Why? For a variety of reasons:\r\n\r\n• The consumer experience in massive retail establishments is becoming increasingly unattractive.\r\n\r\n• Lower-income shoppers, in particular, find that they are not comfortable in large stores because service is less personal, and the broad assortment of products drives home how little they can afford.\r\n\r\n• Large stores frequently are inaccessible, as they are located far from city centers.\r\n\r\n• Economics and technology have shifted the value proposition.\r\n\r\n• Population growth in urban areas had necessitated the need to build stores where the people are; unfortunately, urban areas can’t support the large formats.\r\n\r\nWhat can a small format store do for a large format store?\r\n\r\n• They offer retailers a more intimate relationship with customers and employees, and therefore allow for genuine innovation in store design and even business model design.\r\n\r\n• They have the ability to tap into new demographics and locate and build sites more quickly in saturated markets.\r\n\r\n• They provide a less intense drain on capital resources compared with the supercenters and hypermarkets that drive the bulk of the revenues at many of the world’s largest grocery operators.\r\n\r\nBut when mega-stores such as Walmart, Kroger, Safeway and Target go from formats with 40,000 SKUs down to those with, say, 10,000 SKUs, what products stay and what products go? How can these smaller stores create an ownable, and lucrative, private label strategy? And how should they brand their experiences to mark this profound shift from the larger format arena?\r\n\r\nFirst and foremost, retailers should consider the purpose of their endeavor. Is it a convenience play, a specialized offer? What role will the banner play in the portfolio? That business raison d’etre will inform the next question.\r\n\r\nHow will they brand their store? Does their small format store need a new name or variation of the existing brand name? Can it use the same name?\r\n\r\nFor example, Walmart has two small format stores, Walmart Express and Walmart Marketside. Giant Eagle has Giant Eagle Express and Giant Eagle Get-Go, and Target has City Target. Successful store names tend to leverage existing equities and provide a clear, motivating and brand relevant message to the consumer.\r\n\r\nThe next consideration is the private label strategy—the makeup of the brand’s private label portfolio. Before a retailer can determine the composition, it again needs to identify its differentiating strategy and how that might be applied. Is the differentiator value, fresh, or value-added? Is it a premium or value play?\r\n\r\nSmall format stores such as Aldi, Fresh & Easy and Trader Joe’s illustrate why a strong strategy is essential.\r\n\r\nAldi is a small format store that is strictly a value proposition. The store locations, the footprint, the layout of the selling floor and the product assortment all support the brand proposition. But in general, most small format stores tend to be more about convenience than value … and customers definitely are willing to pay a small premium for that convenience.\r\n\r\nAldi successfully leverages an extensive private label program over national brands at a discount to support its position in the marketplace.\r\n\r\nFresh & Easy is all about being fresh (and, well, easy), and by sticking to this doctrine, it has created a strong fan base.\r\n\r\nTrader Joe’s is all about providing a unique, value-added proposition. It offers private label items such as “cat cookies,” “pot stickers” and dried fruits and nuts to which customers are extremely loyal and know they can only buy at Trader Joe’s.\r\n\r\nHere, too, Trader Joe’s leverages innovative packaging, branding and significant private label presences to make its brand experience unique and ownable.\r\n\r\nAs more and more retailers are getting into the small format store space, they should consider three possible strategies for using private label:\r\n\r\n1. Make the majority product mix private label. This means commitment to building a relevant branded environment and product development, as traffic will be driven by the brand propositon, e.g. the Trader Joe’s of the world.\r\n\r\n2. Keep the private label focus on fresh food and meal solutions. Drive traffic and margin with these offerings; they can even be branded solutions to create a proprietary look and feel.\r\n\r\n3. Develop a few unique private label offerings found only in this small format that target your consumer wants and needs. Take a page out of Duane Reade’s DeLish brand, which lets private label serve as a unique, well-positioned driver within the national brand portfolio (in other words, have your cake and eat it, too.)\r\n\r\nIn some ways, it would be really nice and easy to go back to the industrial-age days of “build it one way, build it big and utilize leverage” to drive the business. But we’re in a different time, one where technology and evolving needs have altered both consumer expectations and the buying experience.\r\n\r\nConsumers now seek out custom solutions that benefit them through badge value, quality, price and/or convenience. By strategically assessing these wants and needs, and delivering against them as Piggly Wiggly and King Kullen did back in the days, retailers can harness the concept of the old General Store and turn small formats into strong, sustainable business concepts.</p>\r\n\r\n<a href=\"http://www.privatelabelbuyer.com/articles/86650-growing-your-business-smaller\" target=\"_blank\">http://www.privatelabelbuyer.com/articles/86650-growing-your-business-smaller\r\n</a>', 'Growing Your Business Smaller', '', 'inherit', 'closed', 'closed', '', '1540-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1540, 'http://cbx.cappendev.com/1540-revision-v1', 0, 'revision', '', 0),
(2895, 1, '2018-09-27 17:58:42', '2018-09-27 17:58:42', '<p>Brands are spending a lot of effort (and money) trying to get consumers to “Like” them on Facebook, but there are only a few brands consumers truly “love.”\r\nAccording to a survey of 1,000 people conducted by New York-based brand agency CBX, Apple is the brand they “love the most,” followed by Sony, Coca-Cola, Nike and Pepsi/Mountain Dew. The reasons listed for loving those companies ranged from “innovative” (Apple) to “reliable and dependable” (Sony) and “great/good taste” (Coca-Cola).\r\n\r\nRounding out the Top 10 list were: Wal-Mart, Samsung, Chevrolet, Dell and Amazon. Apple was the clear winner among both men and women, although men were more likely to choose Nike and/or Sony as their second and third choices, while women picked Coca-Cola second.\r\n\r\n“‘Love,’ in all aspects of life, is about having a deep affection for something or someone. As love gets deeper, you start to develop feelings of trust, comfort and stability for/from that person or brand,” Greg S. Lippman, managing partner of CBX, tells Marketing Daily. “In the case of this survey, I think that all of these brands provide something to people that they believe they cannot get elsewhere. And in most cases, they also get that feeling of trust, comfort and stability from each of these brands.”\r\n\r\nAmong other demographic breakdowns:\r\n\r\n-Consumers 18-24 said they loved Nike, but no one over 55 had similar love for the brand.\r\n\r\n-Sony still captured the hearts of 27% of consumers ages 18-24, which led it to the number 2 position.\r\n\r\n-26% of consumers 35-44 loved Coca-Cola more than any other brand.\r\n\r\n“There is a difference between like and love,” Lippman says. “There are certain brands that I am passionate about and would definitely say I ‘love,’ that I wouldn\'t cheat on [Apple]. And there are others that I like, [though] I could be swayed to try a dalliance [Snickers vs. a Milky Way].”\r\n\r\n\r\n<a href=\"Read more: http://www.mediapost.com/publications/article/167722/happy-valentines-day-apple-they-love-you.html#ixzz29TIz7hQO\" target=\"_blank\">Read more: http://www.mediapost.com/publications/article/167722/happy-valentines-day-apple-they-love-you.html#ixzz29TIz7hQO</a>', 'Happy Valentine\'s Day, Apple! They Love You', '', 'inherit', 'closed', 'closed', '', '1689-revision-v1', '', '', '2018-09-27 17:58:42', '2018-09-27 17:58:42', '', 1689, 'http://cbx.cappendev.com/1689-revision-v1', 0, 'revision', '', 0),
(2896, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Christina P.\r\nJust because a brand may feel like your baby, doesn’t mean you should become an overbearing parent. Here’s how to let go of the reins, for long-term benefit.\r\n\r\nA famous piece of wisdom from child-rearing expert Dr. Benjamin Spock is making the rounds again: “Better to relax and make a few mistakes than to try too hard to be perfect … Children are driven from within themselves to grow, explore, experience, learn, and build relationships with other people. A lot of good parenting lies in simply allowing your child to go with these powerful drives.”\r\n\r\nIt’s refreshing to see the parental pendulum swinging to the point where mistakes are now considered a key aspect of growth. Let’s hope it doesn’t take too long for this trend to trickle into the world of brand innovation. Unfortunately, it seems that “helicopter branding” still continues to thrive in corporate America, as companies hover protectively over their successful brands, sometimes stifling growth in the process.\r\n\r\nLike helicopter parenting, helicopter branding actually comes from a positive space: The deep love for--and, therefore, drive to protect--a successful brand. Counterintuitive to any “brand parent” is a willingness to set their “brand child” up for potential innovation failure. Often we hear that it’s an overall low appetite for risk that’s to blame. But a brand’s crash can also stem from its company’s inability to give that brand the freedom to grow.\r\n\r\nHere are four Dr. Spock-esque ways to loosen the parenting reigns to raise healthy, growing brands and foster innovation:\r\n\r\n<strong>1. Remember that every <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand is driven to explore boundaries</strong>\r\n\r\nManufacturers who deliver one specific offering might not realize that there are plenty of in-between ways to stretch the brand and push the boundaries of that core product or service. Developing adjacent product ideas that align with brand and business models can breed creativity within existing capability and unlock ideas that not only are doable but also change the game for a brand.\r\n\r\nLook at Tide, for example. Expanding from laundry clean to fabric care through form and function innovation, the company stretched its one key offering--detergent--into several things: pods, sprays, stain sticks, and more. In doing so, Tide changed consumer perceptions of their own idea of what doing laundry means.</br>\r\n<strong>2. Let your <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand negotiate the landscape</strong>\r\n\r\nAllow a toddler innovation to find its own road, while sticking around for course correcting. Sometimes brands surprise us by slipping into our behavior unannounced--and sometimes the brands surprise themselves (who knew we’d be running our homes with iPads?). Sometimes a parent notices an opportunity and gives the brand a little push in the right direction.\r\n\r\nWe can see this through the lens of Instagram. The photosharing sensation started out as a Foursquare-esque app called Burbn, until the business noticed that the photosharing capability was getting all the action. So the brand insta-evolved into what it is today, and hasn’t looked back since (certainly not after it was purchased by Facebook for a cool $1 billion).</br>\r\n<strong>3. Nurture your <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand through all developmental stages</strong>\r\n\r\nParental guidance is invaluable as innovation passes through subsequent growth stages. Needs may change depending on the stage, but continuing to nurture breakthroughs through transitions, post-commercialization, is part of the process. Don’t let poor marketing strategy and execution errors or distribution challenges curtail development. Test, analyze, guide, and re-tack in real time.\r\n\r\nThat’s what happened with Dr. Scholl’s, which launched its Custom Fit Orthotic products in retail kiosks equipped with diagnostic foot-mapping technology that can “see” through stockinged feet. Unfortunately, in test markets, a merchandising flaw came to light: When people took off their shoes, there was nothing to stabilize them in the kiosk space. Dr. Scholl’s went back and overhauled the units to rectify the problem and make the kiosks more consumer-friendly. The company also raised the pricing by 30%, to reflect the premium nature of its offering, without losing volume--a literal return on nurturing investment.\r\n\r\n<strong>4. Allow your <del datetime=\"2013-02-21T16:41:47+00:00\">child</del> brand to skip <del datetime=\"2013-02-21T16:41:47+00:00\">math</del> finance class occasionally</strong>\r\n\r\nKnow what the innovation goals are for your brand, apart from profit targets, and calibrate financial expectations against important metrics that will affect brand growth over the long haul. Maybe it’s a door-opener in a new category, maybe it’s sexy flypaper in a merchandising brand block, maybe it’s a way to slowly take over the universe. Whatever the tactic, it may very well lead to big money down the road, if not in the immediate future.\r\n\r\nRed Bull has been back on people’s lips again, thanks to its Red Bull Media House. This business model departure into content has a finger on the pulse of sports and culture. Red Bull Stratos dropped a guy from outer space and became the most buzzed-about brand in the social-networking stratosphere. Is Media House turning a profit? Not yet. But is it garnering attention for the brand? Absolutely.\r\n\r\nSure, these are the success stories, but we’ve all seen how helicopter parenting can get in the way of growth. The fear associated with loss of control keeps some brand folks up at night (much like a newborn would keep up first-time parents) and makes them hesitant to do anything at all. Unfortunately, this can lead to the creation of disastrous offspring. Whether supporting ideas for growth or supporting mistakes, letting go of the reins a little--and supporting the brand-child as it naturally evolves--is essential for long-term success.\r\n</br>\r\n<a href=\"http://www.fastcodesign.com/1671881/helicopter-branding-why-it-s-bad-and-how-to-avoid-it\" target=\"_blank\">http://www.fastcodesign.com/1671881/helicopter-branding-why-it-s-bad-and-how-to-avoid-it</a>\r\n', 'Helicopter Branding: Why It’s Bad...', '', 'inherit', 'closed', 'closed', '', '1805-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1805, 'http://cbx.cappendev.com/1805-revision-v1', 0, 'revision', '', 0);
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(2897, 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\nOkay, I have a confession to make: I\'m the furthest thing from political, and only recently learned what the term \"Tea Party\" meant. The truth is, I probably wouldn\'t have sat up and taken notice of these important mid-term elections if not for one thing: the recent redesigns of the Democratic and Republican parties\' logos. Now that\'s a political statement I can get behind. Call me shallow, but few things get me going like good design.\r\n\r\nUnfortunately, good design wasn\'t necessarily what I found. So here are my thoughts on the latest logos -- and my suggestions for how the political parties might take things one step further.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-currentdem.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-currentdem.jpg\" alt=\"\" title=\"political-logos-currentdem\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-603\" /></a>\r\n\r\nWe\'ll start with the new Democratic Party logo. According to Tim Kaine, the Chairman of the Democratic National Committee, \"This new identity for our party captures the spirit that unites us all.\" But in my humble opinion, there\'s nothing unifying or inspiring about this logo at all. On the one hand, the Dems want to show us that they\'re the one party that truly represents America\'s middle class, and that they\'re progressive and modern. My guess is that the designer of this logo, New York-based SS+K, argues that its bare bones design -- which breaks with popular tradition by leaving out stars and stripes, an antiquated donkey symbol and a red/white/blue color palette -- would boldly signal a return to the simple values of the American Middle Class.\r\n\r\nBut I just don\'t buy that. I see no spirit, no energy or no new idea here at all -- just a logo that looks like a target or a superhero\'s logo. C\'mon, people: It\'s a capital letter D in a circle! It looks like nothing so much as an almost failing grade atop a terrible book report. And to say it looks unfinished would be extremely kind. The fact that the Dems chose this as a way to regain some momentum for what some predict will be big election losses is baffling.\r\n\r\nHere\'s how we would have handled the redesign:\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-newdem.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-newdem.jpg\" alt=\"\" title=\"political-logos-newdem\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-604\" /></a>\r\n\r\nOwning the letter \"D\" is a bold move, but don\'t leave it flailing out there alone on an island (or in a circle, as it were). Adding another element -- such as an equal sign, which speaks to \"equality for all\" -- would speak for the fundamental principles of the Democratic party and make the visual identity richer and stronger. The symbol could also function as a galvanic campaign message, e.g. D = determination, D = dedication, etc.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-currentGOP.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-currentGOP.jpg\" alt=\"\" title=\"political-logos-currentGOP\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-605\" /></a>\r\n\r\nThe GOP, on the other hand, has played it close to the vest by making some relatively subtle changes to their existing brand identity, as featured on their new website.\r\n\r\nRed is still the dominant color (which always struck me as fascinating, since in most of the world, red is associated with left-leaning parties). The new GOP font, which sort of resembles the \"Crimestopper\" font created by renowned typeface designer Jeff Levine, has a little more softness along the edges. And the trusted old elephant (a Republican symbol dating back to 1874) is still there -- albeit \"trunk\"-ated (pun intended) -- and now integrated into the \'O\' of GOP. Could it be that this combination of elements was designed to project a more contemporary, streamlined, brand-conscious party?\r\n\r\nThere\'s no question that when you\'re the party that\'s not in charge, you can take some risks and have a little fun. So here\'s what we recommend:\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-newGOP.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/political-logos-newGOP.jpg\" alt=\"\" title=\"political-logos-newGOP\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-606\" /></a>\r\n\r\nSince most people do not necessarily know the origin or historical development of the term GOP, and young people probably aren\'t that attracted to a party with the word \"ole\" in it -- or \"grand\" for that matter -- we recommend taking a page from the recent Democratic Party logo redesign and owning the letter \"R.\" We also believe a subtle but potent integration of the elephant\'s trunk (because we don\'t want to sever ties completely with the party\'s popular pachyderm) and stars would complete the picture.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/111111.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/111111.jpg\" alt=\"\" title=\"111111\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-607\" /></a>\r\n\r\nWhich brings me to The Tea Party. Using the very same grassroots tools (e.g., technology and social media) pioneered by the Obama campaign, The Tea Party is fully intent on \"crashing the party.\" And they intend to do it in the most unapologetic, no-holds-barred way you can think of. But is their \"let\'s-take-back-America-from-the-evil-clutches-of-government\" reflected in their logo?\r\n\r\nAs you might guess, a party named for one of the watershed moments in Revolutionary America\'s history probably felt obliged to use the flag colors in a central, anchoring way, and it does. The Tea Party chose a shield in a pretty obvious attempt to stand out as the party that will stoutly defend the interests of hardworking American people. Not awful, but the somewhat slicker design and layout of the stars and stripes strikes me as awkward (are the stars and stripes actually a sash?).\r\n\r\nIn general, the logo tries to communicate too many things: \"We\'re Pro-American jobs! We\'re media savvy! We\'re here to protect you! We\'re about small government! We\'re cool and modern! We\'re the party of change!\" As a result, it is ridiculously cluttered, and seems like a combination of the Australian flag (same white stars on blue background) and the Star Trek crew insignia. Sorry to ruin the (tea) party, guys.</p>\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/222222.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/222222.jpg\" alt=\"\" title=\"222222\" width=\"500\" height=\"300\" class=\"alignnone size-full wp-image-608\" /></a>\r\n\r\n', 'Hey Dems, GOP, and Tea Party! We Redid Your Crappy Logos', '', 'inherit', 'closed', 'closed', '', '1561-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1561, 'http://cbx.cappendev.com/1561-revision-v1', 0, 'revision', '', 0),
(2898, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>NEW YORK, NY--(Marketwire - Oct 9, 2012) - Bionic, a division of the family owned, Louisville, Kentucky-based Hillerich & Bradsby Company, is a glove brand that continues to evolve in order to provide the best quality and performance for athletes and non-athletes alike. Parent company Hillerich & Bradsby has a long established commitment to athletes, and is more famously known as the manufacturer of Louisville Slugger baseball and softball equipment.\r\nBionic collaborated with agency partner CBX, a brand agency based in New York, to redesign its logo and tagline, which is used across a variety of media and touch points. Bionic sought to update the look of their brand -- which had originally been developed more than a decade ago -- in order to reflect the overall growth of the company as well as the evolution of its products. Today\'s Bionic line includes gloves specially designed for golf, baseball, tennis, racquetball, fitness and equestrian, as well as for such other pursuits as gardening, driving, and motorcycling. The line also includes gloves for general winter wear and for men and women coping with arthritis.\r\n\r\nCBX realized that a logo on a golf glove is advertising the brand out on the course. It has to be seen from 20 yards away. They were able to create a simplified logo that actually conveyed more to the target consumers. This logo is equal parts the letter \"B\" and a gripping hand silhouette, reinforcing the Bionic name brand while showing, quite literally, the unparalleled grip that is the brand\'s biggest strength.\r\n\r\nThe tagline \"Super. Human. Performance.\" aims to succinctly communicate the more advanced technology associated with Bionic gloves, with the byproduct of that technology being superior performance.\r\n\r\nCBX Chief Creative Officer Rick Barrack, originally from Louisville, remarked, \"Inside, we\'re all athletes. We all want to perform and get results. People look to brands for guidance and confidence. The new Bionic logo visually transforms the brand from being just about gloves to being a sports performance company. It\'ll compete very nicely with the Nikes and Under Armours of the world over time.\"\r\n\r\nThe new logo and tagline better encapsulate the athletic spirit of the brand, in a more modern and iconic way than the previous incarnations. Bionic is gradually rolling out this new identity in the coming months and year.\r\n\r\nAbout CBX: \r\nCBX is a brand agency specializing in corporate identity, consumer branding and retail. The company, with its current staff of 140, was founded in 2003 and has a client base that includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In addition to its New York City headquarters, CBX has an office in Minneapolis, and through the CBX Worldwide Partnership, has operating offices in Santiago, Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul. The firm was ranked #282 in the Advertising & Marketing industry for the 2011 Inc. 500/5000 list of fastest growing private companies.\r\n\r\n<a href=\"http://news.yahoo.com/hillerich-bradsbys-bionic-glove-brand-133000654.html\" target=\"_blank\">http://news.yahoo.com/hillerich-bradsbys-bionic-glove-brand-133000654.html</a>', 'Hillerich & Bradsby\'s \"Bionic\" Glove Brand Gets a New Grip on Positioning for a \"Super. Human. Performance.\"', '', 'inherit', 'closed', 'closed', '', '1714-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1714, 'http://cbx.cappendev.com/1714-revision-v1', 0, 'revision', '', 0),
(2899, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>New York, NY –(10/9/12)--Bionic, a division of the  family owned, Louisville, Kentucky-based Hillerich & Bradsby Company, is a  glove brand that continues to evolve in order to provide the best quality and  performance for athletes and non-athletes alike. Parent company Hillerich  & Bradsby has a long established commitment to athletes, and is more  famously known as the manufacturer of Louisville Slugger baseball and softball  equipment.   \r\n Bionic collaborated with agency partner CBX, a brand  agency based in New York, to redesign its logo and tagline, which is used  across a variety of media and touch points. Bionic sought to update the look  of their brand – which had originally been developed more than a decade ago –  in order to reflect the overall growth of the company as well as the evolution  of its products.  Today’s Bionic line includes gloves specially designed  for golf,  baseball, tennis, racquetball, fitness and equestrian, as well  as for such other pursuits as gardening, driving and motorcycling. The line  also includes gloves for general winter wear and for men and women coping with  arthritis.   \r\n\r\n CBX realized that a logo on a golf glove is  advertising the brand out on the course. It has to be seen from 20 yards away.  They were able to create a simplified logo that actually conveyed more to the  target consumers. This logo is equal parts the letter “B” and a gripping hand  silhouette, reinforcing the Bionic name brand while showing, quite literally,  the unparalleled grip that is the brand’s biggest strength.    The  tagline \"Super. Human. Performance.\" aims to succinctly communicate the more  advanced technology associated with Bionic gloves, with the byproduct of that  technology being superior performance.  \r\n\r\n CBX Chief Creative Officer  Rick Barrack, originally from Louisville, remarked, \"Inside, we\'re all  athletes. We all want to perform and get results. People look to brands for  guidance and confidence. The new Bionic logo visually transforms the brand  from being just about gloves to being a sports performance company. It\'ll  compete very nicely with the Nikes and Under Armours of the world over  time.\"   \r\n\r\nThe new logo and tagline better encapsulate the athletic  spirit of the brand, in a more modern and iconic way than the previous incarnations. Bionic is gradually rolling out this new identity in the coming  months and year.    \r\n\r\nAbout CBX:  CBX is a brand agency  specializing in corporate identity, consumer branding and retail. The company,  with its current staff of 140, was founded in 2003 and has a client base that  includes Del Monte, General Mills, Kimberly-Clark, A&P, Pathmark, Saks  Fifth Avenue Off 5th, Lord and Taylor, Wawa, Sunoco, and PetroChina. In  addition to its New York City headquarters, CBX has an office in Minneapolis,  and through the CBX Worldwide Partnership, has operating offices in Santiago,  Buenos Aires, Sao Paulo, Mexico City, Melbourne, Shanghai, London and Seoul.  The firm was ranked #282 in the Advertising & Marketing industry for the  2011 Inc. 500/5000 list of fastest growing private  companies.\r\n', 'Hillerich & Bradsby’s “Bionic” Glove Brand Gets New Grip  On Positioning For “Super. Human. Performance.”', '', 'inherit', 'closed', 'closed', '', '1775-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1775, 'http://cbx.cappendev.com/1775-revision-v1', 0, 'revision', '', 0),
(2900, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Marketing and branding can be silly. But we give them a ton of power to shape how we see the world.\r\nSo we made a podcast to talk about how this stuff really works (how do businesses become “brands”?), make fun of the super stupid stuff (like when brands get “woke”), and trash the really ugly stuff that businesses use their brands to hide.\r\n\r\nAnd we’ll try to understand the biggest question of all...\r\n\r\n<strong>WHAT ARE THE WORLD\'S BIGGEST BRANDS HORNY FOR?</strong>\r\n\r\nJoin us in The Brand Hole to find out.\r\n\r\n<strong>LATEST EPISODE</strong>\r\n\r\n<iframe style=\"border: none;\" src=\"//html5-player.libsyn.com/embed/episode/id/5597128/height/90/width/640/theme/custom/autonext/no/thumbnail/yes/autoplay/no/preload/no/no_addthis/no/direction/backward/render-playlist/no/custom-color/87A93A/\" width=\"640\" height=\"90\" scrolling=\"no\" allowfullscreen=\"allowfullscreen\"></iframe>\r\n\r\nRachel Bernard, VP of verbal strategy at CBX, joins Caitlin to talk about one of the most important parts of brand naming: making sure it\'s not incredibly offensive. We get into why we check for linguistic issues, what we look for, and, most importantly, we tell tales of all the ridiculous disasters we uncover (or create).', 'Horny for Linguistic Disasters', '', 'inherit', 'closed', 'closed', '', '2297-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2297, 'http://cbx.cappendev.com/2297-revision-v1', 0, 'revision', '', 0),
(2901, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'After months of planning and prepping, Saks Fifth Avenue closed up shop at 5115 Westheimer Road for new and improved digs — swapping 5115 for 5175. And despite being a mere three-tenths of a mile from the original location, Saks’ transformed space transports customers to a palatial emporium of luxury that Houston’s never seen. The store was designed by Saks Fifth Avenue Store Design and Planning Team in collaboration with CBX.  Feast your eyes on the new Saks Fifth Avenue.\r\nOriginally posted by <a href=\"http://www.papercitymag.com/style/houston-new-luxury-palace-inside-new-saks-fifth-avenue-galleria-store/#54301\" target=\"_blank\">PaperCity</a>', 'Houston’s New Luxury Palace: Inside The New Galleria-Changing Store', '', 'inherit', 'closed', 'closed', '', '2174-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2174, 'http://cbx.cappendev.com/2174-revision-v1', 0, 'revision', '', 0),
(2902, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Joseph Bona\r\nLet’s say a burglar breaks into your hotel room and steals your laptop, iPad, car keys, briefcase, passport and more. What does it say about you if you can’t stop thinking about how the whole nightmarish event was such an epic fail on the branding front?\r\n\r\nI guess it means I’ve been at this branding business for a long time. Let me explain. On a business trip to San Antonio a few weeks ago, I was staying at a seemingly nice, albeit lower-end, hotel bearing the name of one of the top three chains. When I returned from dinner one evening, I noticed my laptop was not on the desk where I had left it. My heart leaped out of my chest when I saw that my briefcase was gone, too. Had I put anything in the safe? Impossible; there was no safe in the room.\r\n\r\nI went downstairs and told the staff. They called the police, who showed me how the door had been jimmied, and pointed out the lack of a standard-issue security plate . As a result, it had been easy for the burglar to compromise the lock by cramming something in between the door and doorjamb. Well, at least they probably filmed the guy on the interior hallway cameras, right? No cameras.\r\n\r\nThe staff phoned the manager. Would he be coming in to create a strong sense that the hotel was deeply concerned about this rare breach of security? Nope. How about a real-time call in which the manager said, “Mr. Guest, I am sorry this happened.” Didn’t happen. And would it surprise you to learn the hotel’s insurance company later tried to browbeat me into putting it all on my homeowner’s insurance?\r\n\r\nWhen brands interact with people, they do so at a wide range of touch points, far beyond the brand name and physical appearance of the hotel.\r\n\r\nWhen your guest can’t find her child at the swimming pool, has a medical emergency, or has her hotel room burglarized, these, too, are critical touch points.\r\n\r\nIt is a fatal flaw for a company to put time, effort and money into routine customer-facing brand impressions, while ignoring the customer experience during inevitable adverse events. At lower-end properties, consumers will not expect a Ritz-Carlton mint on the pillow. However, things like basic security precautions and an empowered and well-trained manager are the price of entry, especially if you plaster a well-respected brand name on the hotel.\r\n\r\nHumans are emotional creatures, and a brand is intended to connect on an emotional level. If I had been able to talk with the manager on the phone right after the burglary, my primary expression of anguish would not have been about the loss of my belongings. Instead, I would have talked about how the burglar had made off with the gifts that my wife had given me 25 years ago. Silly as it might sound, some words of empathy and concern from the manager at that time would have made me feel more appreciated by the brand I was once loyal to. Later, when the manager called up and offered me 10,000 loyalty points, it was too little, too late.\r\n\r\nI couldn’t have cared less about the monetary value involved here. For me, the problem was the seeming callousness on the part of the company in response to the break-in. From a branding perspective, this hotel fell down on the job at all of the post-event touch points. Instead of disregarding my concerns, the brand could have had guidelines in place in order to show compassion and sympathy. This would have demonstrated its seriousness about keeping my business and maintaining my brand loyalty. And by the way, think of what happens when you poorly handle such things in today’s social media environment, where your customers can update thousands of people on your brand’s shortcomings, live.\r\n\r\nIf your customers aren’t going to be surprised and impressed with how well you handle adversity, you need to think harder about the potential negative effects this could have on your brand over time. At the end of the day, companies must deliver and execute against all the promises — explicit and implicit — behind a brand.', 'How A Hotel Burglar Stole My iPad - And My Brand Loyalty', '', 'inherit', 'closed', 'closed', '', '2094-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2094, 'http://cbx.cappendev.com/2094-revision-v1', 0, 'revision', '', 0),
(2903, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'For practical purposes, we all consider convenience stores to belong to one retail sector and drug stores to another. In a very real sense, however, the modern chain drug store is a c-store.Convenience is the raison d’être for the extraordinarily well-positioned real estate of the drug store sector as a whole. The strategy, of course, is to create one-stop-shopping destinations for neighborhood customers who already need to visit the store to pick up prescriptions. In this model, the role of the pharmacy is roughly analogous to that of the gas pump at c-stores — it is the primary traffic driver.\r\n\r\nBut in case you haven’t noticed, traditional c-stores are coming into their own with strategies that substantially augment this approach. The idea is not just to ramp up productivity by offering more reasons to walk into the store; it is to elevate the experience in order to cement brand loyalty and drive repeat visits.\r\n\r\nWhen you walk into a chain drug store today, is there anything novel or exciting about the experience? How does the overall atmosphere make you feel? “Experiential” is the biggest buzzword by far in all sectors of retail today. Yet, the experience in our drug stores has remained remarkably cookie-cutter (with a few exceptions). Often, a customer simply walks into a wall of end-cap fixtures.\r\n\r\nC-stores, by contrast, have shown a greater willingness to experiment with their formats. When Wawa moved into Florida, the Pennsylvania-based chain scored a big hit with its use of “fresh” decorating cues such as natural materials, floor-to-ceiling glass windows to provide inside-out retailing, warm colors, outdoor seating areas, and highly visible kitchen and sandwich-making areas. For many in the Sunshine State, this elevated offering, with its fresh-baked bread and signature coffee presentation, was truly novel.\r\n\r\nOther examples of this approach (and there are many) include Argentina’s Axion Spot! Café, which is a c-store designed around an authentic café experience, or Eastern Europe’s MOL Fresh Corner stores, which offer fresh food and branded coffee. Back home, some West Coast c-stores even sell gourmet tacos from outdoor food carts. The point here is not just to give people something new to eat — it is to add theater.\r\n\r\nNational chain drug stores can, and should, raise their game as well. That means finding viable ways to enliven today’s cookie-cutter experiences. Of course, it would be impossible for a chain with 1,200 stores to offer a thoroughly unique experience at each location. However, bringing some degree of localization to individual stores — especially those in distinct locales with high traffic — is doable.\r\n\r\nThis is about more than swapping out seasonal merchandising. Bringing in sand toy and beach chair displays over the summer is not localization, and since everyone does it, this is hardly an effective tactic. Localization requires a willingness to decentralize and collaborate with store managers to stock select merchandise that speaks directly to the needs and priorities of local shoppers.\r\n\r\nKnowing the neighborhood firsthand is a critical part of the localization process, because numbers alone can be misleading. Years ago, when Virgin Entertainment was planning a megastore for Union Square in Manhattan, the merchandise was originally programmed around classical music. Online research and stats for the neighborhood indicated a wealthier, older demographic. And yet half-a-dozen colleges and universities surrounded the Union Square store.\r\n\r\nWhy had the software failed to record these young people? They were not “permanent residents” and, thus, not included in demographic research. After realizing this oversight, Virgin reprogrammed the store around rock and world music.\r\n\r\nNew York City pharmacy chain Duane Reade is one player that has sought to bring local angles to its stores through a rebranding initiative. In Brooklyn’s Williamsburg neighborhood — where you’ll find no shortage of craft beer hot spots such as Threes Brewing, The Brooklyn Brewery, Beer Boutique and Mugs Ale House — it was a logical choice for Duane Reade to add a craft beer growler bar to its reinvented store. In Downtown Manhattan, though, Duane Reade’s research showed that customers were particularly in need of high-quality fast food, available on the go. Here a sushi bar made the most sense.\r\n\r\nWalk into certain Seattle-area Bartell Drugs locations, and you’ll find end-of-aisle displays featuring what might seem to be an unusual item: Spam, the kitschy meat product by Hormel, most loved by Hawaiians. Given its relative proximity to Hawaii, Seattle has a relatively large population of native Hawaiian islanders. So Bartell moved to meet this demand in a way that highlighted its grasp of local culture.\r\n\r\nAlong the same lines, Bartell made sure to prominently display products by Seattle-based Theo’s Chocolate as a way to help localize its stores. These higher-end products were given an elevated and centered presentation, with more mainstream candies still accessible on the racks below.\r\n\r\nIn the old days, Bartell was a soda shop that was popular up and down the West Coast. To localize a South Lake Union store popular with Seattle urbanites, Bartell took advantage of the store’s classic long bar and bar stools by partnering with a local ice creamery and gelato store. Now customers can stroll in, order a root beer float or a sarsaparilla, and have the kind of experience that you just can’t find at every chain drug store.\r\n\r\nImprovements in the customer experience need not always be rooted in local history and character. Duane Reade, for example, supplemented greeting cards from its core American Greetings brand with an attractive branded display by that company’s higher-end Papyrus unit, supplier of better-quality cards, gifts and stationery. Small touches such as this add up quickly. Suddenly, your store has more cachet.\r\n\r\nThe fundamentals of retail design also matter — especially given that the rest of retail is so obsessed with ramping up the customer experience.\r\n\r\nAt better American c-stores, the “stack it high” merchandizing model is gone, replaced with shorter gondolas that give the place a lighter, airier feel. In addition to making the coolers more visible, this helps female customers feel safer and more comfortable. And yet in the drug store business we still find 7-foot-tall gondolas that tower over shoppers and block critical sight lines. How can we ramp up beauty sales if female customers consciously or unconsciously feel unsafe to linger on the beauty aisle?\r\n\r\nFinally, U.S. drug stores could find new sources of inspiration by studying how the customer experience is evolving in international markets. In Brazil, for example, one chain is already working with designers to better integrate into the flow of its stores the experience of visiting a medical technician for an immunization.\r\n\r\nToday, as major drug chains continue to add walk-in clinics to their stores, they could do more to integrate this growing focus on consultative health, wellness and medical services into the customer journey. Specifically, there is potential here to create consultation spaces (served by relevant merchandise displays) that communicate on-brand messages to consumers.\r\n\r\nA clinic need not feel overly clinical. Open designs with reassuring colors, wellness-oriented visuals and other flourishes can create a pleasing experience. This is especially important if a wait is likely to be part of the journey.\r\n\r\nOf course, facilitating customer interaction with pharmacists and wellness ambassadors should be central to these efforts — and a number of U.S. chains have already made strides in this area.\r\n\r\nAt older stores, high counters between pharmacists and patients created an unwelcome barrier. Duane Reade, for one, embraced lower counters in order to restore a sense of personal connection.\r\n\r\nWith about 30,000 chain drug stores in the United States alone, the top chains already create retail experiences for millions of people. There is tremendous opportunity at every touch point to convey brand messages, cement customer loyalty and increase foot traffic and sales in location-appropriate merchandise. Duane Reade’s Growler Bar would never have worked if it was not the right strategy from the start. And yet all too often the experience of shopping at a drug store feels functional and flat.\r\n\r\nIf drug stores were islands unto themselves, they could afford to stay the same. Don’t allow your competitors to eat your lunch. It’s time to differentiate.\r\n\r\nOriginally published in <a href=\"http://www.chaindrugreview.com/how-chain-drug-stores-can-stand-out-from-the-crowd/\" target=\"_blank\">Chain Drug Review</a>', 'How Chain Drug Stores Can Stand Out From the Crowd', '', 'inherit', 'closed', 'closed', '', '2167-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2167, 'http://cbx.cappendev.com/2167-revision-v1', 0, 'revision', '', 0),
(2904, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'Design in American politics doesn’t sound like it would be anything special—a little red, white, and blue, some stars and stripes, and you’re set. It’s practically what’s expected, so is there really any need to innovate beyond that?\r\nWell, if 2017 was any indication, the answer is a resounding, “Hell yes.” And NYC brand and design agency CBX truly took this to heart when designing <a href=\"http://www.sheshouldrun.org\" target=\"_blank\" rel=\"noopener\">She Should Run</a>, an organization that aims to expand the talent pool of women running for office in the United States.\r\n\r\n“They didn’t want to look all the way like a political campaign,” explained Lesley Stordahl, Creative Director at CBX. After all, She Should Run is so much more than that—it goes beyond pushing people to nominate other women to run for office but also encourages, motivates, and inspires women so they themselves feel confident enough to run. It’s no surprise that <a href=\"https://www.npr.org/2016/06/11/481424890/even-with-a-female-presumptive-nominee-women-are-underrepresented-in-politics\" target=\"_blank\" rel=\"noopener\">women are underrepresented</a> at all levels in the <a href=\"http://www.sheshouldrun.org/mission\" target=\"_blank\" rel=\"noopener\">500,000+ elected offices across the country</a>. And without women in these roles, the cycle perpetuates itself, leaving young girls without role models in political office.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss1.jpg\"><img class=\"alignnone size-large wp-image-11051\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss1-1024x334.jpg\" alt=\"\" width=\"1024\" height=\"334\" /></a>\r\n\r\nSo how could CBX design She Should Run to help change the culture of women in politics at its core? The answer was to make it welcoming.\r\n\r\n“It was about softening some of the pieces so it feels approachable,” said Lesley. “I wouldn’t say feminine—just approachable.”\r\n\r\nLesley pointed towards the Obama campaign as one that truly achieved a design which felt accessible. “They did a great job of smoothing things out, with a deep blue and a deep red,” she mentioned. And the result is that people truly felt like they were a part of something and actually standing with Obama, rather than just voting for him.\r\n\r\n“As we moved towards designing for women it takes some of the harshness and aggressiveness out of the pieces,” she added. Variety, from different fonts and a wider range of colors (like the coral used for She Should Run as opposed to a bright red) makes it all feel more attainable, not to mention modern.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss2.jpg\"><img class=\"alignnone size-large wp-image-11052\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss2-1024x575.jpg\" alt=\"\" width=\"1024\" height=\"575\" /></a>\r\n\r\nBut it’s a bit of a balancing act. Of course, you certainly don’t need American flags plastered all over something to indicate it’s something political, but you also can’t entirely forgo these elements in an effort to create something brand new. “When you try to push design into a whole new place, and if you don’t have some of those residual codes,” she said, “then someone may go right past you and not think you’re telling a political activism story. So how can we modernize them—feminize them if they need to be—and make them clear so that someone can take action from that moment?”\r\n\r\nMaking it inclusive is key—and this very well may be the defining characteristic of the role design can play in politics, in 2018 and far into the future. When applied to brand design as a whole, Lesley advises designers, “Appreciate that design is general. If you look to other industries there’s a blurring of lines of what’s traditional masculine and feminine.”\r\n\r\nShe Should Run is geared towards women specifically so female icons were used, but this still meant some careful consideration to often overlooked details. “We included all racial identities,” Lesley mentioned, “so we had to think about the figures, their hair shape, and the shape of the forms themselves.” The final look and feel is hardly the typical portrayal of femininity; rather, it represents strength in womanhood and humanity as a whole.\r\n\r\nAnd this, in turn, ignites action.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss3.jpg\"><img class=\"alignnone size-full wp-image-11053\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/02/ss3.jpg\" alt=\"\" width=\"600\" height=\"600\" /></a>\r\n\r\n“People have lost sight of the fact that doing something can be very easy. There’s so much apathy and people feel like it’s so insurmountable to even fix anything,” Lesley added. “They want to fix it rather than participate in ways to change.” So in order to overcome this helplessness and immense overwhelm, political design must also feel doable.\r\n\r\nShe mentioned Alabama’s Senate election in which African American women in particular played a vital role in Doug Jones getting elected. “Black women showed up to vote, which sounds like a simple thing,” Lesley said, “but it was also such a big thing.”\r\n\r\n“As we design for any marginalized group, we need to make it clear that there are simple actions you can take. It must feel intuitive, like you’re part of it,” Lesley stated. “It’s important for people to feel like they have done something in the most simple way possible. So that means design needs to be simple.”\r\n\r\nOriginally published in <a href=\"http://www.thedieline.com/blog/2018/1/17/how-design-is-giving-american-politics-a-brand-new-look\" target=\"_blank\" rel=\"noopener\">The Dieline</a>', 'How Design Is Giving American Politics a Brand New Look', '', 'inherit', 'closed', 'closed', '', '2305-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2305, 'http://cbx.cappendev.com/2305-revision-v1', 0, 'revision', '', 0),
(2905, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Todd Maute\r\nPrivate label emerged when retailing was still relatively straightforward. Today, the proliferation is such that we are no can longer rationalize creating a new brand for countless categories. “I have 21 brands and I don’t know what half of them are,” an executive recently said to me. “If I don’t know what these brands mean, how are our shoppers going to?” Every private brand in a retailer’s portfolio needs to tell a compelling story. They also need to have a strategy that addresses consumer mindsets, as well as items that give shoppers a reason to return.\r\n\r\nAs consumer trends have diversified, product categories have expanded to the nth degree. Historically, with each new trend (organic, natural, gluten free, low fat, high protein, etc.) came a new private brand. And with time, this strategy resulted in extreme brand proliferation. Now that companies have upwards of 10 to 20 unique brands in their private brand portfolios, they should start to consider a new paradigm. Move away from product-led strategies and instead focus on brand-led strategies that deliver against business goals. Instead of creating a new brand for every product, consider developing a brand centered around a role, purpose or consumer target brand, and use design as a marketing tool to communicate differences not just communicate functional attributes. Will consumers be able to discern between organic and low sodium, even if they come from the same brand? If you do it right… you bet. So what’s the challenge? Determining how to measure success.\r\n\r\nIf you don’t have a brand for every trend, are you more or less successful than if you do? I’m arguing that you can be more successful, if you look at the measurement criteria with a new lens. Most companies focus on quantitative data – share and penetration. But is penetration enough? Is share of market enough? What about qualitative metrics – equity and loyalty? Private brands can have high penetration, but zero loyalty. Hardly a secure position. But think of the difference a brand-led strategy can make: If that gluten-free customer simply can’t find your private brand elsewhere –that “gets her” like yours does – you win. Penetration and share of market are important, of course, but “mind share” means consumers are coming back to you specifically to get the products that speak directly to them. Go for mind share first and market share will follow and give you the credibility to grow and expand the brand if you thought it out properly.\r\n\r\nLittle wonder more retailers are going through brand-led, brand-consolidation processes that make more practical and emotional sense. So next time you have a conversation around private label metrics for success, think about these questions: How are you going to market? What are the roles of the brands? Have you considered the power of equity and loyalty? Who are we creating this brand for and why? Once you do…chances are your bottom line will thank you.\r\n\r\nRead more: www.mypbrand.com/2014/05/19/how-do-you-measure-success', 'How Do You Measure Success?', '', 'inherit', 'closed', 'closed', '', '1920-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1920, 'http://cbx.cappendev.com/1920-revision-v1', 0, 'revision', '', 0),
(2906, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<p>New York, NY, January 3, 2012 – CBX was a winner in the 2012 HOW International Design Awards. U by Kotex* received a Merit Award in the Packaging (consumer goods CD’s, etc.) Category:\r\nU by Kotex* (Kimberly-Clark) – 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\nWinning entries will be featured in the 2012 HOW Design Annual, showcased in the online competition gallery archive and displayed in the Gallery of Stars at HOW Design Live.\r\n\r\n', 'HOW International Design Awards Recognizes CBX', '', 'inherit', 'closed', 'closed', '', '1582-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1582, 'http://cbx.cappendev.com/1582-revision-v1', 0, 'revision', '', 0),
(2907, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'When London International Awards (LIA) became the first global awards to recognize the role of naming last year, they didn’t quite realize what they’d started.\r\nThe impetus back in 2015 was the “What About Naming” campaign launched by New York-based brand agency, CBX, aiming to give the power of language in branding its own recognition.\r\n\r\nBut a phenomenal response to including Verbal Identity as a section in the Design Jury was followed by even more ‘What About….?’ questions from agency chiefs:\r\n\r\nWhat about the power of a great endline? What about the impact of a unique tone of voice? What about effect of brilliant copywriting?\r\n\r\n“Verbal Identity is much more than just a design category,” explains Barbara Levy, Founder and President of LIA. “It has many components, and thus deserves its own jury. LIA thought it was a great idea to create a separate medium with individual categories for the many elements and to invite a panel to judge it.\"\r\n\r\nSo this year, LIA further cements its position as one of the world’s most progressive and forward-thinking competitions by introducing Verbal Identity for the first time in advertising awards history as its own medium with a standalone jury.\r\n\r\nPresiding over this year’s Verbal Identity Jury will be Chris West, Founder of Verbal Identity Ltd. in London. On the decision to appoint Chris, Barbara comments: “Chris, whose company is appropriately named Verbal Identity, actually called us last year after seeing that we’d added Verbal Identity as a category [in Design]. He explained the many facets of Verbal Identity to us, his great passion for words and his enthusiasm for LIA recognizing their importance to the industry laying the groundwork for where we are now with the medium. We invited Chris to be the inaugural Jury President and he gladly accepted.”\r\n\r\n“My ego is now rampant – I think I’ll be a monster!” jokes Chris about the honour of being the first-ever Verbal Identity Jury President. “Luckily, the jury is composed of some of the best writers and namers, all with outstanding experience, from across the world. We understand language like others understand visual identity or numbers.”\r\n\r\nJoining Chris on this year’s maiden Verbal Identity Jury, among other notable names, will be Rachel Bernard, CBX’s Vice President of Verbal Strategy. “She’s the best of the best with her skill set,” says Rick Barrack, Chief Creative Officer of CBX and 2015 LIA Design Juror. “I’m excited to see the winners from this year’s entries and you can rest assured that damn good work will be honored.”\r\n\r\nThe jury will encompass skill-sets from all around the world. Amanda Liu will represent China’s leading naming agency, Labbrand Brand Innovations. The world of business is recognized by the inclusion on the jury of one of the most well-read writers on writing: the Wall Street Journal’s Ben Zimmer, who has a regular column in the WSJ. Steve Martin of Eat Design will be joining the jury from Japan. And one of the UK’s most highly respected ad agency writers, Sean Doyle, completes the group of linguistic experts.\r\n\r\nSays Chris: “The industry is changing. Clients are asking for a strong verbal identity like they used to insist on a clear and consistent visual identity. When 8 out of 10 channels are dominated by language, it’s never been more important. Language means so much to us; words reveal how we categorize the world and that’s crucially important in branding - it’s language which starts to build concepts and brands.”\r\n\r\nThe LIA 2016 Entry System is now accepting entries. The initial Entry Deadline is 10th June. Judging will take place in Las Vegas from 6th October to 14th October. The shortlists will be announced as each judging session concludes, with Winners being announced 8th November. For more information on submissions and eligibility, please visit <a title=\"LIA\" href=\"http://www.liaawards.com/enter/eligibility/\" target=\"_blank\">http://www.liaawards.com/enter/eligibility/</a>\r\n\r\nOriginally published on <a title=\"liaawards.com\" href=\"http://www.liaawards.com/press/press_releases/2016/press_article.cfm?press_id=601&amp;start=1\" target=\"_blank\">LIAawards.com</a>', 'How LIA is Finally Giving Verbal Identity the Recognition it Deserves', '', 'inherit', 'closed', 'closed', '', '2213-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2213, 'http://cbx.cappendev.com/2213-revision-v1', 0, 'revision', '', 0);
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(2908, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<a href=\"https://www.belsomra.com/\">Belsomra</a> is a hell of a drug.\r\nFor an insomnia medication, this was a real breakthrough. The pill is an orexin inhibitor that targets the pathways of the brain which keep us awake, effectively shutting them off and telling the brain to go beddy-bye.\r\n\r\nBut because of the type of drug it was, it had to be packaged in a blister pack, not just to keep a prying child’s hands away, but because it would ruin the efficacy of the drug. Seems reasonable enough, right?\r\n\r\nNow imagine that you haven’t slept since you don’t know when. Maybe you’re worried about losing your job. Maybe you have a couple kids that take up every last minute of your day. Maybe you have a set of nightly rituals and if one goes wrong, you know you won’t sleep tonight. Did you draw a warm bath? That First Rain incense burning? The heightened state of anxiety that plays out is just as routine as the sleepless nights.\r\n\r\n“These are people whose lives and health are in jeopardy,” CBX Strategy Director Brian McDonagh says. “So here’s a medication that may solve all of your problems, but best of luck getting it out of the package.”\r\n\r\nAccording to Brian, there’s a disconnect between the various drug manufacturers and medical device makers and the consumers they help. “Their focus, and rightly so, has been on the solution and the drug,” he says. “That whole mindset is about process, control, and rigor. You don’t want something to end up on the market that’s ineffective or dangerous. It’s basically the scientific process—test, repeat, verify. Everything about that is methodical and clinical.”\r\n\r\nSo how can designers eliminate all the of the physical, perceptual, and emotional barriers for patients along the way?\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/01/download.jpeg\"><img class=\"alignnone size-full wp-image-10989\" src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2018/01/download.jpeg\" alt=\"\" width=\"1000\" height=\"667\" /></a>\r\n\r\nIn the case of Belsomra, CBX had the opportunity to make the packaging much more functional. Because the chemical integrity of the pill couldn’t be compromised, the blister pack wasn’t something that could be entirely eliminated. The packaging first came as a large rectangular box of blisters with even more boxes inside as well. They cut out the extraneous packaging waste while reducing the cavity size of the blister so that it was less a gigantic brick of plastic and more like a smartphone. They also improved the opening and closure of the product so that it’s much more navigable—now, there’s a clear front and back.\r\n\r\n“You have to have an empathy gene,” Brian says. “That’s the hidden gem in all of this. Everyone I’ve worked with—whether it was a medical device or a vaccine—99.9% of these guys really want to help people.” But no matter how groundbreaking or effective the drug, if it doesn’t get inside the person’s body in the right way at the right time, then what’s the point of making it?\r\n\r\nBut in order to do this, the most important thing, Brian says, is getting out there and understanding the client. “You have to go and talk to people,” he says. “You have to go into where they live and work and observe. Be immersed as much as you can.”\r\n\r\nSo where is medical packaging going? Does medicine even need to look like medicine? Just because a bottle has a screw-tap today doesn’t necessarily means it needs to be that way tomorrow. Epinephrine doesn’t need to be administered from a $600 gluestick. Just look at the EpiPen’s competitor Auvi-Q with it’s slim, easily-portable and helpful design.\r\n\r\n“No one wants to be reminded that they’re sick, Brian says. “A lot of stuff coming out is bright and optimistic—it doesn’t look clinical.” Part of that comes down to how we speak to patients, and designers can remove that stigma that comes from being sick. How do you let them own it and not be ashamed?\r\n\r\nDesigners also need to be aware that most medicines will soon be connected to your smartphone. In the case of schizophrenia medication Abilify MyCite, a small microchip is embedded with the drug that digitally tracks whether or not a patient has taken their medication. Understanding the relationship between how we package medicine, how we’re signaled to take it and how it connects to our lives as an everyday object needs to be considered.\r\n\r\nBrand managers and designers can help bridge the gap and do the heavy lifting that medical providers cannot, so they can instead focus on developing the products that can potentially save our lives. Designers can help make the products more human, easier to use.\r\n\r\n“After all,” Brian says, “a pill not taken helps no one.”\r\n\r\nOriginally published in <a href=\"http://www.thedieline.com/blog/2018/1/15/how-medical-packaging-can-stop-sucking-and-start-saving-more-lives\">The Dieline</a>', 'How Medical Packaging Can Stop Sucking and Start Saving More Lives', '', 'inherit', 'closed', 'closed', '', '2304-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 2304, 'http://cbx.cappendev.com/2304-revision-v1', 0, 'revision', '', 0),
(2909, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', '<strong>The beleaguered electronics retailer wants to get back to its roots: being MacGyver to MacGyvers.</strong>\r\nDuring the Super Bowl, RadioShack aired an ad that kicked off the retailer\'s new \"Do It Together\" marketing campaign. Two zoned-out red shirts stand in an old outlet-mall RadioShack store. The doors bust open. Enter Hulk Hogan, Cliff from Cheers, Mary Lou Retton, Alf, Sargeant Slaughter, and others. They scour the premises for their favorite stuff and carry everything out the door, leaving the red shirts standing alone in the dust. The tagline? \"The \'80s called. They want their store back.\"\r\n\r\n<iframe src=\"//www.youtube.com/embed/n5i91rOlFMY\" height=\"425\" width=\"640\" frameborder=\"0\"></iframe>\r\n\r\nCool ad, but it missed the point. It\'s the Radio Shack of the 2000s, and even the 2010s, that people hate. Some crappy smartphone outlet store replaced the RadioShack many of us knew and loved. Many of us are still nostalgic for the original do-it-yourself store of the \'80s--a place of weird computers, cool robot kits, strange circuit breakers, and random electronic circuitry that taught many of us to love tech. That\'s the store--in spirit, at least--that we want back. And thanks to a team-up with CBX, the same branding firm that reimagined Duane Reade, RadioShack is trying to get back to the roots of what made the company great.\r\n\r\nIn recent years, RadioShack has found itself in serious trouble. In fact, compared to what its stock was worth in July 2007, RadioShack\'s stock has lost more than 95% of its value in just the past seven years. In 2013, RadioShack lost $3.04 per share; the losses causes the once ubiquitous electronics outlet in March to announce the closure of 1,100 stores. And in 2012, the board fired the company\'s CEO as well as replaced most of the senior executive team. The message was clear: RadioShack either needs to find its way in a post-Apple age, or die out for good.\r\n\r\nAs part of an aggressive redesign across its 8,000 retail locations, the electronics retailer is trying to marry the RadioShack of the \'80s--a neighborhood meeting hall for tinkerers, makers, and electronics enthusiasts--with the sophisticated experiential design today\'s consumers have come to expect.\r\n\r\n\"When we started talking to customers to see how to remake RadioShack, what we discovered was whether they loved us or hated us, they still had a lot of passion for the brand,\" says RadioShack chief marketing officer Jennifer Warren. \"For the people who hated it when RadioShack started focusing on smartphones, they still had positive memories of RadioShack from the \'80s as this place where inventors and makers got their start.\"\r\n\r\n<img class=\"alignleft size-full wp-image-7947\" title=\"3029533-inline-new-york-custom-concept-store-interactive-toy-display\" alt=\"\" src=\"http://www.cbx.com/wp-content/uploads/2014/05/3029533-inline-new-york-custom-concept-store-interactive-toy-display.jpg\" width=\"640\" height=\"427\" />\r\n\r\nFor its rebranding, RadioShack is trying to get this mojo back. The company is embracing the maker spirit, turning space back over to such gear as 3-D printers and robot sets. In RadioShack\'s new Boston custom concept store, there is meeting space in the back to encourage DIY types to come in and collaborate on projects. And although much of RadioShack\'s floor space still goes to smartphones, the company is trying to do a better job of integrating the phones into the company\'s maker heritage.\r\n\r\n\"It\'s important to realize that mobility has been a part of RadioShack\'s heritage ever since the days of pocket FM radios,\" says Merianne Roth, RadioShack\'s vice president of communications. \"We might not have gotten the balance right in the past, but if you look at how people use smartphones these days, it\'s the thing that connects all these other things in your life. It\'s how makers control all of the cool things that they make. And that\'s something we really want to highlight.\"\r\n\r\nAnother central tenet of the RadioShack redesign is interactivity. In an age of ubiquitous online shopping, people go into physical stores to experience the products they want to buy before actually buying them. The new RadioShack lets customers try out headphones or speakers for themselves and lends a hand with sleek touchscreen displays that let shoppers compare and contrast different models with just a tap.\r\n\r\n<iframe src=\"//www.youtube.com/embed/gNSzTEtBS8I\" height=\"427\" width=\"640\" allowfullscreen=\"\" frameborder=\"0\"></iframe>\r\n\r\nAs part of its rebrand, RadioShack is also trying to more clearly establish the store\'s position as a part of local heritage. In three custom concept stores, the nearly 100-year-old chain incorporates distinctive visual elements of each location--Fort Worth, Manhattan, and Boston--into the in-store aesthetic. Not every store will get this personalized treatment, but in the case of the recently opened Boston custom concept store, the store\'s sleek interactive interior is set in relief by reclaimed wood and hemp rope evocative of the tall clipper ships of Boston Harbor\'s famous waterfront.\r\n\r\nBut, ultimately, the rebrand is about is getting back to a place where makers once more feel comfortable walking into a RadioShack and making their inventions a reality. RadioShack intends to rigorously pursue this initiative as it continues to rebrand its retail stores in 2014.\r\n\r\n\"Historically, RadioShack has been the MacGyver for MacGyvers, the place where makers who know how to do 80 percent of what they want to accomplish go to get the next 20 percent,\" Roth says. \"So that\'s what we\'re trying to get back to. The only difference is that everyone is a MacGyver now, which means we\'ve got to step up our game.\"\r\n\r\nRead more: <a href=\"http://www.fastcodesign.com/3029533/with-rebranded-stores-radioshack-tries-to-find-its-way-in-a-post-apple-age#8\" target=\"_blank\">www.fastcodesign.com/3029533/with-rebranded-stores-radioshack-tries-to-find-its-way-in-a-post-apple-age#8</a>', 'How RadioShack Got Its Groove Back', '', 'inherit', 'closed', 'closed', '', '1929-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1929, 'http://cbx.cappendev.com/1929-revision-v1', 0, 'revision', '', 0),
(2910, 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\nOnce heralded as an innovative strategy to draw in holiday shoppers, the concept of the temporary store, or \"pop-up,\" has quickly become as prevalent as the average corner bodega. Now pop-up stores are more like The Boy Who Cried Wolf: since they appear so often, they\'ve lost their cultural caché and are as expected as any other marketing ploy.\r\n\r\nMaybe this is why my ears perked up when I heard about a new pop-up store at luxury British department store Selfridges? for Marmite. Yup, Marmite: That sticky, dark brown paste made from yeast extract, that Brits either love or hate. The Selfridges shops in London, Birmingham, and Manchester will feature 150 different Marmite-inspired products, in turn elevating the brand from supermarket product to hipster must-have. Now that\'s cool: the perfect mix of high and low.\r\n\r\n<a href=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Marmite-1.jpg\"><img src=\"http://cbx-site-assets.s3.amazonaws.com/wp-content/uploads/2012/09/Marmite-1.jpg\" alt=\"\" title=\"Selfridges London Marmite Pop Up Shop, by Design For Retail.\" width=\"640\" height=\"445\" class=\"alignnone size-full wp-image-599\" /></a>\r\n\r\nThe Marmite pop-up store features Love/Hate graphics illustrating the disagreement that divides Great Britain.\r\n\r\nSuch inventiveness got me thinking about other (somewhat maligned) brands that could do something really cool with the pop-up. And who better to benefit during this crazy holiday season than that oft-scorned government agency, The United States Postal Service? The post office is the one place almost everyone has to go during the holidays at least once, so more temporary locations would actually be useful to their customers. Plus, the USPS is an organization that could really employ the pop-up medium for some serious brand realignment -- using a fun, festive space to update their image as a dysfunctional, stodgy, unfriendly destination. So here\'s what we\'re thinking: A USPS \"pop-in.\" To distinguish the stores from the regular USPS, we would call it USPS Holiday Express, to convey its speed and efficiency.\r\n\r\nWe\'d place a USPS Holiday Express in major city hubs like Bryant Park in Manhattan, Millennium Park in Chicago, Union Station in Washington, DC, as well as in prime location in department stores and at major retailers, such as Macy\'s and FAO Schwartz, hence the \"pop-in\" reference. We might also set them up within 24-hour Apple stores.\r\n\r\nFollowing in the footsteps of Black Friday trends (and to beat the mid-day chaos), USPS Holiday Express would be open from 6:00am to 12:00am (to cater to people before and after work).\r\n\r\nA wall of sleek, friendly kiosks, called \"The Eagle\" to represent the speed with which you can mail packages/buy postage, will usher customers in and out of the pop-in store quickly and with little stress. Sleek, oversized drop-off windows will also be featured around the store.\r\n\r\nTo overcome the image of the USPS as a stodgy, outdated agency, we would offer a limited edition holiday stamp collection with artwork by hot contemporary artists, possibly in partnership with a modern art museum. This artwork will be promoted on the flat-screen TVs adorning the pop-in spaces.\r\n\r\nCasually dressed USPS Holiday Express Concierges, similar to Apple Geniuses, will walk around the pop-in store with electronic neck badges that enable them to print/scan postage in seconds. Upbeat, perky and attractive, they will be the complete and utter contradiction of the curmudgeonly postal worker.\r\n\r\nAs part of a possible Apple partnership, we would create a special USPS app that could be used to print labels and postage right from your home computer or from iPads in the store, so all you need to do is drop off your packages at the USPS location.\r\n\r\nFor those doing their mailings in the early morning or later at night, there could be an Indicia Coffee Bar.\r\n\r\nNow, we\'re not saying the USPS Holiday Express is guaranteed to soothe the postal service woes of weary holiday shoppers needing to send a fruitcake to Aunt Nan in Nevada. But they certainly couldn\'t hurt, and they would unquestionably raise the cool quotient -- at least temporarily -- of a government agency desperately in need of a makeover. And with any luck, the shops might just get other businesses to think \"out-of-the-box\" (deliberate mail reference) about ways that they can freshen up the pop-up, too.\r\n\r\n<a href=\"http://www.fastcodesign.com/1662902/how-the-usps-can-rebrand-itself-clever-pop-up-shops\" target=\"_blank\">http://www.fastcodesign.com/1662902/how-the-usps-can-rebrand-itself-clever-pop-up-shops\r\n</a>', 'How the USPS Can Rebrand Itself: Clever Pop Up Shops', '', 'inherit', 'closed', 'closed', '', '1560-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1560, 'http://cbx.cappendev.com/1560-revision-v1', 0, 'revision', '', 0),
(2911, 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/Todd_web1.jpg\"><img src=\"http://www.cbx.com/wp-content/uploads/2012/09/Todd_web1-150x150.jpg\" alt=\"\" title=\"Todd_web\" width=\"150\" height=\"150\" class=\"alignleft size-thumbnail wp-image-1074\" /></a>By Todd Maute:\r\nA private label brand portfolio can be one of a retailer’s most powerful marketing tools, helping to keep its merchandise mix fresh and relevant in a rapidly changing marketplace. When the brand portfolio is properly aligned with the store experience and other marketing messages, it also helps foster a clear brand positioning in the minds of consumers. By creating private label as a marketing tool rather than just a price alternative, retailers gain the opportunity to tell a complete brand story while simultaneously boosting customer loyalty.\r\n\r\nSuccessfully achieving this objective requires a retailer to understand who its customers are and when, why and how they shop. They need to study the market and the competition intimately and to develop a strategy that targets key customers while at the same time drawing in new ones. Retailers that can execute flawlessly will be in a good position to leverage private label as a tool to build their desired brand image.\r\n\r\nPerhaps no retailer in recent memory has executed on a private label brand strategy as successfully as Duane Reade, the venerable New York City drug store chain that was subsequently acquired by Walgreen Co.\r\n\r\nDuane Reade launched an extensive research effort to help it better understand its customers and market, and it used those findings to determine key areas of focus. The insight led to a strategy that focused on convenience, beauty and health, with an overall mantra of “New York Living Made Easy.” Critical components of the chain’s rebranding effort included a radical redesign of its stores and the focused development of a clear private label portfolio that addresses key learnings from the consumer research initiative. Marketing efforts then were targeted on what that research identified as being most important to New Yorkers.\r\n\r\nThe retail design strategy was focused on creating a new image for Duane Reade that would appeal to demanding New Yorkers. At the same time, the private brand strategy focused on leveraging the chain’s New York heritage and its hometown consumers’ desire for unique products coupled with everyday value. Duane Reade drove the business by integrating product development and great design, followed by outstanding merchandising at store level.\r\n\r\nOn the beauty front, it decided to leverage that it was in a market with intelligent, trendy, forward-thinking consumers. Rather than trying to compete with price-driven retailers, Duane Reade made beauty a key platform, using unique brands and private label beauty products to drive traffic, boost margins and differentiate it from competitors. It also saw an opportunity to grab some share from up-market channels such as department stores and specialty cosmetics shops.\r\n\r\nIts health and wellness strategy was built around revamping the pharmacy, and the convenience component sought to take advantage of New Yorkers’ fast-paced, time-sensitive needs. The convenience factor was addressed through the development of unique and differentiated food products as well as items that offered New Yorkers great value in key categories.\r\n\r\nOur firm helped Duane Reade create a multiple brand strategy, starting with deLish, an upscale line of food products that were unique and different from the competition, all wrapped in a New York-style design. We redesigned the DR O-T-C brand to fit nicely into the clean and contemporary stores. The chain also had a cosmetics utensils line called Apt. 5 that lacked relevance in the new strategy, so we changed that brand to cover a line of household items, cleaners, mops and other essentials New York City apartment dwellers need. Finally, Duane Reade knew that even affluent customers are price-conscious, so we created an unnamed value-driven brand featuring New York City landmarks such as the Statue of Liberty, Brooklyn Bridge and the city’s subway system. The goal was to support the chain’s New York focus and to appeal to loyal New Yorkers.\r\n\r\nThe private label program was an integral part of a broader go-to-market strategy that included revamping its loyalty program, launching a new marketing campaign and delivering unique events at store level.\r\n\r\nSince the overarching strategic element differentiating Duane Reade from its competitors was its intrinsic “New York-ness,” that became a unifying theme in everything from package design and graphics to in-store signage. Everything worked together to endorse the idea of “New York Living Made Easy.”\r\n\r\nIn developing a private label expression that aligned precisely with its retail brand strategy, and desired image with New York customers, Duane Reade now offers New Yorkers a shopping and product experience that is 100 percent unique to them -- quite the aligned strategy!</p>\r\n\r\n<a href=\"http://www.storebrandsdecisions.com/news/2011/08/16/how-to-develop-a-private-label-expression-aligned-with-retail-brand-strategy\" target=\"_blank\">http://www.storebrandsdecisions.com/news/2011/08/16/how-to-develop-a-private-label-expression-aligned-with-retail-brand-strategy\r\n</a>', 'How to Develop a Private Label Expression Aligned with Retail Brand Strategy', '', 'inherit', 'closed', 'closed', '', '1548-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1548, 'http://cbx.cappendev.com/1548-revision-v1', 0, 'revision', '', 0),
(2912, 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\nUh-oh, could it be bad news for national brands? It looks like more and more retail stores are finally beginning to “get it.”\r\n\r\nRetailers are increasingly starting to work like independent national brands, not just real estate agents who sell other people’s brands. Nowadays, to retain customer loyalty, stores cannot simply offer low prices. They have to provide better products, better service, and a better experience—in other words, build themselves as a brand and act like a marketer. In doing so, they are focusing on the consumer by making the shopping experience easier, more engaging, and ultimately, more enjoyable.\r\n\r\nAs stores become more powerful marketing tools, the role of package design has become essential to success. National brands must learn to tell their own story within the new “store-as-brand” paradigm, in which retailers are branding their own store displays and beginning to leave national brands out of the mix.\r\n\r\nRemember when store brands were found in generic-looking packages? At some point, there was a shift, and store brands started designing packaging to be category-specific to “knock off” the design of the leading national brand that competed against them. Today, the trend is for stores to build their brand by creating one identity system and using it across all packaging throughout the store. On one hand, it helps create a consistent look for the brand. On the other hand, it also can dilute the brand image.\r\n\r\nAs a result, there is plenty of opportunity for national brands to compete effectively against this surge of private-label brands. One key is providing a meaningful point of difference that elevates the value of the national brand in the consumer’s mind. Meaningful brands deliver value beyond products that compete largely in terms of lower price.\r\n\r\nSafeway and Procter & Gamble reflect two different approaches to creating value for shoppers. Safeway’s Eating Right brand leverages packaging color and graphics to deliver a single message—good for you. It does so across the brand’s multiple product lines. But national brands have the wherewithal to use packaging to establish category leadership.\r\n\r\n<strong>Cozying up to consumers</strong>\r\nProcter & Gamble, for one, looks to establish a deeper relationship with its consumers. Instead of using the same branding and graphic approach for Tide, Herbal Essences, Febreze, and Charmin, P&G has created unique identities for each brand. The packaging communicates P&G’s expertise within each product category.\r\n\r\nThe notion of a meaningful difference also extends to the package structure. This is one area where national brands should look for differentiation, because private-label brands often can’t shoulder the costs of more inventive package structures.\r\n\r\nBrand owners should ask themselves three questions when considering differentiating through structure. First, how can I use shape and materials to provide aisle disruption in my category? Second, what are the packaging gaps that offer unmet consumer needs in my category? And third, how can I use structure to create an attention-getting package that drives impulse sales?\r\n\r\nOther national brands provide a meaningful difference to their private-label counterparts as well, and we will examine those later. First, let’s take a trip around the store to see how retailers are re-creating themselves as a brand.\r\nJust as Starbuck’s changed the coffee culture, specialty retailers like Whole Foods and Trader Joe’s have gotten closer to the consumer and created a devoted following.\r\n\r\nA unique positioning and “personality” is key for retailers in creating a powerful brand. Trader Joe’s makes its stores more approachable by creating a voice that is quirky, fun, and engaging. The company has a unique story, and it is reflected in everything from product selection to the stores’ distinctive chalkboards and signage. Even the employee uniforms (Hawaiian shirts) are memorable.\r\n\r\nWhole Foods is also very disciplined in its philosophy and brand strategy, from its in-store communication to its all-natural products. The brand, emphasizing health and wellness, has been instrumental in taking organic products mainstream.\r\n\r\n<strong>Light illuminates the picture</strong>\r\n\r\nThe design and layout of a store is critical to a retailer’s success. Lighting, color, texture, and graphic materials contribute to creating a cohesive brand. Pathmark’s recently redesigned supermarkets are a prime example.\r\nCustomers entering the Pathmark store in Edgewater, NJ, immediately notice a new Produce Market featuring freestanding wood fixtures, specialty lighting, and a richly toned, warm color palette from floor to ceiling. Adjustable track lighting animates the fresh produce that surrounds the department and makes the products seemingly jump off the displays.\r\n\r\nFurther enhancing the produce department is signage containing eye-catching photography of fresh fruits and vegetables, combined with phrases such as “Just Picked,” “Farm Fresh,” and “Vine Ripened.” These claims reinforce Pathmark’s “Go Fresh, Go Local” positioning. That theme is reflected throughout the store.\r\n\r\nTogether, these merchandising and design elements are intended to project a sense of authenticity by reinforcing Pathmark’s connection to the New York tri-state area, where the company operates the majority of its stores. For example, the deli has been branded “The Original 59th Street Delicatessen” and the bakery is called “Chelsea Bakers.” Both are reminiscent of old-style New York shops. Likewise, stainless accents and bleached wood panels give “Chesapeake Seafood” a svelte, clean veneer, suggesting a fresh catch from local shores. The goal is to drive home a sense of the familiar while communicating the idea that Pathmark—a genuine homegrown retailer—is the place for local specialties.\r\n\r\nSome supermarkets provide layout innovations to help differentiate their stores and create a more streamlined look. Their ergonomically oriented layouts make stores more customer-friendly. “Convenience-store” formats provide a store-within-a-store area that enables shoppers to pick up a few items without having to explore all the aisles. In addition, many stores use engaging in-line features and interactive point-of-purchase displays. Both of these aids help communicate brand messages and make shopping more fun and interesting.\r\n\r\n<strong>The maturity of private-label brands</strong>\r\n\r\nThe Store as Brand concept is extending into retailers’ own packaged goods. Retailers’ increasingly sophisticated packaging strategies include more robust use of color and photography to appeal to the senses. These tactics are encouraging consumers to take a closer look at private-label brands.\r\n\r\nThe private-label concept began as a cheaper alternative to national brands. It was positioned to the right of national brands and was 20% less expensive. But during the past several years, enormous improvements in package design and materials, product quality, and consumer segmentation have changed the playing field. Subsequently, smart private-label strategies have allowed supermarkets to compete with the Whole Foods and Trader Joe’s of the world. Today, private-label brands are receiving more prominent shelf space than ever inside the store, as retailers understand the importance of their own products in making their stores shopper destinations.\r\n\r\nThe ultimate litmus test of a private-label brand is whether it can stand on its own. Safeway, for example, changed its product mix, added variety, and built huge, successful private-label lines. Both Safeway’s “O” organics line (designed to compete with Whole Foods), and its “better-for-you” brand, Eating Right, will be sold at competing grocery chains this fall. Eating Right leverages an uncluttered package design, making the product name an art element, positioned prominently in a green square on the label of each product. This single message on each package, suggesting a healthful product, transcends many product categories. National brands typically can’t match such broad exposure around the store.\r\n\r\nEach of these in-store branding tactics—layout, point-of-purchase displays, and private-label packaging—has become profoundly more sophisticated. For national brands to survive in this environment, their packaging will have to create a meaningful point of difference and also provide visual disruption in the store aisle.\r\n\r\nWho is doing it well? Take a look at recent developments in packaging for StarKist and Splenda.\r\n\r\nIn response to consumer needs, StarKist introduced tuna in a distinctive package for the category—a retort pouch shelved amid a sea of stacked tuna cans. StarKist’s structural evolution provides several benefits for the consumer. The retort pouches are easy to open, portable, and eliminate the mess associated with draining liquid from a can.\r\n\r\nBeyond addressing multiple consumer needs, the package structure creates more “real estate” for staging and building the brand. Graphics that appeared very small on a can are much larger across the label area of a pouch.\r\n\r\n<strong>Splendid Splenda packs</strong>\r\n\r\nIn the sweetener aisle, Splenda recently introduced a line of “minis”—small dissolving tablets—in a portable dispenser that hangs from a shelf peg. This product form and its packaging differentiate Splenda from other sweeteners and visually set it apart. As a result, consumers can find the product more easily, encouraging impulse purchases.\r\nBy funding their R & D and marketing efforts, national brands can embark on package redesigns and product innovations that are the direct result of category, consumer, and market changes. These strategic initiatives will allow national brands to continue to survive and thrive in the ever-changing retail environment.\r\n\r\nWhen all is said and done, the burgeoning Store as Brand philosophy can be a win-win for both retailers and national brands. Consumers will always seek out stores where shopping is easier and they’re confident of finding superior products and value. Retailers’ long-term profitability will be linked to providing quality brands and satisfying shopping experiences. As long as national brands and retailers continue to develop these partnerships, each will find loyal customers and reap bottom-line rewards.</p>\r\n\r\n<a href=\"http://www.packworld.com/package-type/bagspouches/how-succeed-new-store-brand-world\" target=\"_blank\">http://www.packworld.com/package-type/bagspouches/how-succeed-new-store-brand-world</a>', 'How to succeed in the new \'Store-as-Brand\' world', '', 'inherit', 'closed', 'closed', '', '1574-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1574, 'http://cbx.cappendev.com/1574-revision-v1', 0, 'revision', '', 0),
(2913, 1, '2018-09-27 17:58:43', '2018-09-27 17:58:43', 'By Nancy Brown\r\nThere are brands that have lived in our hearts for decades, which we have stocked in our pantries and come to depend on year after year. Marketers call these heritage, or classic, brands. They’re the ones loyalists will continue to buy no matter what. Or, will they?\r\n\r\nWith more competition in virtually every category in the store and the elevation of private label to private brand status, some of these classic brands need to re-examine their recipes for success. By doing so, they will stay relevant with their loyal consumers while demonstrating a reason to be considered by newcomers.\r\n\r\nSome truly iconic companies — such as Hamburger Helper and Ritz — have kept their brands fresh and remained favorites with consumers. How? By applying one or more of the following four fundamental strategies: maintaining relevance, leveraging their equities, differentiating themselves from their competitors, and innovating.\r\n\r\n<strong>MAINTAIN RELEVANCE</strong>\r\n\r\nIn today’s ever-changing world, there are many different ways of learning about and purchasing products. Additionally, today’s consumer behavior is increasingly influenced by time-management pressures, changing taste preferences and nutritional concerns such as organic, gluten-free, local grown, etc., etc., etc. To stay relevant under these conditions, even trusted and familiar brands must adapt. They can do so via product reformulations, line extensions, new usage occasions, repositioning or simply updating their brand presentations.\r\n\r\nHamburger Helper provides a good example. The brand was launched when “convenience” was a new concept, and Hamburger Helper became shorthand for quick and easy meals consumers had a hand in preparing. In recent years, however, the brand has faced significant competition from a wide range of new meal solution products. To keep its core consumers and attract new ones, Hamburger Helper went on the offensive. With all of this new competition, it needed to reclaim its territory. For starters, the packaging was dramatically redesigned, including a significant rebranding. “Helper” was enlarged to reinforce the convenience aspect, and the helping hand character — an iconic representation of the brand proposition — was given significantly more prominence. New product introductions like single-serve microwave cups, Helper Complete Meals (which include the protein) and whole grain varieties address consumers’ evolving tastes while still “helping” get dinner on the table.\r\n\r\nOrganic Valley, founded in 1988 (a “classic” as far as organic products go), has become a leader in the production of organic milk products. But in the age of organic everything (so much so that the claim has become a bit untrustworthy and vague), Organic Valley needed to do something to define itself in terms that really meant something to consumers. For the 2013 redesign of the brand’s milk cartons, the entire back panel is devoted to a statement — in an oversized font — about the product’s origin: “We Give Our Animals the Greenest Pastures and They Give You Delicious and Nutritious Milk.” A paragraph speaks to the way the cows are raised, sent out into “lush, organic pastures for fresh air, exercise and grazing,” and another panel describes what the cows eat (and don’t eat) and the vitamins found in the milk. To be a leader in this category, Organic Valley knows it has to give customers the proof they need to believe the brand proposition.\r\n\r\n<strong>EMBRACE YOUR EQUITIES</strong>\r\n\r\nThe idea of capitalizing on one’s equities — the design elements consumers associate with your brand — seems rather obvious. But, in fact, it’s not always so easy to determine which elements should be retained, which need enhancement, and which ones are actually detrimental and should be abandoned — even if they’ve been around for a long time.\r\n\r\nKraft Macaroni &amp; Cheese was always known as “the blue box.” This is great in terms of having strong associations but is limited in terms of being distinctive; any private label maker of macaroni and cheese could make its box blue and thereby ride on Kraft’s coattails. So, Kraft did something about it. First, the brand updated the specific treatment of blue it was using. Then, it created an iconic expression of its brand proposition by instituting a new brand equity element — the elbow macaroni smile — and incorporating it into its brandmark. The move was brilliant, and consumers responded enthusiastically.\r\n\r\nM&amp;M’S is another iconic brand that re-examined what had made it so successful. The brand had been playing up its colorful candy characters for years, but to its surprise, a strong consumer finding in equity research was that people experience a warm sense of nostalgia when they hear M&amp;M’S being poured into a bowl. A-ha! Why not combine the bowl and the candy? The redesigned packaging did just that, by showcasing the characters having fun in various bowl scenarios that highlighted the candy variety and seasonal occasions.\r\n\r\n<strong>DIFFERENTIATE FROM COMPETITION</strong>\r\n\r\nConsumers today have more choices than ever before, and most brands’ competitive sets have changed dramatically over the years. As a result, it is more important than ever to stand out on shelf and provide a compelling reason for consumers to consider your brand as a viable choice. It is crucial to understand how you can stand apart from your competitors while still being appropriate in the category.\r\n\r\nKotex was a brand that had basically disappeared in the feminine hygiene aisle. With a quiet design that was consistent with the category norms of pastel colors and floral designs, there was nothing that made a customer stop in her tracks and choose Kotex over the competition. That was, until the day when a sassy black box showed up on shelf and made everyone take notice. By introducing all-black packaging, bold type and a new name that spoke to the current generation of millennial girls, we helped U by Kotex* revolutionize the category and usher in a whole new era for feminine care products.\r\n\r\nAnother brand that shook up its category in a big way was Splenda. For many years, users of artificial sweeteners knew to “look for the pink packet,” which was how Sweet’N Low was known. When Equal — a different type of artificial sweetener — was introduced, it easily differentiated itself by using a blue package. Then came Splenda, a sweetener that was closer to real sugar in format and whose taste consumers overwhelmingly preferred. In order to stand out on shelves among the well-established pink and blue offerings, Splenda needed its own strong visual presence and chose the color yellow to make its stand. It was a prophetic choice. The brand not only stood out on shelf, but its distinctive yellow packets were easily recognized on restaurant tables and quickly found in the bottoms of large purses. And the yellow brand soon shot past pink and blue to overtake the category.\r\n\r\n<strong>REMEMBER TO INNOVATE</strong>\r\n\r\nInnovation can mean adding a new flavor, changing form, delivering new functionality — or it can simply mean thinking of something that nobody has thought of before.\r\n\r\nRitz, America’s favorite cracker, has successfully innovated through form and function. Faced with a plethora of competition in the snack food aisle, the product has changed form through Ritz Bits, Crackerfuls (sandwiches with cheese, peanut butter or chocolate in their centers) and Toasted Chips in flavors like Sweet Home Sour Cream &amp; Onion and Western Ridge Peppercorn Ranch. But the brand hasn’t stopped there. Ritz looked at the way consumers used and consumed its products and introduced Fresh Stacks, smaller rolls of the crackers that can be easily packed in lunchboxes or thrown into mom’s bag for car trips.\r\n\r\nGerber, the longtime leader in baby food, has innovated to meet consumer demands for organic foods with a line of organic products, as well as new product forms. Its growing organic line includes everything from cereals to snacks to meal options.\r\n\r\nResponding to consumers’ desire for portability, the company now provides baby food offerings in a pouch format that is demonstrably distinctive from the mainstay glass jars.\r\n\r\nAnd going beyond food for infants, Gerber provides products for all phases of a child’s life: Birth, Supported Sitter, Sitter, Crawler, Toddler and Toddler 2+. By looking at changes in the category and thinking about busy parents’ lives, Gerber is now trusted by a whole new generation of parents who want to feed their babies and children the very best food possible.\r\n\r\nA deep-seated brand in the laundry detergent aisle, Tide has innovated by combining Downy fabric softeners and Febreze odor remover into its mainstay detergent product. Additionally, the brand has created convenient new forms such as pods (no measuring required) and Tide to Go stain sticks, where the Tide product is in a handy pen form that can be used for quick touchups anywhere, anytime.\r\n\r\nThe brands cited here have all learned that being a “classic” doesn’t have to mean you are stodgy, boring or outdated. By staying in step with current trends, remembering what made you so special in the first place, keeping an eye on the competition, and investing in innovation, you can ensure that your brand ages not only gracefully but also profitably as well.\r\n\r\nRead More:<a href=\"http://www.brandpackaging.com/articles/84704-how-to-contemporize-a-classic-brandhttp://\" target=\"_blank\">www.brandpackaging.com/articles/84704-how-to-contemporize-a-classic-brand</a>', 'How to: Contemporize a Classic Brand', '', 'inherit', 'closed', 'closed', '', '1953-revision-v1', '', '', '2018-09-27 17:58:43', '2018-09-27 17:58:43', '', 1953, 'http://cbx.cappendev.com/1953-revision-v1', 0, 'revision', '', 0);
