EDMONTON, ALBERTA–(Marketwire – May 3, 2012) – As Alison Redfords Conservatives begin their 12th consecutive term governing Alberta, specialist brand marketing firm Urban Jungle is holding the premier to her promise of positive change that moves Alberta forward. The firm, which previously offered brand strategy services to Redford at no cost to the province but was turned down, has developed a mission for Alberta and is urging the premier and Albertans to approve it.

There is only one way to ensure Albertas potential is realized, said Craig Blackburn, founder of the Edmonton-based branding firm. Collectively we must act like a corporation, with citizens and politicians working together to define and activate a mission for our province.

Blackburn points out that the worlds strongest companies-Apple, Google, and the like-have clearly defined brand strategies, which include missions to guide their leadership teams. A forward-thinking province like Alberta can lead the world in adopting the tactics that make corporations successful for the benefit of all Albertans, he explained.

In January 2012, Blackburns firm offered Redford its comprehensive branding services at no cost to the province, a move that could have saved taxpayers millions. When the premiers office came back with Thanks, but no thanks, Blackburn decided to show Albertans what is possible by creating a mission based on the traits that define the province: research, progressive thinking, and the desire to make a positive impact on the world. The mission is the first step in building the necessary framework to unite the province through shared values, purpose, and meaningful actions.

Albertans have voiced their concerns against government corruption, mismanagement, and lack of accountability. But its not enough to simply vote. We cant expect change to happen as we sit idly by. I believe all Albertans need to take an active role in evolving our province. There is no better time to create, validate, and activate a mission, position, and mantra for the Alberta brand, said Blackburn.

As with any brand, an Alberta brand would guide the governments leadership and foster accountability. It would also allow Albertans to collectively change the negative perceptions others have of the province and its people. Most importantly, says Blackburn, it would enable Albertans to discover and achieve a greater sense of purpose.

Urban Jungle is engaging the public through an independent grassroots initiative known as Inspire Alberta. The objective of its online engagement campaign is to provide a forum for Albertans to approve a mission and basic set of core values for the province. The proposed Alberta mission can be found at InspireAlberta.com.

About Urban Jungle

Established in 2000, Urban Jungle specializes in brand development for organizations seeking to strengthen their brand, improve their business, and dominate their market. Unlike advertising agencies, marketing firms, and graphic design studios, Urban Jungle helps clients bring clarity to their brand vision-inspiring employees, guiding business development, and creating strong connections with customers and other audiences.

About Inspire Alberta

Established in 2012 as an independent initiative, Inspire Albertas mission is to motivate Albertans to discover and achieve a greater sense of purpose for their life in the province. By defining common aspirations of Albertans, the initiative aims to unite the province through shared values, purpose, and actions.

We are often posed with the following question by brand managers and clients: How can we communicate our brand message consistently in a retail environment and change our shop fittings, without disrupting our business? Not only do your products need to embody your brand values, but the surroundings in which you sell them need to communicate a brand experience, in order to simplify consumer choice.

Budget constrains in our economic environment, digital advertising and ever changing customer demands are challenging current retail shop fitting and design and the focus of our retailers is consequently directed to alternative retail display options.

This is where Full Stretch Display enters the retail market. Whether it is shop fitting a new store or upgrading the interior design of an existing retail space, the Full Stretch Display system meets this need every time and features a unique patented tensioning system that can be customised to serve as a viable option in addressing various display challenges.

Space Equals Money

One of the challenges retailers may have to deal with is how to effectively address vast empty wall spaces featured in huge warehouses. This was one of the challenges the Full Stretch Display design and technical team took head on recently when they were approached by Brights Hardware amp; Electrical. With some genius technical design, a system was attached to the walls of their Uitzicht store by using the Full Stretch Display Wall Mount, not only functionally filling an empty space, but also providing ambiance. The owner also brought in a digitally printed image of his children playing at a swimming pool, which appeared at one of the main entrances, doubling as retail signage to indicate the swimming pool merchandise department.

The total length of the system installed was over 130 meters and featured four separate continuous digital prints. The Full Stretch Display system also enables owners to change the marketing and branding message without minimal expenditure and hassle or disruption to future trading. Due to client satisfaction, Full Stretch Display was approached by the owner to install a similar system in another new warehouse, opening soon.

Engineered to meet Digital Advertising Standards

Full Stretch Display also pioneered the use of Gondolas, incorporating digital advertising services off-site. Gondolas are a clever and ingenious method to hide unsightly open ends of merchandise packing space by enclosing the ends with branded advertising, incorporating the use of digital information displayed on a LCD screen. The advertising information can be changed off-site, while the brand message printed on the fabric enclosure forming the Gondola, stays unchanged. This practical solution is already in frequent use by a major national toy store chain.

Changing Booths without the Hardware

Another application used by clothing retail stores is changing booths. The ease to erect, together with the adaptability of the Full Stretch System, makes it an obvious choice in addressing the need of in-store changing booths. The tool-less environment decreases onsite manual labour costs and also minimises the logistics.

Pop Up Stores vs. Traditional Retail

The demand for pop up stores is constantly increasing, especially in Australia, where a major Australian Telecom, Telstar launched their new roll-out of pop up stores in all major shopping malls, as opposed to opening expensive stores that are traditionally shop fitted. The adaptability of the Full Stretch Systems is a proven science in this field.

Blockbusters, a major video store chain in the United States, have opted to use the Full Stretch Display system, marketed in USA as Triga, for advertising new releases in all their stores. For this application they used the Box Tower system which gave al round access to customers. This further showcases the endless possibilities that can be achieved by the creative application of the Full Stretch Systems.

Cape Town Fishmarket

Most franchisors are faced with the logistic nightmare of simultaneously changing marketing material at all the franchisees. This often requires that all outlets portray the same marketing message at a given time. This was not always possible as franchisees had to send away the traditional pop up systems to replace the marketing banner, leaving them without branding. This also proved to be a very expensive exercise, not taking into an account the precious advertising time lost. Hence the decision to adopt the Full Stretch Displays stand-alone systems. This gave them the freedom to interchange graphics seamlessly and without unnecessary marketing time wasted, as the head office would simply deliver the new marketing material with instructions and dates on which the graphic prints should be replaced with the new marketing material. As they already own the hardware structure all that needs to be done is to order and distribute the new graphics to all the franchisees. The Full Stretch Display stand-alone system comes in a single side or double sided print. The double sided print encloses the structure all around to ensure that the attention is drawn to the brand message. Further options include a concave or straight feature that addresses the clients specific look and feel requirements.

Issued by: Full Stretch Display

For more information please visit our website on www.fullstretchdisplay.com or e-mail moc.yalpsidhctertslluf@selas.

Nike’s ascendancy to mega-brand status began with basketball, on the feet of Michael Jordan. But yesterday, the company finally unveiled a dramatic new branding strategy: They’ve now replaced Reebok as the official uniform sponsor of the National Football League, and will be charged with designing uniforms for all 32 NFL teams.

It’s the crown jewel of a push that Nike has been making into football for years, through college football, and their Bowl-season designs for the University of Oregon have become a mini event. None of the designs rolled out yesterday have that same crazy visual flair. But they did reserve a bit of extra sauce for the NFL team closest to home: The Seattle Seahawks. The flourishes there display nods to Native American art. Otherwise, the other teams got only minimal refreshes, though you can bet that we’ll soon see redesigns rolling out in force–especially given all the positive buzz that’s surfaced from players such as Jermichael Finley saying that the Seahawks unis are the best in the league.

Tech-wise, the uniforms are something Nike calls the Elite 51, a “body-led” design that utilized heat mapping, sweat mapping, and motion capture “to understand exactly what the athlete needs and where they exactly need it,” according to Todd Van Horne, Nike’s creative director of football and baseball.

The uniforms are made out of super lightweight fabric that’s woven to stretch equally well in any direction, while stretching as tight as possible over padding, to reduce grab-points for opponents. Nike Pro Combat, the uniform’s base layer system, is outfitted with a raised honeycomb construction, which likewise is meant to conform to a opposing player’s hit. In addition, the pads themselves are placed a bit more intelligently, so that the base layer doesn’t constrain airflow to places that give off the most heat, so you get airflow from underneath and around the torso and exiting out the lumbar area,” Van Horne tells Co.Design.

Last come the hands and feet. Players will get new cleats; gloves display the team logos (a move that first appeared in the Oregon Ducks uniforms), and the socks have padding for arch support and texturing at the heel, to lock them in place once a player’s cleats are on.

Its all clever stuff. But clearly, the real news is yet to come–Reebok was never able to make a uniform redesign into a major event, but Nike probably can. We’re hoping to see a design war as teams begin trying to outdo each other, backed by Nike’s design might.

Bay Area Strategic Consultancy creates brand experience for Part Search

(PRWEB) April 02, 2012

When PartsRiver, a leading provider of data quality management tools to the heavy duty truck parts industry, was ready to introduce their new Part Search application which enables buyers to find parts and local sellers, they turned to Connector Branding to create their entire brand experience.

Heavy duty truck parts buyers are like detectives, says Dave Studeman, Connector Brandings founder and President. They piece together clues to identify a part – portions of serial numbers, photos of greasy parts, old catalogues, mechanics descriptions, etc. and then search to find that part nearby to get a truck back on the road.

Connector Brandings challenge was to create a brand that quickly communicates to buyers that Part Search would make their jobs easier and then develop the user experience of the application to deliver on that promise. To achieve that goal, a comprehensive branding strategy and brand architecture were first developed. Next, Connector Branding created a compelling web design and built out the website, blog and Part Search user interface on a WordPress platform. The entire site was then turned over to PartsRivers internal development team to adapt it to a custom platform based on a Zend CMS Framework. Connector Branding prepared for the brand launch by extending the basic Look and Feel of the site to sales materials, tradeshow booth, and print/online advertising.

Connector Branding worked closely with social media partner, Roaring Pajamas to create appropriate graphics for PartsRivers new Facebook and Twitter sites. We were surprised to find that truckers now use Facebook and speech recognition software to communicate.Truckers even hold their own social media convention! says Studeman.

Connector Branding played a critical role in the brand development and launch of our new Part Search product. From strategy through web design and implementation, their contribution was invaluable, states Sherif Danish, CEO of PartsRiver.

What is the end benefit to PartsRiver? Branding development that connects them with the heavy duty truck parts buyers, unites each brand touch point in the most powerful manner and truly engages their target customer to drive loyalty and sales.

To find out more about Connector Branding, contact Dave Studeman at 925-899-1473 or visit www.connectorbranding.com.

For the original version on PRWeb visit: www.prweb.com/releases/prweb2012/4/prweb9356145.htm

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A new logo for the city revealed on Monday really tries to put the Colorado in Colorado Springs.

Troy and Sara DeRose of Fixer Creative Co., who designed the logo, said they wanted to capture both the iconic image of Pikes Peak and the energy of the city at its foot by wrapping the C from the Colorado state flag around a view of the mountain with Garden of the Gods in the foreground.

The orange-and-blue in the design may remind some viewers of the Denver Broncos colors, Troy DeRose said, but those are what he sees when he looks at Colorado Springs.

I spent some time checking out the Garden of the Gods and the landscape of the city, DeRose said. Those were the exact colors I saw when I looked at the city: Its the red-orange of Garden of the Gods, its the deep blue of Pikes Peak and its the light blue of the sky.

Christopher Schell of the local firm Design Rangers led the curation team that picked the new logo. He said it packs a lot into a simple image.

Its meant to be very simple and very easy to communicate: A stop sign communicates a lot in a simple octagon, Schell said. I feel that this logo accomplishes that and I think it makes a bold statement, too. There was some talk about using the lsquo;C from the Colorado flag and is that risky? I think Colorado Springs is making kind of a bold statement of being the quintessential Colorado town.

This logo is a do-over for the citys branding task force, an independent group of local agencies interested in marketing Colorado Springs to tourists, businesses and residents.

When the original branding was revealed in November after months of community meetings and focus groups, it generated a storm of controversy for the Live it up! tagline, which many people saw as too generic, and the stylized Pikes Peak that accompanied it.

Tucker Wannamaker of Magneti Marketing and his business partner Marcus Haggard launched a Rebrand the Springs campaign. That led to a meeting between the branding task force and a group of local designers, which in turn led to a call for a new logo in December. Fixer Creative Co. was selected out of 27 proposals from local designers to develop the logo.
Wannamaker said he thinks Fixers finished product is awesome.

I love the vision behind it, he said. It was a strong statement of quality to the rest of Colorado that we have legit creative talent down here and we are on the map.

The DeRoses said wanted to break up the tagline and logo and allow the image to speak for itself.

People were pretty vocal about the (original) logo, but they were really vocal about the tagline, Sara DeRose said. You cant task a phrase to be a tagline for an entire community as diverse as ours.

Wannamaker said the sample advertising treatments Fixer came up with using the logo and Live it up put both elements in context.

Were not telling people, lsquo;Just go out and party, he said of the tagline as its used in the sample ads. It really helps shape the discussion and what we mean by lsquo;up and what we mean by lsquo;live instead of just saying, lsquo;Come out to Colorado Springs, just like you would come out to Vegas which is not what they meant, but they didnt provide context.

Fixer Creative was paid $3,000 for its work and three other finalists for the design contract were paid $1,000 each, all of which came from private donations to the branding task force.

The initial branding effort that kicked this off cost $111,000, most of which was paid for by the Colorado Springs Convention and Visitors Bureau, which receives much of its funding from the citys hotel and car tax, and from the Colorado Springs Economic Development Corp.
Chelsy Murphy, public relations manager for the Convention and Visitors Bureau, said the branding effort was a year-long process that included community meetings, interviews, research and polling, much of that done by the locally-based branding firm Stone Mantel.

The idea of branding the destination is taking what your community stands for and revealing that. Youre telling the truth about what you are, Murphy said. People see these assets of a logo and a tagline and they think thats what the money went to and its not.

Murphy said the visitors bureau will use the new logo and the ad ideas Fixer created in its summer advertising campaigns. The logo, branding and guidelines for using them are available and free to anyone in the community at LiveItUpCS.co.

___________________________________

Like the logo? get a sticker
If you like the new logo, you can pick up one of three free bumper stickers featuring the new design at one of these locations:
Colorado Springs Convention and Visitors Bureau, 515 S. Cascade Ave.
The Blue Star Restaurant, 1625 S. Tejon St.
Nosh, inside Plaza of the Rockies at 121 S. Tejon St.
LAAUs Taco Shop, 1605 S. Cascade Ave.
The CSK Group, fourth floor of the Hibbard Building at 19 S. Tejon St.
The Greater Colorado Springs Chamber and Economic Development Corp. , Suite 430 102 S. Tejon St.

By Kate Baxter-Kauf

The Career Services professionals at my law school definitely sang the praises of networking as a must for a successful career, especially for new lawyers.  And its advice that is almost certainly true especially in a tight job market, of course employers start with people they know when hiring.  But to be honest, I dont know any law students who enjoyed hearing that advice: folks who came to law school connected didnt need the instruction, and folks who didnt often had no idea where to start.

One potentially novel take on how to go about networking virtually is personal branding.  As Leah Eichler argues, [w]hile entrepreneurs learn the value of branding quite quickly, it’s those working in a corporate environment, where too many profess to the same skill set, that the need for it becomes rapidly apparent.  This, to me, seems especially applicable to lawyers, even if a law firm or government office isnt precisely a corporate environment.  A LOT of folks graduate from law school with similar skills reading, writing, legal research.  So how to stand out?

I agree the answer isnt a type of personal branding thats just a fancy way of saying you regularly update every social media site under the sun.  I do think it means having a useful LinkedIn page that contains updated and relevant information.  I think it also means following up with people you do meet, even if those people may not be immediately relevant to your career goals.  For example, I went to an event at my law school a couple of weeks ago.  I was really impressed that one of themwho I had met before and of whom I have a generally good impressiontook the time to connect with me following our meeting.  Do I have anything to offer her career-wise right now?  I doubt it.  Do I think it matters to establish a network now that might serve you later?  I do.

Eichler is clear, though, that a LinkedIn or Twitter account is not in and of itself a personal brand.  Instead, the term refers to finding your ultimate value proposition and ensuring that you convey that story in all facets of your work and public life.  And thats where I think the hard work is, and something that especially new lawyers should spend time thinking about.

What do you think?  Do you have a personal brand?  How do you differentiate yourself in a market with lots of new lawyers with similar skills?

Author and futurist Douglas Rushkoff–in his books or, in this case, via Skype–is frequently the voice of unconventional wisdom. He has argued, for example, that employment is an obsolete economic indicator and, though he has long been a tech enthusiast, his latest book–Program or Be Programmed–is a technological cautionary tale. There he argues, via “Ten Commands for a Digital Age,” that the technology that takes up more and more of our lives comes with built-in biases–toward simplification of complex issues, for example, and toward anonymity–and that in order to counteract these biases, we should learn how our programs work. We should all become programmers, in other words, a process Rushkoff now admits could be “harder than I might have made it sound, especially for an adult. It’s certainly as hard as learning Portuguese.”

Next Saturday, April 14, at New York’s New Museum, he will deliver the keynote at the Rhizome Seven on Seven Conference, which pairs noted artists and technologists together and challenges them to develop a project in just 24 hours.

We asked Rushkoff some questions about Rhizome, branding, and the future of marketing. As you might expect, some of his answers are unconventional.

CO.CREATE: What is your keynote going to be about?

DOUGLAS RUSHKOFF: I think what I’m going to talk about is the history of the relationship of artsy to techy people, and how I feel like it’s reversed over the last 20 years. The artsiest people went into technology and it feels now like–especially when I go someplace like Rhizome and see these partnerships between technology people and arts people–that the arts people are the nerds. The technology people are the people coming up with wild ideas and going forward and building them and the arts people are the ones who say, “This is a sort of Schopenhauer-influenced post-modern blah, blah, blah.” They’re the ones creating the documentation and the historical framework around projects that are pure imagination. So it looks to me like the nature of the partnerships between artists and technology people are the opposite of what they might have been back in the day, where the art boys were the crazy, wild people, pairing up with nerds to sort of envision this technological future. And now it’s wild-eyed technologists pairing up with educated, almost PhD-like artists, in order to contextualize what they’re doing more responsibly.

In your book, you argue that brands were necessary fictions that no longer make sense. What does that mean for the brand discourse that is so prevalent today?

It means people shifting their understanding of brand. Brand always had two functions. One of its functions was to mask the long-distance industrial-age reality behind a product because people’s personal relationships with producers were being replaced by the plain, brown-box relationship to mass-produced goods. That was one function: to humanize factory products.

The other function of the brand, though, was to create accountability. The difference between a branded product and an unbranded one, was a branded one, you knew who you could go to. They’re there. It’s their way of owning the product, both in the bad kind of way and the good way. We’re standing behind this. So the we’re-standing-behind-this aspect of branding I think still holds.

Every company has a social media strategy whether they know it or not

[But] it’s not about creating a mythology around the way a product was created, so it’s no longer “these were cookies made by elves in a hollow tree.” That’s not the value of the brand. The value of the brand is where did this actually come from? What’s in this cookie? Who made it? Are Malaysian children losing their fingers in the cookie press or is this being made by happy cookie culture people? At that point, all these companies come to people like me saying, “We want to become transparent. We want a transparent communication strategy.” And I’m like “Well, are you proud of what’s going on inside your company? Are you proud enough to pull up the shades and let people see inside?” It’s that easy.
Every company has a social media strategy whether they know it or not. You can have your dedicated social media person chasing down consumer complaints, but your real social media strategy is how are the people who work at your company and the people who buy from your company and people who supply to your company, how are they talking about you in social media? The way to make them talk about you [favorably] is by walking the walk of the thing that you do. And that’s so hard for so many of these companies because they’ve become so abstracted. They’ve become so distanced from the core competence of their industry. The job of a communicator–or someone like me–is to go in and say, well, just do something. Don’t outsource one thing and then make your company about that.”

What will marketing organizations look like in the future?

It will be companies that figure out how to communicate the non-fiction story of a company, so it’s going to look a lot more like a communications company than a creative branding agency. It’s going to look a little bit more like PR, in some sense. It’s going to be people who go and figure out what does your company do and how do we let the world know about that? There’s going to be a lot of psychology involved, except instead of it being psychologists turned against the consumer, it’s going to be psychologists going in and trying to convince companies that what they’re doing is worthy. It’s breaking down this false need in companies to hide from the public what they’re doing–except for the ones that do (need to hide).

The thesis of your book is that digital technology has built-in biases that limit choices and discard information. Do you think exercises like Seven on Seven can serve to overcome, or at least reveal some, of these limitations?

I think the artist, even more than government, has become the one who is doing long-term thinking about what’s happening, what are the implications, what are we doing to ourselves? And they’re some of the only ones, really. An artist’s job is to sit outside what’s happening and reflect back to us where the human is in this. I think it’s a very valuable exercise. It’s just the opposite exercise of what most people probably think it is. It’s not for technologists to realize the visions of artists. It feels much more like it’s for artists to contextualize the visions of technologists.

City residents, young and old, lined the downtown core to show support for the bid in 2010 Opinion250 file photo

Prince George, BC – Prince George residents will have their first opportunity to see the logo that will brand the 2015 Canada Winter Games -our Games -one week from today…

Both the federal and provincial Ministers of Sports, local politicians, the Chair of the Canada Games, Tom Quinn, and the CEO of the 2010 Vancouver-Whistler Olympics, John Furlong, will be on-hand for the official unveiling that is open to the public at 1pm in the main concourse of Pine Centre Mall next Saturday, April 14th.

2015 Canada Winter Games CEO, Stuart Ballantyne, will offer up few hints, except to say, Were going to tell a Northern story, so…

Ballantyne agrees that revealing the logo and launching the volunteer drive next weekend is a key step in involving the community. I think its always good to have a rally point, so branding and logo types are about pageantry, he says.

Its about pride, so obviously we want to make sure the logo represents the community, represents whats going to happen in 2015, says the local Games CEO.

But, at the end of the day, its the people that will actually make 2015 successful – whether its the athletes, the volunteers, and just the citizens from this part of the world. (OP250 News file photoshows the crowd lining Victoria Street in July of 2010, during the Bid Selection Committees visit)

To that end, next Saturday will also mark the start of the second phase of volunteer recruitment. During the bid phase, 2,000 people signed up to volunteer for the games. Now, city residents can go online and register at www.canadagames2015.ca

The spirit and passion that comes with any kind of event – and especially a Canada Games – comes from those volunteers, says Ballantyne. And thats why its so important for us to be able to kick this off again and get people registered and build that number because were looking to get up to 6,000 people registered.

Previous Story – Next Story

Branding is a tough name game when companies merge. How do you assure customers that theyre getting the service they always appreciated after the name changes? When Jed Taylor and Bill McWilliams merged their companies, Missouri Mowing and Columbia Turf, they needed a new name that described their comprehensive service menu.

Mowing and turf were too specificthat left out design/build, irrigation and snow and ice services. The decision to keep one of the companies names was off the table. So the owners did some brainstorming, McWilliams suggested Columbia LandCare, and the name stuck.

We wanted to hit home that we are not just a turf company, and we are not just mowing, says Taylor, who heads the companys design/build and snow and ice divisions. We do so much more than cut grass and fertilize your grass, so that was a big message we needed to get across.

To communicate the new brand, and highlight the services the company offers, the owners needed a way to market separate services while maintaining consistency in the way the company name was being delivered to the public. So they chose a tagline: Keeping it green and growing. And they decided on a theme logo that is slightly altered for each service division.

The message is cohesive yet customized.

If you glanced at a Columbia Turf truck vs. a Columbia Irrigation truck and didnt look closely, you would think its the same [logo], but it gets the point across that they are separate divisions and they are operating that way, Taylor says.
But a logo is not enough to get the word out about a new brand. Columbia TurfCare spends about $50,000 on marketing, and dollars mostly go toward radio and print advertisements. We want to really get our brand in peoples minds, Taylor says.

Heres how Columbia LandCare accomplishes that.
bull; Focus on a name. Your company name should say who you are and what you do. Dont leave customers guessing. Choosing a new nameColumbia LandCare for the company was especially necessary after adding an irrigation company to the mix.
bull; Tell your story. Testimonial advertisements are an effective way to give people a true taste of what its like to do business with your company. Columbia LandCare runs a series of print advertisements in a local magazine that pair a customer/property picture with a comment from that client. That stuff speaks for itself, Taylor says.
bull; Keep it consistent. Columbia LandCare unifies its service divisions by using a clean, professional logo that is slightly adapted to reflect each division. The logos and company tagline appear on trucks, advertisements and all company communications. Its important to keep consistency in your message from top to bottom, Taylor says.