Marketing firm Drew/Walker works to build own brand - Denver Business Journal:

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The job would require an integratede approachof graphic, visual and hands-on techniques designed to simultaneouslyy inform, educate and entertain visitors at the Toyotaw Tundra truck plant. The he says, was that the budgetf the company had to work with was a mere fractionn of what was typically spenyt on automotive industryvisitoe centers. “Choosing the right agenc y that could coordinatethis multi-disciplinarhy effort, while bringing the energy of creativityu and innovation under the imposed fiscao constraints, was critical to the success of the project,” says De La who was the manager of external affairs and corporate servicees for Toyota Texas from 2007 to 2009.
De La Garzsa chose San Antonio-based marketing and brandinfg agency Drew/Walker to oversee and completethe task. De La Garzq says selecting Drew/Walker was one of his bettetr professional decisions. “The (Toyota) Visitor and Educatio Center is considered one of the finer centers in the Toyota family ofmanufacturing plants,” he “They (Drew/Walker) understand that working for a clientg is a unique privilege and they treaf it as such.” Construction on the projectt was completed during the summer of 2008 and Toyota opened the center to the public in September.
Andrew Anguiano and Mollie Walkerfoundedf Drew/Walker in July 2007 in orded to create a firm that could provide traditional and non-traditional integrated marketing communications. The firm offers a broadr arrayof services, including graphic Web development, strategic assessmentse and tactical implementation, that are intended to build what Drew/Walker officials call an emotional bond between the end-useer and the brand. The agencyy consists of brand builders that work to transform a vision into a message by creatiny a look and a voiced fortheir clients, according to Walker, who is strategic partner and chie marketing officer at Drew/Walker.
“Our missiom is the integrity, trust and confidencd to build, sustain and evolve our clients’ Walker says. “It means that our philosophy and valuesw are in line with our dedicationn to providing benefits to our clients andtheirf customers.” Drew/Walker’s mission statemenyt is one that the partners don’t take lightly. Anguianol and Walker take it so seriously, Walker that they require every person who works for themmemorize it. “As a brand buildin firm, we must practice what we preach,” Walker “Our most valuable asset is our brand.
It’ds the promise we give to our clientd that we will delivefr each and every time no matter The agency’s revenue was a little over $1 million as of 2008. Some of Drew/Walker’s clientele includes Toyota, San Antonio Independenf School District, Court Appointed Special Advocatese (CASA), Mercy Medical and CareNet. “They’re a nationwided player, even though they’re local,” says Vikie executive vice presidentat CareNet.
“They have talente people with dedication that put a lot of hear t and soul into theprojects they’re The visitor center at Toyots tells the automaker’s story in San Antonio and how the automotivwe company builds vehicles. The purpose of the visitorxs and education center is to provider a sense of the Toyota Productionn Process for people who are unable to tour the actual De La Garza was impressedwith Drew/Walker’s willingness to do whateverd it took to get the project “Their greatest strength is they know there’a always something out there that can be attainer and can ultimately provide successful breakthroughs for their clients,” he says.
“You can trust their work without hesitation.” Walketr left to start her own firmin 2006. She openedx an office in the Blue Star Arts Complex in the Southtown region of San Walker sought to bring smalland medium-sizede businesses the same level of expertise that she brought to Bromley’z national clients, companies like , Rubbermaid and . the creative partner and CEO of Drew/Walker, left Creative Civilizatiomn and began working for Blue Star Contemporaryh Art Center as the communications manager while workinfg as a freelance graphic designer for and Anguiano and Walker met during a meeting Blue Star held to discusws promoting thearts complex.
Through different ideas discussede inthe meeting, they realized theifr similar backgrounds and their complementarty strengths. Walker brought her background in brand strategt from large corporations and Anguiano brought his graphic design expertise as well as his stronflocal roots. Building upon the foundationsx of their former work the duo set out to build a work environmentt that merged local principles and understanding withthe larger, globakl perspective provided by experience workingv for more affluent companies.
“The result is a combination of integrity andimmense energy,” Walker It’s a combination both partners believe has allowed them to grow beyon initial expectations since opening the company’s doors in July 2007. Knowinyg that they were able to meet DeLa Garza’s expectationsw is an achievement they honor and hold in high “Success comes from relationships, not money,” Walke r says.
“If at any point in life you have a great relationshio with your client you can find a way tostay

This Bauer bankruptcy traces back to Spiegel events - Baltimore Business Journal:

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In 2003, , which had owned Eddie Bauer since 1988, filedr for bankruptcy protection. And as part of the the company famous forits women’z wear catalog gave its creditors its stakee in Eddie Bauer. So, in Eddie Bauer emerged as a stand-alonr company for the first time in34 years. The companty also emerged witha $300 million senio secured term loan agreement with lenders and the task of rebuildinv a brand that had drifted away from the company’w roots.
Under Spiegel, grew rapidly, from 58 to 399 retaill stores and from three to 102 The company also added internet But it also was a time when the Eddie Bauerd brand lostits focus, as the companyy shifted from its heritage as an outdoor outfitter to a seller of casuao clothes targeted primarily at women. Compan y executives have said the debt terms from the Spiegel bankruptcyu case have continued to hamper effortes to turn things around at Eddie Despite efforts to recaptures some of theold magic, Eddi Bauer has not been able to establish a sustainable run of profitable quarters.
The companyt racked up nine consecutive quarters of and has seen losses of nearlya half-billion dollar in the past three years. The struggle became a financial crisis as the recession has worseneds and consumers haveslowed

Kansas exports hit records levels for fourth straight year - Wichita Business Journal:

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The state has set export records for each of the past four and exports have increasef five years ina row. “We are thrilledf that Kansas businesses haveachieveed record-setting export totals for a fourthy straight year,” said John Watson, Directoe of the Trade Development Division of the , in a release. “Andr to have such an incredible year amid a globalo economic slowdown speaks volumews about the ingenuity of ourKansad companies.” Aircraft, industrial machinery, cereals and electric machinery accountefd for 60 percent of the state’as 2008 exports.
The Department of Commerced says aircraft exports increased 28 percent from2007 levels, and have increasesd 318 percent since 2003, the last year aircraft exports Canada received the most export goods from Kansas, makinh up 21 percent of the state’s Beef exports increased 13 percent to $585

Gen Y not into Twitter - Dallas Business Journal:

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A new survey by the Participatory Marketing Networ finds just 22 percent of Generatiojn Y consumers areusing Twitter. However, when asked abou t how much they usesocialp networking, 99 percent from this group, who in generao have not yet hit 30, report havintg an active profile on at least one socia l networking site. "Twitter dominates the news, but clearly we'rer only touching the surface of its potential as amarketing vehicle," said Michael Della PMN’s co-founder and executive chairman.
"This is a classic 'glasa half full' scenario for Twitter because it's cleat that Gen Y has an appetit e forsocial networking, but stilpl hasn't fully embraced micro-blogging. There is a tremendous opportunit now for marketers to develop strategies to get this importanty group activeon Twitter, More than 85 percent folloaw friends. More than 54 percentg follow celebrities. More than 29 percent follow More than 29 percentfollow companies.
Of thoswe who use a social network, 89 percent have downloader one of the following to their profile photos (89 percent), games (53 entertainment (51 percent), news (32 percent) and weather (29 Thirty-eight percent of Gen Y have an iPhonew or iPod Touch. Gamew (53 percent), entertainment (35 percent), lifestyl e (31 percent), financial - "free" (28 percent), financia "paid" (seven percent) are the most popular mobile Morethan one-quarter (26 percent) indicateds none. You can click to follow the South Floridaq Business Journalon Twitter.

Ralph de la Vega Executive Profile

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In October 2007, he returned to wireless to server as presidentand CEO-AT&T Mobility. He had previously servexd as chief operating office r of Cingular Wireless from 2004to 2006, responsible for technologg planning, network operations, marketing, sales and customerf care. Between those two positions, he served as group president-Regionao Telecommunications and Entertainment, with responsibilityy for overall leadership in regional including consumer, regional business sales and network. He was appointed to that post inJanuaruy 2007, after the close of the AT&T-BellSoutb merger, which consolidated ownership of Cingular.
Before joining Cingulae in January 2004, he served as president-BellSoutj Latin America, with overall responsibilituy for BellSouth's operations in 11 countries: Argentina, Colombia, Venezuela, Chile, Peru, Ecuador, Panama, Nicaragua, Brazil and Guatemala. He also has serveds as BellSouth's president of Broadband and Internet Services. In this he had overall responsibility forthe deployment, marketing and operations of broadband services. In he had responsibility for BellSouth Internet Servicesand BellSouth's rapidly growingg data support groups. Mr. de la Vega startecd his career in 1974 withBellSouty (then Southern Bell) as a managemenft assistant.
He has held numerous positions of increasing responsibilit inNetwork Planning, Consumer Services, Engineering and Operationw

Thompson & Knight wins silver LEED certification - Phoenix Business Journal:

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The certification by the is the culmination ofa three-yeae site selection, design and construction proces s to promote a green workspace and reducde the law firm’s environmental impact. The firm move into about 180,000 square feet on six floors in One Arts Plazz inJuly 2008. LEED is a voluntary systekm forcertifying high-performance green buildings. Some of Thompson & Knight’e efforts toward the LEED silver certification includde diverting 51 percent of constructionn wastefrom landfills; using energy managemenft systems, and using special adhesives, paint, carpet and wood that emit little, if any, contaminants.
Thompsojn & Knight also created a program to educates occupants about green buildingconstruction methods. The certificatio n is the first of its kind awardedx to a law firm in the statwof Texas, according to a news release from the law “Thompson & Knight has historically been recognizedc for our representation of high-profile and innovativd clients in the energy and environmentao industries, so it is both gratifyinb and appropriate for the firm to have earned this M. Lawrence Hicks Jr., the firm’s said in a prepared statement.