Upload
rajeevdudi
View
216
Download
0
Embed Size (px)
Citation preview
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 1/44
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 2/44
Employees want
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 3/44
to win the 7th annual company bowling tournament
and to know their ideas make a difference.
1
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 4/44
Customers want
2
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 5/44
and someone who’s easy to do business with.
the corner booth, two cups of coffee with cream
3
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 6/44
Investors want
4
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 7/44
and to trust that their patience will be rewarded.
to land the big one
5
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 8/44
Community members want
6
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 9/44
and evidence that their needs are being met.
a strawberry ice cream with neighbors
7
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 10/44
They want to trust you.
We can help you build their confidence. We’re see see eye.
As graphic designers and communicators who specialize
in stakeholder audiences, we understand their specializedneeds. And, while it’s up to you to ultimately deliver the
goods, we can help you tell your story in a way that is
honest, engaging and wins loyalty.
8
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 11/44
At the end of the day, investors, customers, employees and communities want to believe that they’ve
made the right decision about your company or organization. Since 1992, see see eye has been helping
both communicate to their most important stakeholders – via annual reports, Web sites, capability
brochures, magazines and other communications.
Want to know more about what stakeholders want? Take a look at some of the work we’ve done for
Delta Air Lines, Goodrich, Prevent Child Abuse Georgia and others on the following pages. And, check
out what your peers are saying about their own stakeholders’ communications needs by flipping to our
Roundtable Panel discussion (beginning on page 36). We think you’ll find plenty of insights – and evidence
that see see eye’s got what it takes to help you make your next communications project a success.
seeing is believing.
9
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 12/44
10
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 13/44
Ryder System, Inc., a leading
logistics, supply-chain and transpor-
tation management company, has
built strong customer relationships
around the globe the old-fashioned
way: It has made its customers’ busi-
nesses Ryder’s business. Edge, a
debut magazine, showcases Ryder,
its customers and, most important,
its impressive bottom-line results.
What we did:
Concept development
Nomenclature
Design
Photography direction
Production
Press supervision
Giving customer-focused solutions
more than lip service.
11
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 14/44
12
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 15/44
There’s nothing common
about ‘em. In today’s turbulent stock market,real estate investment trusts (REITs) are
getting a second look from investors.
And Cousins Properties, a national
developer, manager and REIT, is no
exception. Cousins’ 2002 annual report,
themed “An Uncommon View,” tells a
compelling story about the company’s
uncommon approach to real estate and
its uncommonly strong financial results.
What we did:
Concept and theme development
Design
Co-copywriting with Cousins
Photography direction
Production
Press supervision
13
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 16/44
Going strong – and for the$1 billion club. “Fewer than two dozen software
companies have achieved and
maintained annual revenues above
$1 billion,” says CEO Mark Templeton
in the Citrix Systems 2002 online
annual review. Templeton believes
Citrix has what it takes to join the
ranks of this elite group. Judging by
the company’s worldwide growth, the
signs are looking good.
14
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 17/44
What we did:
Concept development
Design
Photography direction
Production
Produced companion 10-K wrap
15
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 18/44
16
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 19/44
Potential like this doesn’t come
along every day. What we did:
Concept and theme development
Design
Photography direction
Copy-editing
Production
Press supervision
What does it take for a developmental
drug company to attract to its team
some of the leading names in the
healthcare business? AtheroGenics
knows the answer. In its 2002 annual
report, AtheroGenics shows the
strength of its revolutionary heart-
disease drug candidate by showing
the strength of the people behind it.
17
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 20/44
Taking flower power – and apartment
living – to a whole new level.
What we did:
Identity design
Stationery
Original graphicstandards manual
Produced 1993–2002annual reports
Who says apartments should be ordinary?
Developer, manager and REIT Post
Properties invented the concept
of bringing a superior living experience
to the industry in the form of outstand-
ing design and amenities – and grounds
landscaped with hundreds of brilliant
tulips. No wonder Post’s eye-catching
logo has become a symbol of excellence
in markets throughout the U.S.
18
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 21/44
19
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 22/44
20
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 23/44
Across the country, right
next door. Since 1930, rural areas and small-
to-medium-size cities have relied on
CenturyTel to deliver sophisticated
voice, data and Internet services. While
CenturyTel is the eighth-largest local
telephone provider in the United States,
it never forgets that neighborly cus-
tomer service is at the heart of its
success. This quality is celebrated in
the company’s 2002 online and print
annual reports.
What we did:
Concept and theme development
Design
Photography direction
Production
21
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 24/44
Where innovation takes flight for
the world’s aircraft.
What we did:
Concept and theme development
Design
Photography direction
Co-copywriting
Production
Produced companion 2002 onlineannual report
See that plane in the sky? Chances
are, Goodrich is on it. In fact, almost
every aircraft flying today has been
enhanced by Goodrich. The company
offers a broad range of innovative
systems, products and services that
provide nose-to-tail aerospace solu-
tions. The 2002 online annual report
confirms that Goodrich’s success
is indeed taking flight.
22
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 25/44
23
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 26/44
Metallurgical
26%
Industrial
9%
24
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 27/44
The simple fact is – this coal
company is a leader. Safety and environmental issues are
never-ending concerns for coal com-
panies – and Massey Energy is no
exception. The company’s straight-
forward 2002 annual report not only
addresses these topics head-on, butit also underscores the reasons why
Massey Energy continues to lead the
Central Appalachian region of the
United States in coal production.
What we did:
Concept and theme development
Design
Production
Press supervision
Produced companion analysts’roadshow
50% of electricity comes from coal.
INDUSTRY
In2002, Masseyshipped42.1million tonsof coal
fromits mining,processing andshipping centers
throughoutCentralAppalachia,whichaccountsfor
approximately17%of total CentralAppalachian
production.Eighty-six percent of Massey’s tons
weresolddomesticallyin2002,toover125cus-
tomersthroughouttheeastern U.S.
Utility
65%
Metallurgical
26%
Massey Salesby MarketSector
Industrial
25. 25.
ProducedTonsSold by Massey (inmillions)
2 coal-producing region in the
U.S. is Central Appalachia 1
INDUSTRY MASSEY
coal producer in
Central Appalachia
number number
Massey’sstrategyforcontinuedimprovement
isexemplifiedby three major management
initiatives: S-1 prescribessafety measures
thatgofar beyondindustrystandards; P-2
focuseson theapplicationof bestpractices
tocontinuallystriveforbetterproductivity;and
M-3is designedto continuouslymeasure
actualperformanceandreportto manage-
mentina timelymanner.
25. 25.
98 99 00 01 02
37.6 37.9
40.2
43.7
42.1
42,000,000
MASSEY
tons of coal sold byMasseyin 2002
25
of electricity comes from coal.coal-producing region in the
U.S. is Central Appalachia
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 28/44
A new look and message for a
small Southern jewel.
What we did:
Annual Report
Concept and theme development
Design
Photography direction
Copy-editing
Production
Press supervision
Web site
Co-development of informationarchitecture with Oglethorpe
Design
Based in Atlanta, Oglethorpe
University may not be as well-
known as other small, private liberal
arts institutions. But that’s about to
change. A new annual report and
Web site launched a new look and
message for this jewel of the South.
Combined with national recognition
for strong academics, Oglethorpe’s
reputation is clearly growing.
26
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 29/44
27
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 30/44
28
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 31/44
For 48 years, this company has known
the meaning of life.
What we did:
Concept and theme development
Design
Photography direction
Production
Press supervision
Produced companion 2002 onlineannual report
When it comes to delivering reliable
life insurance products to customers
in small-to-medium-size southern
U.S. cities, Cotton States Life
Insurance knows exactly what
it’s doing. Third in a series of “life’s
lessons”-themed annuals, the 2002
Cotton States annual report proves
the power of staying focused.
29
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 32/44
30
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 33/44
Historic challenges for the airline
industry continue post September 11.
And, through it all, Delta Air Lines
has proved its ability to take the
necessary steps to maintain good
cash flow and reduce expenses. The
2002 annual report, themed “Moving
Forward,” details how the company
and tireless efforts of its employees are
making this happen.
Moving forward despite
uncertainties.
What we did:
Concept development
Design
Photography direction
Production
Press supervision
31
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 34/44
Speed, efficiency and underlying strength
add up to fantastic performance. Economic slowdown? Not for Brown
& Brown, the country’s sixth-largest
independent insurance intermediary.
Record growth and earnings, an
aggressive acquisition program and
a solid infrastructure have keptcustomers and shareholders alike in
a good mood. A campy 2002 annual
report reflects Brown & Brown’s
unique culture and success.
What we did:
Co-concept developmentwith Brown & Brown
Design
Co-copywriting withBrown & Brown
Production
Produced print and onlineannual reports
32
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 35/44
33
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 36/44
34
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 37/44
New funds designated in 2002 for child abuse
prevention in Georgia: $0.00.
Approved by House and Senate
Mule StatueNew 2002 state funds appropriated for planning and constructing a tenant
farmer and mule statue at the Georgia Agricultural Exposition Authority:
$122,000.
House Bill 1297
GritsAmending the Georgia law related to state symbols, to designate
grits as the official prepared food of the State of Georgia:
Passed.
What we did:
Concept and theme development
Design
Photography direction
Production
Press supervision
Getting its point across to
state lawmakers. In 2002, for the second year in a row,
Georgia legislators failed to pass child
endangerment legislation. A three-part
2002 annual report uses shocking factsabout the legislation that did pass in
the Georgia General Assembly to make
Prevent Child Abuse Georgia’s
point that child-abuse prevention must
be everyone’s priority.
New funds designated in 2002 for child abuse
prevention in Georgia: $0.00.
92 children died in Georgia of confirmed or
suspected abuse or neglect in 2000.2
35
92 children died in Georgia of confirmed or
suspected abuse or neglect in 2000.2
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 38/44
What changes are taking place in stakeholder communica-
tions? To gain more insights, see see eye sought answers
from top professionals at Brown & Brown Insurance,
Cousins Properties, Delta Air Lines and Goodrich, as well
as from an independent communications consultant. What
did we find out? That stakeholder communications are
growing in importance, quantity and purpose. Read on.
36
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 39/44
Doug Monroe, moderator and Atlanta
freelance writer: What changes have
you made in communications because of
the economic downturn and the rash of
corporate scandals?
Lisa Borders, Senior Vice President, Cousins
Properties, Incorporated: We communicate
more frequently and are even more precise
about what we say and how we say it.
Lisa Bottle, Vice President, Corporate
Communications, Goodrich Corporation:
The scandals have given communications
more visibility at the highest level. We’re
focusing on different things with different
groups. With investors, we’re focusing on
long-term stability. With customers, we’re
focusing on the economic benefits of our
products and services. With employees,
we’re trying to focus on long-term positives.
Lisa Borders, Senior Vice President, Cousins Properties, Incorporated Doug Hudson, Director, Corporate Communications & Investor Relations,
Brown & Brown, Inc.
Doug Hudson, Director, Corporate
Communications & Investor Relations,
Brown & Brown, Inc.: We have never
until this year webcast our shareholder
meeting. This year it was automatic. We
now have a policy that we will not go to
any analyst conference that is not web-
cast. One impact of the scandals is that
the cost of our standard quarterly press
release has doubled – because of the
amount of information we’re giving out.
Gail Grimmett, Managing Director, Investor
Relations, Delta Air Lines, Inc.: Full disclo-
sure is essential in difficult times. Employees
wonder why they hear about a headcount
reduction on the radio and are not told
ahead of time. We’ve developed and
implemented a business literacy program
for employees, bringing them through vol-
untary financial classes to help them gain
understanding of the business and financial
news about Delta they read and hear.
Scott Mall, President, Mall Communications:
One thing everybody here has in common
is that their management teams realize
communications makes sense. But that
isn’t the case everywhere. There are a lot
of companies where the communications
people still don’t have a seat at the table.
Have you changed your communication
vehicles in this time of change?
Lisa Borders: The only thing we have ever
used consistently to get Cousins’ message
out is our annual report. Real estate in
Atlanta has traditionally been a relationship-
based business. Guys played golf, shook
hands, deal done. Post-Enron, the market
is demanding evidence of an ability to not
only perform, but also to garner the busi-
ness through a rigorous and competitive
process. So we are starting to use more
communications pieces.
37
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 40/44
Gail, Delta has been aggressive in the
way it uses the Internet. What else are
you doing now?
Gail Grimmett: We were one of the first
companies that actually established a Web
site for our corporate governance program,
and we use the Internet for both external
and internal communications. And about
a year and a half ago, we established a
program where twice a quarter we bring
a member of our senior management team
to New York to talk to analysts. It helps the
Street see the depth and breadth of our
management team.
Lisa Bottle: We’re recognizing that the
pieces we do have will need to work
harder. We started this year’s annual report
knowing that it wasn’t aimed just at the
investor audience. It was going to be used
throughout the year by most of our stake-
holder audience for various purposes.
Scott Mall, President,
Mall Communications
Gail Grimmett, Managing Director, Investor
Relations, Delta Air Lines, Inc.
Doug Hudson: Our annual report has been
a broad-based corporate brochure. Our sales
people carry it out as a marketing piece,
and we deliberately have designed it that
way. The annual report and our Web site
are our major vehicles for communicating.
Scott Mall: More than anything else, you
are seeing communications departments
having to justify their existence. You’ve got
declining budgets and a lot of pressure on
the bottom line. The attitude now is not,
“What have you done for me lately?” It’s,
“What have you done for me today?”
Lisa Bottle: We’re trying to educate our
own senior management as to the potential
benefits of what we do, and it’s not just
about getting the column inches. We’re
saying, “Hey, look what we can do for you.
Look at the returns we can bring.”
Lisa Borders: Many corporate titans are not
good communicators. I think the debacle
at Enron put corporate communications in
a heightened position. Now it’s incumbent
upon us to carpe diem – seize the day.
There’s this huge positive energy that can
be leveraged if we use it correctly.
Scott Mall: You have to constantly fight the
idea that this is a soft function. It’s a very
hard function, a very businesslike function.
The real bottom line with employee com-
munications is keeping them informed to
generate greater productivity. The same
thing with investor relations: You are trying
to get people to buy the stock. Things like
that can be measured.
Do communications help build confidence
in your organization?
Lisa Borders: I think so. We are fortunate in
Atlanta because Tom Cousins’ name means
a lot. But when you get beyond the South-
east, business people do not know him,
or our company, nearly as well. So I think
consistent communications will build confi-
dence, over time, beyond our home base.
Lisa Bottle, Vice President, Corporate Communications,
Goodrich Corporation
38
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 41/44
“The annual report and our Web site are our major vehicles for communicating.” “We were one of the first companies that actually established
a Web site for our corporate governance program…”
How do you do that at Goodrich, when
your employees are all over the world?
Lisa Bottle: We are about to start webcast-
ing. We also do a short weekly newsletter
that is issued electronically. We have 23,000
employees and over 100 sites all around
the world. They don’t all have computers.
Some of the facilities have kiosks. People
who don’t have kiosks will be encouraged
to download the webcasts. Our CEO,
Marshall Larsen, wants to talk more directly
to the leadership team, so we’re developing
tools for that, such as teleconferences.
Doug Hudson: The answer is, communi-
cations does build confidence. Our CEO,
J. Hyatt Brown, is a very charismatic indi-
vidual who communicates extremely well
to employees and our various publics. We
have 140 different profit centers around
the country, and he manages to visit every
single one of them in person at least once
every six months.
Gail Grimmett: With our industry in crisis,
it’s hard in terms of instilling confidence.
Our CEO, Leo Mullin, has taken on the role
of the industry spokesperson. Internally, we
try to communicate to employees so they
understand we are different from the rest
of the industry. We have 69,000 employees,
and many of them are transient. They don’t
have an office to go to. We’ve found com-
munication through our intranet site to be
very effective.
Lisa, has Cousins changed its style of
communicating to the investor based
on the increased interest in real estate
investment trusts?
Lisa Borders: We’ve just communicated
more. In our sector, a lot of analysts have
been laid off. So we’re finding that we have
to knock on the door and say, “We’re still
here, and look, we’re doing as great a job
as we’ve always done.” We have to be
proactive about it, to participate in more
conferences, to call analysts and tell our
story as opposed to just waiting for them
to call us.
Gail, what communication steps is Delta
taking to ensure investors that the
company will return to profitability?
Gail Grimmett: What investors want to hear
from us is that we understand the business
and the challenges, and that we have our
finger on the pulse of the business in order
to get to that profitability level. I think that
’03 is not going to be much better than
’02 or ’01. So there needs to be a comfort
level that we understand at least how
to get on the right path. As I work with
Corporate Communications, we are very
careful with the adjectives we use. Any
words like “strong” or “increased bookings”
could drive a reaction that we’re not quite
ready to drive.
39
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 42/44
Doug, Brown & Brown Insurance has had
one record year after another for quite
some time. What does your investor com-
munications program consist of, and has
it gone through recent changes because
of Sarbanes-Oxley?
Doug Hudson: The biggest change we’ve
made since Sarbanes-Oxley would be web-
casting our shareholder meetings. Our stock
prices have been increasing 15 percent to
20 percent a year for 10 years. Our biggest
challenge is convincing our employees
to not keep 100% of their 401(k) in our
company stock.
Scott, as you look at investor commu-
nications, what messages are getting
through in the marketplace today?
Scott Mall: It’s the same thing with an
annual meeting, annual report or quarterly
earnings. Don’t tell me what you’ve done
because I can find that out. The informa-
tion is there. Tell me what your game plan
is. What are the issues facing you, your
industry and your competitors? How are
you going to deal with them?
Gail, how is Delta communicating
with customers about so many volatile
issues today?
Gail Grimmett: We use as many different
channels of communication as we can.
We found that right after September 11,
Delta.com became a great avenue for cus-
tomers to get information. We’re finding
that people want ease and convenience;
they want control of how they’re flying.
You’ll see the whole airport experience
changing to deliver that to the customer.
You’ll see more kiosks in the airport to
help them do self-service.
Doug, when you acquire the assets of
a company, how do you communicate
with the new people?
Doug Hudson: We encourage current own-
ership of the company to tell their people
before it hits the newspaper. We make it
clear to the local business community that
we have no intentions of changing man-
agement. When we do the releases we’ll do
the national releases, and a totally separate
local release.
Lisa, at a time when the aerospace indus-
try is facing cutbacks, what are some of
the things Goodrich is doing in the area
of employee communications?
Lisa Bottle: We’re trying to get beyond
the cutbacks and focus on the long-term
positives. Most of the predictions are that
things won’t really start to improve until
’04. That’s a hard message to get out. The
upside of it is that it gives our new CEO
a chance to move into position. He’s got a
good story to tell.
Thank you for a fascinating discussion.
“I think the debacle at Enron put corporate communications in
a heightened position. Now it’s incumbent upon us to carpe
diem – seize the day.”
“Don’t tell me what you’ve done because I
can find that out … Tell me what your game
plan is.”
“We’re trying to get beyond
the cutbacks and focus on the
long-term positives.”
40
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 43/44
So, what do you want? We’d like to know.
Contact:
Don Mitchell
Vice President
www.seeseeeye.com
Photography:
Daemon BaizonCover, pages 1–7, 12, 36–40
Jason JonesPage 20
Russ SchleipmanPage 23
Deborah WhitlawPage 34
Printed by Geographics/Atlanta
Printed on Domtar Solutions,
Carrara White, Smooth, 100 lb.
Cover and Text
Muchas gracias to our models:
Cover legs (left to right)
Amy and Stewart Rose Leburn
Lawson Cox
Jeanie Flohr
Kesha Briley
Page 1
Stephen Crary (nice form!)
Page 3
Rodolfo Ruiz
Stacey Anne Avery
Page 5
Don Mitchell and a really big fish
Page 7
Mary Geneva Hyde
8/7/2019 20135 Corporate Identity CVS 2003
http://slidepdf.com/reader/full/20135-corporate-identity-cvs-2003 44/44
590 Means Street NW
Suite 201
Atlanta, Georgia 30318
www.seeseeeye.com