Photography

Corbis All Day, Every Day

By Delphine Hirasuna | February 2, 2011September 4, 2014

Corbis doesn’t lack for products. With more than 100 million rights-managed photographs and illustrations and royalty-free images, Corbis continually faces the challenge of communicating the depth, breadth, diversity and quality of its vast collection and getting designers, art directors, publishers, editors and filmmakers to think of Corbis as their one-stop source for all stock image needs every single day.

That design brief quickly suggested to Studio Hinrichs the idea of creating a day-at-a-time calendar, featuring an event that happened that specific day in history and an image that tied the story together. This approach would allow Corbis to showcase the range of its many collections – celebrities, sports, fine art, science, architecture, cultural, outer space, historical, etc. –and give recipients a fascinating factoid for the day. What’s more, it addressed Corbis’ desire to make this program accessible across multiple platforms and to provide something that would be appreciated by everyone from top-level newspaper editors to wannabe designers still in school.

Brand Logos

Gap Climbs Back into the Box

By Delphine Hirasuna | October 14, 2010September 4, 2014

In case you missed the 9,000 or so listings on Google, here’s the story: On October 6, Gap unceremoniously unveiled a new logo on its website, jettisoning the familiar “white Gap in a blue box” logo it had been using for the past 20+ years. The outrage on the social media was immediate and almost universally negative. Among the thousands of comments posted online, some of the less terrible remarks were that the design was banal and probably done using Power Point – it got worse from there. One week later, Gap announced that it was yanking the new logo and returning to its old one because it realized the “passion” that consumers felt toward the old brand. This in itself seemed strange since most rebranding programs are months in the making, cost hundreds of thousands of dollars to execute, and involve dozens of corporate managers, departments and outside suppliers. What made Gap cave in to public pressure in less than seven days, rather than consider that the “shock of the new” always causes some discomfort? Why not wait to see if the furor dies down in a few weeks or months?