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  About the author  
   
 

Chuck Green operates Logic Arts Corporation, located in Glen Allen, a suburb of Richmond, Virginia

He is first and foremost a designer — secondarily an author. He started out at WTTG-TV in Washington, D.C., designing the graphics they put behind the newscasters. Today, he stays busy producing work for clients and writing for various publishers and publications.

Chuck also runs Ideabook.com which grew out of a book he wrote for Random House — The Desktop Publisher's Idea Book. It has grown into a fairly well traveled space for designers, advanced to beginner, who are interested in seeing how someone else does it. You'll find lots of design and marketing how-to, plenty of project ideas and tips, plus a carefully researched collection of design-oriented links and resources.

URLS: www.ideabook.com
www.jumpola.com

Email:
Chuck

  
   
 
The Design Constitution
What is your understanding of the dynamics of the Client/Creative relationship? I've heard lots of opinions and countless complaints, but in all my wanderings, I have yet to find a good, non-legalese consensus of...
Use personal notes to build relationships
When was the last time you received a personal note from a colleague or a client? A handwritten message that expressed a feeling or a thought composed for you alone? If you're like me they are few and far between. I for one will not soon forget the CEO of a multi-billion dollar corporation who took the time to send a note of congratulations after a positive story about my business in the local press.
About Writing
Anyone who has written a book will tell you writing a book for a major publisher opens doors. It does. Not doors that couldn't be unlocked any other way, but doors that open faster and wider. The simple fact that you got something published in such a highly competitive market proves, if nothing else, that you are tenacious.

Integrated Branding: Creating a unified look for your organization with everything you do.
"Branding" is one of those issues we picture the marketing VPs of Intel or Kraft Foods worrying about - hardly something for us to concern ourselves with. It's easy, after all, to appreciate the value of a brand like Coca-Cola, but near impossible to see how the same principles apply to an organization with an advertising budget something less than 30 million dollars.

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