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Rethinking operations from the back end forward

Packaging is a multidisciplinary profession that must consider many stakeholders in making the critical calls that produce successful packaging.

The new Cutex packaging presents a unified brand proposition appropriate for the category. The label was die-cut in the same swan shape and updated with a modernized logo, softer graphics, and a lighter pastel color palette.
The new Cutex packaging presents a unified brand proposition appropriate for the category. The label was die-cut in the same swan shape and updated with a modernized logo, softer graphics, and a lighter pastel color palette.

However, many packaging professionals are frustrated with the “silo” corporate structure that separates operations from finance, marketing from engineering, and production from design.

Too often, this results in inefficient package development because each department is in a push-and-pull contest with every other department, and the fundamentals get lost in the mix. Forgotten are many simple common sense practices, such as: First, you have to be aware of what is possible!

Of course, anything is possible. It comes down to what you’re willing to pay for, or what is reasonable to hope for. Consult these strategies to help you manage reasonable expectations and more successful packaging operations.

1. Understand the problem. It’s curious that companies’ silos—which all intersect in the packaging function—are the exact opposite of the psychology of consumer choice. Consumers make holistic purchase decisions. They don’t independently evaluate discrete aspects. So while silos may be an effective “divide and conquer” method for production activities, they’re often ineffectual when it comes to generating holistic value propositions. Breakthrough value is to be found in the cohesion between attributes and disciplines. Ideally, product and package should be developed in concert with each other.

2. Remember the primary goal: Deliver the product safely. This effort should always be a blend of engineering, production, regulatory, and marketing departments. Engineering makes sure the packaging does its job, production makes sure it can be produced, regulatory makes sure it’s safe and has all the right information, and marketing identifies the key benefits. Each department should strive to gain more knowledge of the others for more efficient communications and for adaptability to changes. And don’t let unreasonable expectations cloud reality and judgment. Package development is a process that should never be rushed. Know what you need to achieve, but expect many questions and refinements along the way.

3. Assemble a cross-functional team. Essential team members include leaders from these departments: branding, marketing, sales, package design, innovation, engineering, procurement, and operations. Engage any outside design agencies or key suppliers early. Input from a packaging performance technician, quality assurance, or materials purchasing is also very advisable. Another key player could be a research analyst who can assist in determining package requirements during the creative process. And here’s a not-so-novel idea: Put these individuals in a single office location, or very near each other, physically.

4. Assign a leader. Designate a leader for the project; someone who wants the job and knows what it takes to get the job done and yet is open to suggestions. And let that person stick his or her nose into everything, and frequently. Give the development team a brand identity and unify them with a common purpose or goal. Consistent leadership should span the project from end-to-end to ensure continuity of vision and execution. “Hand-offs” can cause disruption and dilute the design intent. Create clear objectives and clear milestones. Boost morale with incentives such as awards, recognition, or speaking engagements.

5. Update team members frequently. Remove communication barriers so everyone can understand challenges that arise. Brand team meetings are essential. At the first kickoff meeting, hash everything out as thoroughly as possible. Get it all “on the table,” brainstorm, and involve all the stakeholders. Before even putting pen to paper or pointer to design file, ask these questions: Can you run it on the production line? Can you label it? Can you get all the information you need on it? Create and monitor frequent status reports that also share information about what is working and what isn’t—and whether you can still achieve the targeted ship date.

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