Product and packaging design can be one of the most impactful brand touchpoints. Here are a few recent executions I admire.
Everyone wants to be a designer! Retailers are competing with the name brands on their shelves by focusing on private-label packaging. And some of them are simply doing it better. Last year, sales of private-label food and other consumer products jumped 10% to $82.9 billion, from $75 billion in 2007. Here are a few design standouts pushing those numbers higher:
Brands are valuable assets and packaging plays a major role. Well-designed packaging can transform a product into an experience and help a consumer feel empowered, not overwhelmed, by the many choices in the marketplace. Now, more than ever, strong visual strategies separate winning brands from the competition. Here are a few principles to keep in mind:
Campbell’s soup held a special place on the American dinner table for the better part of the 20th century. But in the last few years its core soup business, which accounts for half the company’s $7.7 billion in annual revenues, has faded to 46% market share from 51% in 2007, an ever smaller part of an ever smaller food category. An ill-advised move into low-sodium formulations under Morrison’s predecessor, Doug Conant, accelerated the decline.
UK-based Black+Blum’s Eau Good water bottle embraces the centuries-old use of active charcoal to make every day tap water taste better.
Just a few months after the Nest’s introduction, it’s clear that Fadell and his new company also took another Apple lesson to heart: the constant need for tiny tweaks that are laser focused on making the user’s life easier. And also: the need to introduce big changes to the consumer slowly, over time. By looking at how Nest’s second-generation thermostat has evolved, we can see those two crucial ideals at work.
California-based company Stacked Wines offers a change from the traditional wine bottle, with four individually-sealed containers stacked on top of each other. Consumers are free from the hassle of a bottle, corkscrew or stemware, and they could be sold at venues that don’t permit glass.
Some years ago, I hosted a blind tasting beer party where everyone voted for their favorite and least favorite beers from a collection of microbrews and mainstream brands. Although there was no clear winner, there was definitely an outright loser. I was thinking about that party when I read about Coke’s decision to kill its White Coke can before the scheduled end of its holiday season run. This was primarily a story about customer confusion -- there was not enough difference between the White Coke can and the Diet Coke can and people were getting confused and buying the wrong one. But there was a side-story that some people thought that the Coke from the white can did not taste the same/as good as the Coke from the red can. Ridiculous, you might say. Not that surprising, I thought, based on my own experience from that beer-tasting party.
The days of holding up two fingers to a bartender and getting a couple of glasses filled with generic beer from a tap are long gone. Instead, today’s pub-goers select their frosty-cold beverage from a long row of branded taps and receive their suds in a glass emblazoned with the particular logo. This is not your grandfather’s glass of draught.
Anheuser-Busch InBev NV is redesigning the Budweiser can for the first time in a decade, seeking to reinvigorate sales of the storied brew. The company unveiled a new, bolder look Wednesday that makes the Budweiser "bowtie" symbol the centerpiece of the label and goes much heavier on the color red than previous versions.
It used to be that beer came in a glass, can, bottle, or keg. End of discussion. Today it seems as if the packaging gets almost as much attention as the liquid itself, if not more. Special cans turn color when the beer is cold. Some bottles are funky too, with one brand featuring a special vortex neck meant to improve taste. Don't want a keg? Try a "home draft" that fits in your fridge.
It's hard to imagine that a brand the size of Diet Pepsi spent only $500,000 on measured media in the past three years combined, but that's exactly what happened.
Taking a page from a rival's playbook, Anheuser-Busch is rolling out cold-activated Busch Light bottles.
Today, Stonyfield Farm, the organic yogurt company, is unveiling a new packaging solution: A yogurt cup made from corn. It's not the first revolution in yogurt cups, or the first packaging innovation made from corn. But Stonyfield's journey to today is a case study in sustainability, innovation, persistence, and systems thinking that I think is worth sharing.
Apple's new products have one subtle quality that no company can touch: Cohesion.
Coors, which has goosed sales over the last few years with various packaging gimmicks, is introducing a new one: Coors Light Silver Bullet Aluminum Pint. The 16 oz. product, which showcases a picture of the brand's Rocky Mountain imagery on the can when it hits the proper temperature, makes its official debut on Sept. 1. Coors will back the launch with a cause marketing pitch dubbed "Pass the Pint for Charity," benefiting the Second Harvest Food Bank of Greater new Orleans and Acadiana.
Over the last couple of years I've posted on several small but beautifully formed brands. They are premium priced brands that target a specific occasion or consumer segment, and aim to lead in this part of the market. Examples have included innocent (not so small now), Gu and Fresh Italy. Well. Time to add a new find to the list: Charlie Bigham's.
A 2009 study suggested that "green" packaging may outweigh convenience in importance to consumers. Today, it seems eco-friendly packaging is more in vogue than ever, as consumers increasingly show a preference towards companies that are environmentally conscious. Interestingly, the shoe category is one product area in which manufacturers have made strides to show their green side.
Montreal-based visualization firm FFunction has developed a concept packaging design for representing nutritional facts on consumable products. The design focuses on giving consumers at-a-glance information in a way that uncovers nutritional value (or lack of) normally obscured in text.
Puma has partnered with The Fuse Project to completely redesign the packaging for their shoes. A team spent 21 months studying different boxes and packaging schemes, searching for the most efficient, sustainable way to get shoes to consumers. They finally came to the solution of foregoing a box altogether, and instead using a special bag and a cardboard sheet.
The Dieline’s Latest Top 10 Package Designs, as voted on by Dieline readers.
With nearly 9,000 stores worldwide, more than 6,000 of them in the United States alone, serving 2.5 million donuts and 2 million cups of coffee to more than 3 million customers per day, Dunkin’ Donuts is undeniably one of the most prominent guilty pleasures in the world. I favor Starbucks coffee and de-favor eating donuts altogether (despite their awesome deliciousness) so I’m in a minority that doesn’t frequent Dunkin’ Donuts — a minority that has become even smaller since 2002, when a steaming cup of coffee was added to the Dunkin’ Donuts logo to muscle back into consumers’ consciousness that coffee wasn’t just available from Starbucks or McDonald’s. And, apparently, that change paid off as Dunkin’ Donuts is celebrating its 60th anniversary (it was founded in 1950) with a new identity that not only removes the coffee cup but also reaches back to its vintage roots for inspiration.
The Dieline’s Latest Top 10 Package Designs.
Gatorade took a huge step in the revitalization of its brand this week by revealing a new structure for its mainstream product line called the “G Series”: three functionally complementary types of drinks to meet the various relevant need states of consumers, and an alliance with GNC for the launch of “G-Series Pro” products with a similar structure for serious athletes. Gatorade’s chief marketing officer, Sarah Robb O’Hagan, shared the rationale behind the new brand architecture with financial analysts in New York. Gatorade “is a formidable franchise,” said O'Hagan, the former Nike marketing executive, who joined the PepsiCo brand nearly two years ago. “But we haven’t had the right performance the last few years.” In 2009, she said, “We started a multi-year journey to turn this brand around."
Here's a $20 bottle of soap. Functionally identical to a $3 bottle, so what's the $17 for? Let's assume the people buying it aren't stupid. What are they paying $17 for? A story. A feeling. A souvenir of a shopping expedition or perhaps just a little bit of joy in the shower every morning. Let's dissect.
Many brands still copy the codes of the market, fill the pack with multiple messages and try to appeal to everyone. Then wonder why the pack doesn't stand out. Check out these four brands of face cleanser for example. And if you have time, have a laugh at this piss-take video showing what the iPod pack design would be like if Microsoft did it.
Working at method has taught me that package design is the single most important part of your marketing plan. Founder Eric Ryan likes to say that he views cutting steel as a marketing expense. Once a consumer told me that he buys method because the package design makes him want to lick the bottles. Remarkable design, whether in the store or in the consumer’s hand, makes every other aspect of marketing possible. Zero advertising on a remarkable product trumps heavy advertising on a mediocre product.
It goes without saying that the Great Recession has been a time for companies to pull back and retrench. But the recessionary downswing has also become a remarkable opportunity for re-imagining and reinventing brands. Some marketers have been forced to rethink their brands because of competitive pressures; when things are good, it's easy to put aside the marketer's responsibility to continually re-excite its consumers (and stun gun the competition). Too many marketers leave that quest to Apple, Nike and Marc Jacobs.
The bowls are getting bigger and steamier, but the soup spoons are going away. Those are among the biggest changes Campbell Soup Co. is making in decades to the iconic labels and shelf displays of its condensed soups—the company's biggest single business, with more than $1 billion in sales. The changes—expected to be announced Wednesday—will culminate a two-year effort by Campbell to figure out how to get consumers to buy more soup. Condensed soup has been a slow-growing category in which budget-conscious consumers have little tolerance for price increases.
Looking back at some of the greatest innovations in marketing and advertising over the past 100 years, the creative brilliance of these ideas is obvious. Yet the stories behind these examples involve bold thinking, the passion to champion new ideas and a high dose of risk. Our industry's visionaries often countered research results, drove themselves beyond the great idea and defied bosses and boards to push through their plans. Let these stories inspire today's marketers, who have so many new tools at their disposal, to set aside conventional thinking and become the marketing innovators of the next 100 years.
Madecasse has a lot going for it. It's delicious chocolate. It's made in Africa (the only imported chocolate made on the continent with local beans). The guys who make it are doing good work and are nice as well. The question I asked them is, "does your packaging do its job?" I don't think the job of packaging is to please your boss. I think you must please the retailer, but most of all, attract and delight and sell to the browsing, uncommitted new customer.
Quick: Name one highly creative advertiser. Bet your first choice wasn't Kraft. The company that brought the world "My bologna has a first name" and "We helped!" for Shake and Bake is unlikely to ever go down in the ad annals next to Nike or Apple. But North America's largest food company -- about to become even larger with the addition of Cadbury -- is making strides toward updating the look and tone of its advertising while keeping it as accessible as possible for consumers.
Crystal Light is a sugar-free soluble powder manufactured by Kraft Foods since 1982. Originally offered in only five flavors, the line-up now includes twenty-eight. And as non diet sodas become more and more the face of fattening evil, flavored waters and juices have risen in popularity in the last few years. While I prefer my water on tap without any kind of powder, Kraft Food bets upwards of $40 million in advertising in the last couple of years and more this year, that other people do. And while Crystal Light is clearly targeted towards women, Kraft Foods estimates that 40% of consumers are men, yet at point of purchase, women are the overwhelming majority. This past November, Kraft Foods introduced a new look for Crystal Light with an environmental-friendly range of packaging.
Forty years ago, there were only a handful of truly "global brands" and they were made up of only the biggest corporations -- Coca-Cola, PepsiCo, Colgate-Palmolive, IBM, Shell. Then a rash of upstarts came along, such as Nike, Microsoft, Apple, and Honda, and pushed their brand reputation further than their actual sales footprint. But now that barriers to international trade have come down and the Internet has helped small and mid-sized companies compete on the global stage, building an international brand is a realistic goal for more and more businesses.
Coca-Cola Co., under fire from environmentalists for using plastic bottles, has introduced a new packaging material made partly from plants. The container has "the same weight, the same feel, the same chemistry, and functions exactly the same way" as a regular plastic bottle, a Coke spokeswoman says. Coke isn't the only beverage concern trying to reduce its carbon footprint. Rival PepsiCo Inc. has introduced a compostable bag made from plants for its SunChips snacks. But Coke is the world's biggest drink maker, and Coke Chairman and Chief Executive Muhtar Kent calls the new container, which uses material derived from sugar cane, "the first generation of the bottle of the future."
It doesn't only look beautiful, and it would make Jon Ive and Steve Jobs wet, but this naked Coca-Cola can would help save energy while reducing air and water pollution. Would it really make a difference? Let's do some math: I assume the consumption only increases through time, but let's take the daily 2007 numbers from Global INForM Cases Sales database: The total number of Coca-Cola cans sold per worldwide is 67,873,309. Diet Coke and Coke Zero sold 35,387,241, while My Coke sold 103,260,550. Yes, that's all per day.
There's constant pressure in business to make things as efficient as possible. In every project, the fat is trimmed, the edges are sanded, and the processes are streamlined. It’s how you bring scale to ideas. It’s how you improve margins over time. But far too often, the uniqueness of an idea gets lost in all the efficiency. I was reminded of this recently when evaluating a couple different bottle designs. One was incredibly unique and differentiated, but inefficient all the way through the supply chain to the retail shelf. Another was über-efficient, but, not surprisingly, too close to the rest of the category.
Walgreens chief innovation officer Colin Watts was in town this week to host a jury preview of the upcoming Product of the Year awards, an annual consumer-driven competition. This year’s entrants include packaged goods giants like Procter & Gamble, Colgate and Dr Pepper Snapple Group. Contestants are judged on the innovativeness of their packaging, design and function. Winners will be announced at a gala in February, and recipients typically tout the honor in new marketing and packaging. According to Product of the Year, the organization that gives out the awards, brands usually see a 10 to 15 percent sales lift just from incorporating the award in in-store and on-air marketing. Watts, who serves as this year’s jury chair, spoke with Brandweek about some of the new product trends among the current round of recipients, how the recession has impacted new product development, and also what the drug store chain has been up to recently.
Poor package design is costing marketers more than $2 billion in U.S. sales as consumers are accidentally reaching for copycat house brands that are meant to look like the well-known branded products. According to a new study by strategy and design agency The Brand Union, 70% of consumers said they had purchased the wrong product in a supermarket in the past year. Some 60% said they had trouble differentiating products on a store shelf due to the packaging. The most confusing categories: canned goods; cold and allergy products and hair care items. (Of the 23% of consumers who said they were confused by the canned goods category, 42% said they ended up purchasing the wrong product.)
Packaging is one of the aspects of design that we see the most, we get packaged products at home, work or wherever we go. The following are great example of well done packaging that add value to the product.
Innovation is the lifeblood of consumer product companies. It has pushed design to higher levels and resulted in making life better, more convenient, safer; it continually adds value to products. Without it, brands max out the sales potential of existing products. They risk becoming stale and passé over time. Unless innovative products are constantly in the pipeline, brands run the risk of being upstaged by competitors, as well. However, there are times when the push for constant innovation can lead consumer product companies astray. Some well-planned, well-executed ideas have been a bust in spite of, or rather because of the fact they represented some kind of innovation.
Have you ever returned home from the grocery store to find that you mistakenly purchased the wrong product because it looked similar to the one you actually wanted or needed? Do certain grocery categories tend to confuse or mislead you? These are some of the questions that inspired a research study by The Brand Union examining the cost of confusion in the grocery aisle. If you've mistakenly purchased a product, you're not alone. And, if you're a CMO, it is likely that your customers, or former customers, have purchased a competitor's product by accident. In fact, about 70% of Americans have accidentally purchased a product in the last year, and many have made a mistaken purchase more than once. So, if most people have purchased a grocery product by mistake, which brands are suffering and which are benefiting? And, how much money is being lost or gained as a result of confusing, lackluster package design?
It's no secret that the bottled water industry is headed for life support. Between rising environmental consciousness and a sagging economy, showing off your premium water label is about as socially acceptable an image as Ruth Madoff shopping at Hermés. So it's no surprise that trendspotters greeted the latest designer water bottle, a collaboration between Evian and Paul Smith, with a giant collective yawn. The collaboration strikes a remarkably different tone than past notable designer waters (Ty Nant and Lovegrove, Evian and Gaultier, Glacier and Starck).
Even as the economy begins to rebound, budget-friendly private labels continue to draw in consumers, per a new report from Information Resources, Inc. According to “IRI Times & Trends Report: Game-Changing Economy Taking Private Label to New Heights,” private label unit share has grown to 22.8 percent (up 1.2 points) in the past 12 months. Dollar share has grown 0.7 points to 17.6 percent. This is in line with a Nielsen report in August that private label sales were up 7.4 percent compared to the previous year, as well as Mintel’s recent findings that private labels saw twice the growth as branded items in 2008, largely due to the rapidly improving quality and packaging of store brands.
When it comes to yogurt I have no brand allegiance. Whatever brand happens to cross my line of vision that does not look like it will taste like creamy acid, I will grab. Granted, I don’t eat much yogurt, so I have no problem in brand continuity. Same thing with milk, whatever the house brand is at the grocery store near my home at the moment is the one I buy. For a while, in the halcyon economic times of 2007, we bought organic milk. Prior to writing this post, if you had asked me what brand of organic milk I bought I would not have been able to tell you. It was only as I was going through Stonyfield Farm’s web site that I realized the $5 gallon of milk I had been buying was Stonyfield Farms. This is not a knock on this particular brand but perhaps just my perception of the dairy category: A blurry landscape of cows, prairies and fruit drawings. Most likely, I’m not the target audience. Having said all this, Stonyfield Farm stands out from the crowd as a cow- and earth-conscious company since its modest beginning in 1979 as The Rural Education Center until 1983 when they began (pun alert!) milking their expertise and killer yogurt recipe as a consumer product. Today it is one of the most successful organic dairy product lines in the market, and it recently launched a new identity and packaging designed by Webb Scarlett deVlam.
He continued, “I think the levels of confidence people have in service brands are infinitely lower than the levels they have in product brands.” In Brand Engagement (2008), management consultant Ian Buckingham profiles unsuccessful attempts to relocate call center services to India, a practice that resulted in soaring numbers of customer complaints and extensive damage to corporate brands, not to mention India’s national brand. The author suggests that these kinds of problems could have been avoided if the employees had been engaged in activities that fulfilled their higher order needs and if they had worked for organizations that shared their values.
Absolut vodka sales are way down in the U.S., and since we represent half of the vodka's market, this is an Absolut Catastrophe. The reign of Absolut as the coolest and one of the most pricey vodkas is one of the best tales of advertising lore: Absolut took a blah product and made it cool. Now, less expensive upstarts like Skyy and Svedka have been stealing their market share, essentially by using their own tactics against them.
Never overlook the power and importance of packaging. It is the last chance for a consumer to say yes or no to your brand. You may have done an excellent job with your brand name, PR, word-of-mouth and advertising, but if that last piece of the puzzle (the package) doesn’t fit into the consumer’s mind, you are out of luck. No sale.
There's a revolution brewing. We're rethinking about the manufacture of consumer products and packaging. The first Industrial Revolution featured a burst of creativity, ingenuity and inventiveness, enabling goods to be mass-produced. The next Industrial Revolution will utilize those very assets, along with the latest technological advances. By becoming better stewards of our energy, natural resources and the environment, we can make products and packaging better than we have in the past.
Rapid commoditization of products. Jaded consumers. A tough economy that has changed customers’ spending habits. Perhaps permanently. How can a consumer product company grow, or even survive in this new paradigm? I’ve been mulling this over for a while and it seems to me that it’s time to become “disruptive.” Harvard Business School professor Clayton Christensen coined the phrase “disruptive technology” in his 1997 bestseller The Innovator’s Dilemma. The concept has been widely discussed ever since. Christensen’s argument states there are two kinds of companies: those that use sustaining technologies and those that employ disruptive ones.
When consumers make purchase decisions, they're spending anywhere from 10 to 20 seconds - according to surveys and research conducted by consumer behavior experts. Studies show that consumers ignore up to two-thirds of category products when they shop. That kind of statistic points to just how difficult it is to successfully package products. And clearly demonstrates why so many products fail at retail.
Marketing researchers of note, Forrester Research and McKinsey & Company, recently conducted studies on the nature of consumerism today. Their results are important because they point to a shift away from the classic “consumer purchasing funnel.”
Balancing the need to please brand loyalists with enticing new customers, brands often update flavors, colors, logos and packaging. Unsuccessful attempts can be jarring (consider Coca-Cola's New Coke and Tropicana's packaging flop this year), while successful efforts are lucrative.
For most of us, the shape of a 2-liter bottle is something we take for granted. For Hendrik Steckhan, head of carbonated soft-drink brands for Coca-Cola North America, the shape is a problem. Coca-Cola should not be in the same 2-liter bottle as every other brand, he said. “When you think about this, it just doesn’t make sense,” Steckhan said. Faced with a nagging decline in North American sales, Atlanta-based Coke and its bottlers are turning to packaging as a key way to set their products apart and try to generate fresh appeal.
The recent debates about the redesigned Tropicana orange juice packages that made a brief appearance on the market and disappeared after an outpouring of customer complaints brought to light again the need for caution when changing the packages of major brands.
Blame recession cuts. Pizza Hut is slicing the "pizza" from its store name on its boxes and some store signs. The fast food chain will now brand some stores as "The Hut." However, contrary to earlier reports, the iconic chain won't be changing its name, a Pizza Hut spokesman said Friday. The boxes and some store signs will say "The Hut." Others will retain the Pizza Hut name.
As if we needed any more proof that the venerable patron saint of mass consumer design, Target, attracts designers, my inbox has been jumping with designer e-mails about the new look and name of its private label brand: Up & Up. The chunky arrow logo is replacing Target’s red bulls eye in all the products in the health and beauty care category, from diapers to sunscreen lotions. As CNNMoney, one of the first to pick up the story, reports, the new design is just beginning to be rolled out and by the end of the year there will be 800 Up & Up products, which are typically priced 30% below brand names. And in this rough economic times, 30% less to pay for anything is, well, right on target.
Packaging changes, line extensions and cause marketing are just some of the ways for marketers to protect their brands from private label. These tactics and others are listed below:
Recognizing recession-weary consumers are buying more shelf stable products, Del Monte, General Mills, Kraft and others are focusing their marketing and R&D efforts on the formerly unsexy center of the supermarket.
At the upscale beauty counters run by Estée Lauder Cos., shoppers can get advice on fighting wrinkles or choosing the right shade of lipstick. Now, they will also get help finding a bargain.
Procter & Gamble knew its Swiffer brand couldn’t just be any dirt picker-upper on a stick. While the brand had revolutionized cleaning for many people, not everybody was a fan. Those who snubbed their noses at Swiffer generally weren’t attracted to the product because they perceived traditional cleaning methods to be far more superior. So, Swiffer needed to up its ante against that old standby: the mop and broom. This redesign—which was implemented in-house at P&G—was designed to draw more consumers to the product.
Not only have private label brands been gaining share for the past decade, experts say these gains are the single-biggest problem facing branded packaged goods players. House brands, once a staple of lower-income households, now enjoy roughly equal penetration among demographic segments. Improvements in quality and packaging have helped removed the stigma attached to buying a no-name product.
Walmart has taken some of their 250 billion dollars in sales and invested it in improving their own line of products. This initiative has involved extensive product and consumer testing, the introduction of new formulas and products, a staffed number for consumers’ product inquiries, the ability to rate and review their products on on their site, and of course new packaging.
At the start of the year, it all seemed to make perfect sense. PepsiCo decided that Tropicana, one of its biggest brands, was in need of a major brand overhaul. In January, the company told assembled journalists to expect an ‘historic integrated marketing campaign' and a redesign that would ‘reinforce the brand and product attributes' and ‘rejuvenate the category'. Then PepsiCo introduced its secret weapon. In swept Peter Arnell, chief executive of brand and innovation agency the Arnell Group. In a rambling speech, he described a five-month ‘journey' that had resulted in ‘dramatic' changes leading to Tropicana's packaging being ‘engineered' to ‘imply ergonomically' the ‘notion of squeezing'.
Fosters in Australia teamed up with the Taboo Group to create a beer based on the tastes of thousands of creative minds (and their tongues). Nelson beer has been brewed in Melbourne and is the product of user feedback. They held gatherings and parties and then gathered feedback from almost a thousand “creative types” regarding the look, taste, and possible names for the beer.
Tropicana's rebranding debacle did more than create a customer-relations fiasco. It hit the brand in the wallet.
So, do you fancy yourself as an expert on branding? You should have no problem with the following question, then. What's the biggest fast moving consumer goods (FMCG) brand in America?
Martin Lindstrom's Buyology brain scanning project monitors a shopper named Kelly as she goes about her regular supermarket visit. As chronicled in Lindstrom's book of the same name, the Buyology project has monitored the brain activities of thousands of consumers as they've been exposed to various aspects of commercial messaging. In this instance, he reports how Kelly reacts to the crispness and cleanliness of the packaging of products on the shelf.
Wal-Mart Stores Inc. is expanding its private-label line of food and household cleaners to take advantage of recession-pinched consumers' increasing desire to buy cheaper store brands rather than more expensive brand-name products.
It’s a revamp-gone-wrong tale that has already secured its place in the annals of packaging: PepsiCo retains Arnell Group to redesign its Tropicana Pure Premium orange juice cartons as part of its new ad campaign. Said cartons make their aisle debut in January, minus the familiar straw-punctured orange and sporting a modernized depiction of—well, fresh-squeezed juice. Consumers revolt and demand the old packaging back. Two months and a reported US$ 35 million later, PepsiCo reverts back to the original Tropicana packaging, straw between its legs (and back on the carton).
Forget about your sluggish digestive system and/or your borderline cholesterol problems. Instead, let's go back, back, back to a time when we innocently ate sugarcoated fluorescent cereals at the breakfast table and "read" the boxes even before we knew how to identify the alphabet. They're as reassuring as footie pajamas, these retro cereal boxes that General Mills has re-created and distributed through Target. What a smart marketing move and a genius way to redefine comfort food at a tough economic time -- by providing comfort kitchen art!
The trends toward providing greater transparency in food and beverage labeling and making a product's origin background a marketing asset are gaining even greater momentum as a result of peanut product recalls and other recent scares, according to Margaret Kime, director of innovation with brand-building consultancy Fletcher Knight.
If food can be comforting, how about packaging? With consumers embracing old-world classics such as casserole, some marketers are trying to get on the bandwagon by trotting out some old-school style.
Tropicana spent $35 million learning that their customer evangelists matter.
The Knorr brand has had a hard time of late, as it is associated with dry packet soup and sauces, out of line with the trends to fresher food. However, investment in core product innovation, linked with a clever creative campaign, looks to be paying off with improved brand and business results.
Pepsico's Tropicana brand is junking the new orange juice package design it only just launched weeks ago. The beverage marketer is switching back to its old design whose centerpiece is an orange skewered by a drinking straw. In this video recorded at a press conference five weeks ago, Arnell Group CEO Peter Arnell vigorously defends his agency's carton design that has now been withdrawn from the market. <div style="padding: 0px 0px 0px 0px;"> <a href="http://adage.com/video"><img src="/images/random/video_alladage417bar.jpg" width="417" height="40" border="0" /></a> </div>
It took 24 years, but PepsiCo now has its own version of New Coke. The PepsiCo Americas Beverages division of PepsiCo is bowing to public demand and scrapping the changes made to a flagship product, Tropicana Pure Premium orange juice. Redesigned packaging that was introduced in early January is being discontinued, executives plan to announce on Monday, and the previous version will be brought back in the next month.
Whether you pronounce “tomato” as to-MAY-to or to-MAH-to, the H. J. Heinz Company is giving consumers something to talk about by redesigning the label of its classic ketchup bottle to play up the main ingredient inside.
Oh, the ’80s. For Finesse, it was a decade of big hair and equally big sales for then-parent company Unilever. But the bargain brand’s taken a bit of a beating since its heyday, and 2008 was time to contemporize with a redesign that could double as a way to slash costly printing bills.
When General Mills' Wheaties cereal brand formally unveiled its latest box design featuring a likeness of NBA Hall of Famer Willis Reed at an event at New York's NBA store on Wednesday, none other than the former Knicks player himself stepped up to pull the wraps from a mockup of the box.
Kellogg Co. is testing a "space-saving" cereal-box design that it predicts will redefine the cereal aisle. The new box, which is being tested in Detroit, represents the package-foods company's biggest box tweak since the 1950s. According to Kellogg, consumers and retailers want to save room in pantries and on store shelves.
PepsiCo is among the first that will provide consumers with an absolute number for a product’s carbon footprint, which many expect to be a trend. The information will be posted on Tropicana’s Web site. The company has not yet decided if it will eventually put it on the package.
PepsiCo, which has given face-lifts to many of its beverage products, is now attempting to up Gatorade's game with new packaging and renamed line extensions.
McDonald's is rolling out new designs for its food packaging aimed at fortifying the brand and staying ahead of obesity concerns.