The client is experiencing significant growth through new store openings, expansion of its private-label in-house brands, and the introduction of several new product categories. Elevated levels of seasonal new items require specific packaging to support the company’s branding and growth strategies. The packaging generates a common brand visual and drives sales by highlighting product value to customers on a largely self-service sales floor.
Supported by a small internal team, each new packaging project involved highly manual templates and spreadsheets from initial concept design through final production. The packaging team often struggled to identify new packaging projects early enough to follow required development deadlines. They regularly faced late and incorrect packaging information, product-related data, and packaging design submissions from the internal merchandising team as well as their vendor partners.
Further, the client’s new merchandising organization was unaware of the criticality of their role in the process, the process itself, and the role packaging plays in the shopping experience. The client recognized that the long-term viability of their existing packaging processes, roles, and toolset severely hampered their growth and branding objectives.