Top trends for 2014





The new year presents opportunities for packaging, if you know where to focus. Hear where leading packaging executives will direct their efforts.

Lisa McTigue Pierce, Executive Editor — Packaging Digest, 1/16/2014 4:40:05 PM

Meet the new trends; same as the old trends—but with some twists and nuances.

Packaging Digest tapped into the mind trust of our editorial advisory board to discover what trends some of them see that will have the most impact on their packaging decisions in the coming year (see “Our expert panelists” below). 

Hear what they have to say about sustainability, collaboration, cost savings, competition, health and wellness, authenticity, differentiation and communicating to the consumer.


Our expert panelists
• Oliver Campbell, Director, Worldwide Procurement, Packaging & Packaging Engineering, Dell

• Kim Carswell, Group Manager, Owned Brands Packaging, Target

• Joe Hotchkiss, Director, Michigan State University, School of Packaging and Center for Packaging Innovation and Sustainability

• Joe Keller, Section Head, Packaging Development, Global Packaging Sustainability, The Procter & Gamble Co.

• Peter Macauley, Director, Global Packaging & Sustainability, Abbott Laboratories

• Michael Okoroafor, VP-Packaging R&D/Innovation, H.J. Heinz

• Ron Sasine, Senior Director of Packaging, Private Brands, Wal-Mart



Dell straw pulp boxDell’s new wheat straw packaging is an example of innovating by improving packaging performance at a lower cost while advancing sustainable initiatives.


Packaging Digest: What market trends are you seeing and how are they impacting packaging?

Campbell: In the tech industry, we see more demand for sustainable or green packaging among our customers. Ernst & Young has a recent statistic that the largest category of shareholder proxy activity is for sustainability, at 38 percent, and that is up about three times from several years ago. I’d say that’s a market trend around sustainability—as well as a societal trend that we see in government regulation from Australian packaging regulations and Canada take-backs. 

The trend in sustainable packaging is being backed up by investment in research and new factories. The industry is walking the talk. It makes me feel good about the future.

Continued supply chain efficiency is another trend within Dell. For packaging, it’s is how can we get smaller packages while maintaining quality and providing a better customer experience.

One final trend is the programs being structured around 2020 initiatives. Dell just launched our Legacy of Good Initiative. We have 20 different 2020 goals focused on the environment, communities, and people. Our zero waste packaging for 2020 is among those. What that means is all Dell packaging by 2020 will be either recyclable or compostable, plus it has to be sustainably sourced.


Keller: I’m in hair care now at Procter & Gamble. It’s a fairly fast-paced category. We’re seeing a lot more competition on every level in our businesses. So we’re continuing to look at how to use packaging to differentiate our products—whether that’s through more sustainable packing options or decoration techniques, those types of things.


Where’s the additional competition coming from? Is it local or global? What are the drivers?

Keller: The competition is more new start-up brands. They wouldn’t necessarily be global, but sometimes they are. Even local, small brands are trying to offer something new to the consumer. 

As P&G, we need to continue to show why we are different, what do we bring to the consumer—and packaging obviously is a key driver in that because it’s right there at the shelf.


So you need to show the value proposition of your products. How is that going to translate on the packaging side?

Keller: Our advertising channels have changed vs where they were 10, 15, 20 years ago. That will drive more importance on making sure we stand out on the shelf. It helps to communicate the quality proposition we have to the consumer. It’s pushing us to rely more on the packaging to do that.

The need to differentiate still drives a lot of packaging projects. Mike, Heinz recently came out with a new plastic bottle to better differentiate on the shelf. What can you tell us about it?

Okoroafor: The consumer motivation for redesigning our bottle was twofold: to differentiate and to provide better ergonomics. 

Since Heinz came up with upside-down bottle, everybody has copied us. So when you look at the store shelf for ketchup bottles, they look the same. Packaging should be your biggest media. If everybody looks like you, there’s no differentiation. 

We wanted to design a plastic bottle that would maintain the iconic impression of the Heinz glass bottle, but offer better differentiation on the shelf. The new bottle is called the thunderbolt design, like the Thunderbird car that Ford came up with. 

We also wanted to design a bottle that everybody can hold and squeeze without any difficulty. The new ergonomic design allowed us to reduce the weight of the bottle without sacrificing the strength. In a compression test, the top load is actually slightly better than the original one because of this smart design.

When it comes to packaging design development, while we address emerging markets outside of this country, we also have to address emerging channels in this country. People who immigrate to the U.S. become an emerging channel. Near Lancaster, PA, one of the biggest restaurants is a Peruvian restaurant. Why is that? A lot of Latino people from Peru are in that area. Which means we have to think about how we’ll deliver the food or the beverage-and your delivery vehicle is your package.


What is the implication for packaging because of emerging channels? Is it using a structure that they’re familiar with? Is it graphics? Is it all that?

Okoroafor: It is all of that. But the point you make about structure is critical because that way you can make it more affordable. For instance, I can offer you ketchup in a plastic bottle or, same quality, in a pouch. In the emerging market, like Brazil, they love the pouch. So for them, it doesn’t mean less quality. As long as your shelf life is the same and we try to do that through science.

But you also have to think about merchandising. Your package has to do more than just to protect. That merchandising means that you have to come up with winning graphics.


Carswell: From a retailer perspective, health and wellness is definitely a trend. And when it comes to packaging, we are continuing to push the envelope in a sustainability space more. We expect to keep doing that because the consumers in the store are looking for that more than they were five, 10 years ago—and will probably look even more for it in the future.
The things that we’ve done in the past that we know are good for the environment—like less packaging, make it more recyclable, make it recycled content-are understood by consumers. The things they might start to understand are use of renewable materials and other second-tier improvements to the package design.


Okoroafor: Sustainability is here to stay. Obviously, people don’t want to be asked to pay for sustainability, but it is your key to the consumer’s door. Without that, you’re not entering.


Sasine: Where we’re really making a good deal of progress is linking our sustainability efforts farther up into our supply chain. We began eight years ago with a great deal of effort around sustainable packaging and made some large commitments and were able to deliver on those earlier this year. (See

What we’ve found is we can make similar progress with suppliers of all the products we sell and not just in packaging-by putting out some tools that people can use, particularly our buyers as they make decisions about products. Our sustainability index is now rolled out across all of our categories and buyers are using it as they analyze products. 

It’s had an interesting impact on us in packaging. It’s creating additional visibility into cost and—by packing and shipping more efficiently—how we can drive costs and continue to maintain that sort of customer-focused cost reduction that Wal-Mart is famous for. For us, sustainability has always been an objective and we’ve always strived to connect sustainability to our ability to deliver everyday low prices. We’re starting to see that come to fruition in a lot more of our categories in a very meaningful way. It’s been an opportunity to do the right thing and cut our costs at the same time.


Macauley: I would echo a lot of the same items when we talk about sustainability, but I will take a different tact and talk more about healthcare. Think pharma, think med devices, think nutrition. 

Healthcare hasn’t had the same kind of sustainability pressure points as the CPG brands. It’s starting to get a much better awareness and push. We’re seeing sustainability drive more design efforts. A lot of that can simply be, within a hospital setting, how do we increase our ability to recycle? 

From a packaging designer’s point of view, we are starting to look at how we can help our customers separate the packaging for reuse or for recyclability. 

A second trend we’ve had for a while is an increased amount of collaboration. Ron pointed to it, as well—going upstream. We are clearly working better across our overall value chain and generating more aligned sustainability metrics, which is still a missing link.


Hotchkiss: One of the emerging issues you’re going to hear more about is the role of packaging in food waste. The issue of how much of a product doesn’t get sold for whatever reason is becoming a day-to-day driver.

I use the analogy that packaging is like bridge building. Anybody can design a bridge that absolutely guaranteed will not collapse. The problem is that no one could afford to use it. A good bridge builder builds a bridge that just barely doesn’t collapse. That’s the optimum. And that’s the same thing in packaging, getting the right amount of barrier so the product shelf life is just right.


Okoroafor: One of the biggest trends we see is…You have to design for affordability. But affordability doesn’t mean cheap. You have to make sure your packaging is affordable for these consumer demographics: the struggling, the middle class and the affluent. 

It means you have to rethink how you innovate. You have to innovate for growth and productivity so you can make your product available at the lowest possible cost while you still make your margins.


Macauley: As we strive for new innovation, there’s sometimes going to be a cost impact. Do consumers understand that?

A missing link is, where is new technology in terms of its lifecycle to provide new solutions? Take biopolymers, for example. Biopolymers have been discussed and are rolling out, but are they at the level where we feel they should be today vs what we thought they were going to be five years ago? To provide those sustainability solutions—if it’s not a reduction; if it’s more renewable type materials—there’s sometimes going to be a cost impact. Can we pass that on to our consumers or not? The feedback so far is “not.” 

Keller: There is more pressure to drive costs out of the system and be especially conscious of capital and making that stretch as far as it can. We only have certain amounts of money. Sometimes we’re going to choose to put it towards packaging or capital and sometimes we’re going to choose to put it in other places. I haven’t seen any major shifts from what I’m seeing on costs other than just the increase in focus on it.


Campbell: At Dell, we’re focused on cost reduction primarily through innovation. As a tech company, innovation is part of our DNA and we tap into the resident brainpower in the company to come up with smarter solutions. The use of the term cost reduction is almost a disservice because if you look at innovation through the lens of value creation, you get to different points. Can you do the same thing at lower cost or can you do something better at lower cost, which is an improvement in value for our customers? A great example of where we’re doing something at lower cost but better performance is our new wheat straw packaging. Our supplier just dedicated a $50 million plant in China [in October 2013]. Yes, investments are being made where they’re smart and yield better customer value.


Keller: One of the things we’re looking for, too, is what we consider “platform” ways to reduce costs. What we look for from suppliers is, how can we leverage technology across our different products and not just in one specific area? That’s something we always look to leverage given the focus on resources with our company and trying to be more efficient with not only our money, but our people.


Carswell: If you can share your strategic views early to inform and influence your supply chain partner’s direction in their capital investment, it’s huge. Maybe certain projects could advance or other ones could be quickly killed. That helps with the cost equation vs thinking it’s about the pennies on the unit you’re talking about.


Campbell: That’s a good point. We tied our wheat straw back into a social trend in China. This is what’s made it so compelling. A lot of the air pollution in China is from burning of agricultural waste, such as rice and wheat straw. Now we’re creating an application which creates a market for what was formerly waste. When you do those types of things, and it saves money, it becomes much easier to justify the capital investments.


Sasine: One of the things Wal-Mart has been spending a good deal of time looking at over the past few months is the revitalization of American manufacturing. As the market for manufactured products and consumer opportunities grows in the U.S., there’s also going to be an upstream demand for packaging, components and other materials that go into providing that finished product. A good deal of capital investment opportunity will be tied to that. 

It’s encouraging more local supply for product as manufacturing comes back into some of our communities. Lots of towns were known for what they made. That sort of community-centered manufacturing is set for a rebound in the U.S. That ties back into cost. Clearly the cost of transportation is a critical part of what’s eventually paid at the checkout by consumers. The cost of labor in many of these markets around the world is also a part of that component. When all of the pieces get added together, we’re seeing that local manufacturing in many parts across the U.S. is becoming more competitive. That makes it an important time to consider packaging reinvestment.


Hotchkiss: Cost reduction is always a driver. But people are looking at it much broader because it’s not just the cost of the primary container that you’ve got to focus on. You’ve got to focus on logistics, supply chain, all of the costs that go with distributing products. You’ve got to focus on costs in terms of product loss. You’ve got to focus on costs of your consumers. If you put a cheaper package out there but it drives 10 percent of your consumers away, you haven’t done the company any good at all.


Okoroafor: [Going back to trends,] an emerging trend I see is consumer interactivity—using mobile devices to communicate with the consumer. 

That interactivity encompasses everything from personalization to communicating directly, one-on-one with the consumer. And packaging becomes your trigger for that virtual communication. 

Look at the emergence of NFC, near field communication. You could be walking down the ketchup aisle and a package would tell you “I’m now zero calorie” or “Please buy me. I’m on sale.” The packaging is triggering it because of printed electronics. Goods can interact with mobile devices. I see this trend going into the future for a long time. Watch out for printed electronics.


Do you think printed electronics is going to be done at the supplier level, or do you see it as something that brand owners are going to do online, on the fly, to get additional levels of personalization?

Okoroafor: The initial idea of going into printed electronics was so people can deliver it online quick, easy, low cost. Ultimately, I think brand owners will be doing it. Because I want to be able to do personalization as fast as my current mass production. And that is a reality with printed electronics. It’ll be just like printing with your inkjet printer.







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Summary version of recycling design guides unveiled





Posted by Rick Lingle, Technical Editor — Packaging Digest, 8/26/2013 4:08:50 PM


APR guideThe Association of Postconsumer Plastic Recyclers, the leading trade organization representing the plastics recycling industry in North America, has published an executive summary version of their recyclability design guides for packaging and containers.


Steve Alexander, APR’s executive director, stated that while the organization has published its Design
Guides for the past 14 years, recently many non-technical audiences, consumer product companies, marketing and brand managers, as well as packaging design experts have expressed the need for a quick reference summary version of the guidelines.


“As one of its core missions, APR has always sought to provide packaging designers with specific information to allow for informed decisions,” says Alexander. For the past 14 years, the APR Recyclability Guidelines, which are based on actual industry experience, have provided that guidance to industry. These guidelines describe how a package design might impact conventional mechanical plastics recycling systems, be improved to avoid recycling problems, and be optimized to make plastic packages more compatible with current recycling systems.


P&G: Focus is on the most common items


Steve Sikra, Procter & Gamble’s global leader for packaging material science & technology, and a member of the APR board of directors, adds that “the APR Design for Recyclability Guidelines Executive Summary has been prepared by the APR as a quick reference tool for package designers, engineers, brand managers, and decision makers. It is focused on the most commonly reclaimed post-consumer packaging items: PET, polyethylene, and polypropylene bottles and containers. It contains key points to consider from the APR Design for Recyclability Guidelines.”


Alexander points out that the summary version of the guidelines will help to provide a broader audience with an understanding of how the technical aspects of container and packaging design will have an impact on the ability of the package or product to be recycled. “Recyclers tend to be the last to know about the impact of a new product or package design on the ability of the package to be recycled. Hopefully, this summary will help a broader audience consider the downstream implications of the recyclability of a package during the conceptual development stage.”


APR will present a web seminar Thursday, September 19th at 1:00 pm EST explaining how to utilize this valuable tool to aid in the design process when considering the recyclability of a bottle or container. Please visit to register for this informative webinar.

Please visit to download a copy of the Executive Summary as well as the full version of the Design guideline.


Source: The Association of Postconsumer Plastic Recyclers (APR)







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CPGs Make the Most of a Great Situation

The Innovation Discovery initiative, which provides benefits to companies registering large buying groups at PACK EXPO Las Vegas (Sept. 23–25, 2013; Las Vegas Convention Center), is attracting the largest group of participating companies to PACK EXPO Las Vegas to date.

PACK EXPO Las Vegas is owned and produced by PMMI, The Association for Packaging and Processing Technologies. PMMI president & CEO Charles D. Yuska says the success of the program has as much to do with PACK EXPO Las Vegas 2013 as it does with the benefits that go along with Innovation Discovery.

“Buying teams at PACK EXPO often take a ‘divide-and-conquer’ approach, sending out subgroups that investigate specific solutions. Innovation Discovery helps them maximize that approach with benefits that include help arranging meetings with exhibitors,” says Yuska.

Other key Innovation Discovery benefits include custom trends presentations delivered by PMMI experts and a meeting room on site. This year’s participating CPGs include food and personal products manufacturers:

o          Abbott Laboratories

o          Campbell Soup

o          ConAgra Foods, Inc.

o          Del Monte Foods

o          General Mills

o          H.J. Heinz

o          Hormel Foods

o          Mars Petcare USA

o          Nestle USA – N.A. Procurement

o          PepsiCo (Frito Lay)

o          PepsiCo Beverages Chicago

o          Procter & Gamble

o          Rich Products

“PMMI’s mission charges us with convening the packaging and processing supply chain — bringing everyone together to advance their businesses. The Innovation Discovery program is an outgrowth of that mission,” says Yuska.

PACK EXPO is the most comprehensive resource for packaging and processing innovation in North America this year. Nearly 1,750 processing and packaging solutions providers will be on hand in the over 700,000 net square feet, contributing to what will be the largest PACK EXPO Las Vegas ever. To register for PACK EXPO Las Vegas 2013, visit Discounted registration rates of $30 per person apply until September 9, 2013; costs increase to $60 per person after that date and on-site.

About PMMI
PMMI, the Association for Packaging and Processing Technologies, is a trade association representing over 600 packaging and processing supply chain companies that provide a full range of packaging and processing machinery, materials, components and containers. PMMI actively brings buyers and sellers together through programs and events such as The PACK EXPO family of trade shows,, PMT Magazine, PACK EXPO Show Daily, networking events and educational programs.

PMMI organizes the PACK EXPO trade shows: PACK EXPO International, PACK EXPO Las Vegas, PACK EXPO East, EXPO PACK Mexico and EXPO PACK Guadalajara, connecting participants in the packaging and processing supply chain with their customers around the world. Coming Up: ; PACK EXPO Las Vegas 2013 , Sept. 23–25, 2013 (Las Vegas Convention Center); EXPO PACK México 2014 , June 17-20, 2014 (Mexico City, Mexico); PACK EXPO International 2014, Nov. 2-5, 2014 (McCormick Place, Chicago); Pharma EXPO, co-located with PACK EXPO International 2014, presented jointly with the International Society for Pharmaceutical Engineering (ISPE); PACK EXPO East, debuting Feb. 2–4, 2015 (Pennsylvania Convention Center, Philadelphia); EXPO PACK Guadalajara 2015, March 18-20, 2015 (Guadalajara, Jalisco, Mexico).

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Brand Makers: Philip J. Duncan

Philip J. Duncan
Global design officer at Procter & Gamble

How strongly should a brand weigh an agency’s client list?
It depends on what the problem is and what you are trying to solve. Sometimes industry expertise is critical, sometimes a particular aesthetic is most important, other times it is a particular approach.

What’s the worst pitch you’ve ever received from a design firm?
We have seen it all! There’s been misallocation of time with an agency coming in with enough material for three hours when there’s a one-hour presentation time; missing the crux of the brief so much that the whole room knows it within the first 10 minutes of the presentation; presenting ideas and case studies that are 10 years old; showing up 15 minutes late and not having the right equipment or the ability to project the presentation; and even an agency team presenting together when it is obvious they have never actually met before. The worst is misspelling the brand or our company name. We often get “Procter” spelled with an “o” instead of an “e,” and that can be a real credibility buster.

What are the top three criteria you use to select graphic and structural design firms?
Our capability assessment tool actually looks at more than 20 different criteria, but the top include:

1 Quality of the creative

2 Ability to scale/meet needs of a global business

3 Collaboration/partnership

Where are the best ways to discover design agencies—recommendations, media, Internet search, directories, associations, incoming pitches, etc.?
All of the above! If I had to choose, I would say recommendations, associations, and by looking at winning design in market.

What are the top three characteristics of great design firms, both graphic and structural?

1          Culture fit with P&G.

2          A strong, accomplished, diverse talent pool with proven collaboration skills, that is able to solve for complex systems/brands and produce a great aesthetic that fits with our brands.

3          Ability to demonstrate understanding of how design will look at the first moment of truth—when consumers decide to purchase our brands. This is typically in-store but design firms need to understand how the design will look across all touch-points—including online.

Can you describe your dream design agency?
A perfect blend of creative, strategy, innovation, collaboration, value, diversity, and globally in touch (but doesn’t have to be in every market) that pushes our thinking of what is possible—in the right way. It also would really know how to create an experience and connect emotionally with the consumer.

How do you screen agencies to make sure that they won’t commit these pet peeves?
It is difficult, if not impossible, to screen for all the pet peeves. Sometimes we will do capability assessments and then smaller tests work, but invariably, we learn as we go. We see our agency relationships as partnerships for the long term, so we work on the relationship. Our agencies are valued partners. We believe that when we succeed our agencies succeed, as well.

What are your pet peeves?

1          Absence of a strong design conviction and point of view—an agency that is only there to try and please the client instead of advocating for its design point of view.

2          A lack of understanding of business realities including inability to control spending—especially charging for work that is not commensurate with the output.

3          Not understanding that creativity and strategy go hand-in-hand.

4          Bait and switch on a pitch—bringing in the dream team for a pitch and then assigning us a totally different team for an ongoing basis.

5          Overspending by an agency on a pitch.

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PantoneLIVE Puts P&G Iconic Brand Colors in the Cloud

X-Rite, Incorporated and Pantone LLC, today announced that Procter & Gamble, the company behind consumer brands including Gillette, Tide and Pampers, has implemented PantoneLIVE, a cloud-based color service, to improve operational efficiency in packaging execution. With color so critically tied to brand equity, maintaining color consistency on product packaging is essential for brand recognition and ensuring consumer confidence and delight.

“PantoneLIVE is an efficient, effective and seamless technology that saves time and money, and helps ensure design intent makes it to shelf, whether we are creating a new Charmin package design, proofing an Olay label, mixing ink for Tide packaging or assessing the quality of Gillette packaging on press,” said Phil Duncan, global design officer at P&G. “PantoneLIVE is an excellent solution for simplifying how we access digital color palettes for design, proofing and print.  When fully implemented, the productivity benefits will be significant – both internally for P&G and for our suppliers.”

To facilitate color standardization across all materials in the production process, P&G now has the ability to upload proprietary color palettes onto PantoneLIVE’s secure, cloud-based portal, which suppliers can instantly access from around the world. This centralized color communication process helps minimize color revisions and reduce approval times, creating go-to-market efficiencies and, ultimately, lower development costs.

“With supply chains located around the world, it is extremely difficult for large corporations to maintain universal color consistency,” explained Dr. Sonia Megert, vice president of the Pantone Digital Business unit at X-Rite/Pantone. “The PantoneLIVE system is ideal for an innovative, global corporation like P&G because it provides a centralized online repository for managing, controlling and accessing official brand color criteria.”

In addition, PantoneLIVE instills best practices and protocols to ensure the correct colors are maintained to shelf. Throughout the process, measurement and verification is based on scientific, spectral data, rather than relying on subjective, visual evaluations and costly adjustments on press.

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Menasha Packaging Wins 18 OMA Awards at GlobalShop Trade Show

 Menasha Packaging is proud to announce it won 18 of POPAI’s Outstanding Merchandising Achievement (OMA) Awards at GlobalShop 2013 in Chicago, Ill. The OMA Awards is the retail merchandising industry’s largest and longest running awards contest.

Menasha received three gold, seven silver and eight bronze awards in nine categories, including: Convenience Store Retailer, Drug Store Retailer, Grocery and General Merchandise Products, Hair and Skin Care, Health Care, Home and Garden Mass Merchandise Retailer, Services and Transportation, Snack Products and Soft Drinks, and Supermarket Retailer.

Menasha’s winning Gold displays are:

  • Pepsi Football & Soccer Stadium Pallet Topper, a temporary grocery and general merchandise product display created for Pepsi Bottling Company
  • Frito-Lay Back-to-School Skylander Bus Promotion, a semi-permanent mass merchandise retailer display created for Frito-Lay, Inc.
  • P&G ZzzQuil PDQ Display, a temporary drug store retail display created for Procter & Gamble in collaboration with Leo Burnett U.S.A.

In a field of more than 60 competitors and more than 450 total entries, only one firm earned more awards than Menasha Packaging, confirming Menasha’s design leadership in this national competition.

“An OMA Award is among the highest recognition in marketing at-retail, and we are honored to be recognized,” said Dennis Bonn, vice president of marketing for Menasha Packaging. “Our team continues to work hard creating innovative and effective in-store and at-retail displays for our consumer packaged goods (CPG) customers.”

Displays compete for gold, silver and bronze honors in three divisions based upon length of time in the store; Temporary, Semi-permanent and Permanent. Entries are evaluated on design, engineering, shopper engagement, retail experience, brand performance and sales results. Awards are then presented to displays that make products memorable and enticing to consumers.

The winners were announced on April 17, 2013 at POPAI’s Annual Awards Celebration during GlobalShop 2013. GlobalShop is the world’s largest annual trade show and conference dedicated to store design, visual merchandising and shopper marketing.

About Menasha Packaging
Menasha Packaging Company, LLC, based in Neenah, Wisconsin, is a subsidiary of Menasha Corporation, and it has more than 2,300 employees at locations nationwide. Menasha Packaging is a leading provider of graphic consumer packaging, merchandising solutions, corrugated packaging, food packaging, shipping containers and material handling solutions, and is home of the Retail Integration Group. With design, sales service centers, corrugated and paperboard plants located throughout the United States, the company’s mission is to help its customers protect, move and promote their products better than anyone else.

About Menasha Corporation
Menasha Corporation is a packaging, logistics and marketing services company based in Neenah, Wisconsin. Established in 1849, it is one of America’s oldest privately held manufacturing companies and specializes in corrugated packaging and high-quality point-of-purchase displays, plastic reusable packaging and in-store consumer promotion. The company has more than 3,400 employees in facilities across the globe.

POPAI is an international trade association for the marketing at‐retail industry. Founded in 1936, POPAI has more than 1,700 member companies representing Fortune 500 brand manufacturers and retailers, as well as marketing at‐retail producer companies and advertising agencies from six continents and more than 45 countries from around the world.

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CPGs and retailers to speak on sustainability and packaging





Lisa McTigue Pierce, Executive Editor — Packaging Digest, 4/14/2013 8:57:31 AM

Packaging Optimization Summit 2013Industry thought-leaders will identify the critical issues and present best practice solutions to optimize packaging across the supply chain at the Packaging Optimization Summit, presented by PAC NEXT. The event will take place on May 15, 2013, at the Toronto Congress Centre during the PackEx Toronto show, May 14-16. [Editor’s disclaimer: PackEx Toronto is organized by UBM Canon, owner of Packaging Digest.]


The Summit is being hosted by North American retail and consumer packaged goods leaders collaborating on advancing sustainability and packaging. More than 800 executives and managers are expected to participate in this collaborative, interactive and fun event.


Speakers include:
• The Beer Store: Ted Moroz, president, The Beer Store and Brewers Distributor Ltd.
• Canadian Tire: Joanne McMillin, assistant vp, Business Sustainability
• Coca Cola Refreshments: Bruce Karas, vp, Environment & Sustainability
• Costco: Luc Lortie, Sustainability and Environmental Director
• Kraft: Gavinder Bhatia, Associate Director, Procurement
• Loblaw: Sonya Fiorini, Sr. Director, Corporate Social Responsibility
• Molson Coors: Bruce Smith, Senior Director, Global Packaging Innovation
• Mondelez: Karimah Hudda, Sustainability Manager
• Nestle: Catherine O’Brien, vp Communications
• Procter & Gamble (P&G): Len Sauers, vp, Global Sustainability
• Sobeys: David Smith, vp Sustainability
• Target: Kim Rapagna, CSR and Sustainability Leader
• Unilever: John Coyne, vp, Legal & External Affairs and General Counsel
• Walmart Canada: Chris West, vp, Canada Sourcing
• Master of Ceremonies: Anthony Watanabe, CEO/Founder, Innovolve Group


General admission is $100. PAC NEXT members will only be charged $50 and the cost is $75 for PAC members. The cost includes admission to the Summit, PACKEX Toronto (May 14-16), and the PAC Next Sustainability Village; as well as lunch and a networking reception.


To view an important video message about this event, click here.

To register for the event, click here.






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Kaleidoscope Announces Plans for L.A. Office with Hire of Demetrius Romanos

Kaleidoscope, an integrated design and realization agency headquartered in Chicago, has announced the start of a new location in Los Angeles. Demetrius Romanos has signed on for the role of executive creative director and managing partner for the new location.

For almost 20 years Demetrius has applied his creative leadership, deep empathy and refined design lens to help companies use design strategically to drive bottom line growth and create products that impact users’ lives.

Before joining Kaleidoscope, Demetrius held key leadership roles at renowned consultancies where he built and lead multi-disciplinary teams working for Fortune 100 clients across diverse industries including CPG, consumer electronics, housewares and appliances, medical, transportation, health and beauty, and juvenile products. He has partnered with companies such as Johnson & Johnson, Whirlpool, Mars and Motorola. A recent, notable effort includes strategic development of the Tide Pods packaging structure for Procter & Gamble. He’s an active member and officer in IDSA as well as a regular speaker at events, conferences and universities.

“With offices in New York and Chicago, Los Angeles was a logical choice for our long-term growth. We can leverage our teams located in influential cities across the country to drive insights and strategy for our clients,” said Gary Chiappetta, Kaleidoscope CEO. “Demetrius is a smart, disciplined thought leader who knows how to mine and leverage consumer insights across multiple design disciplines. His experience and global design sensibilities give him a broad perspective on consumer insights around the world.”

In addition to contributing to the company’s consumer insights and strategy arm, as executive creative director and managing partner, Los Angeles, Demetrius will manage relationships with clients in the West coast market.

About Kaleidoscope
Kaleidoscope is the world premiere integrated design and realization agency headquartered in Chicago with locations in New York, UK, and most recently, Los Angeles. Kaleidoscope’s multi-disciplinary teams believe in Co-Creation or collaborative partnership with clients to apply consumer-insight-driven design strategies to brand communication. Iterative Design Thinking, the agency’s proprietary approach to design, includes the use of Rapid Ideation, Iterative Prototyping and Rapid Research to quickly gather and build on feedback from key stakeholders and consumers, bringing best practices to market. Kaleidoscope specializes in the areas of brand strategy, visual identity, product design, structural and graphic packaging design, and realization, which encompasses design implementation, artwork production and prototyping.

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