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Research has largely disregarded consumer–packaging interaction in contexts other than retail. Focusing on the powerful cue of colour and consumers’ pleas for sustainability and drawing on the customer journey and moments of consumption, this study investigates how packaging colour meanings are redefined from retail to home and how the meaning of sustainability for colour transforms.

A qualitative methodology was employed with 27 informants, who were interviewed in pairs or in small groups of three.

First, colour meanings emerge outside the retail context, confirming the idea of the packaging journey. Colours are dynamic, as meanings are redefined throughout the voyage. In retail, colour conveys brand, product, environmental and origin-related meanings, while at home it conveys product, food- and health-related meanings. At the end of the journey, colour communicates disposal, environmental, health and origin-related meanings. Second, the meaning of sustainability for colour transforms during the voyage from being conveyed by a colour hue to being perceived as a material and, therefore, as a waste and recycling concern.

The study adds insight into the role of colour in the packaging life cycle, wherein colour transforms from a visual packaging cue to an issue of materiality. The recyclability of colours is a prevailing sustainability issue that deserves attention within the packaging industry. The study argues that although the consumer–packaging interaction in the retail context is essential, managers should recognise that the interaction continues with colours from in-store purchase decisions to consumers’ homes (use and recycling).

The purpose of this paper is to identify and describe the strategic potential of logistics‐driven packaging innovation in retail supply chains, and suggest propositions for further research and development, providing practitioners with a better basis on which to make strategic packaging and logistics decisions.

An in‐depth case study was conducted at a large global retailer which had implemented an innovative unit load carrier. The case study highlights a previously inaccessible phenomenon, as this type of unit load carrier has only been implemented on a large‐scale in the studied retailer's supply chain. In order to explore the impact of the innovative unit load carrier, the case study draws on a longitudinal research approach.

The case study demonstrates the potential of logistics‐driven packaging innovation in retail supply chains. It provides detailed insights into the impact of an innovative unit load carrier on different supply chain echelons. These insights emphasise the need for a systems perspective in order to understand the total impact of packaging innovations on supply chains.

The case study focuses on the impact of a particular innovation on a particular supply chain. Even though the consequences in other supply chains may be different, this study provides detailed explanations and illustrative examples which generate insights relevant to other firms and supply chains.

This paper provides an understanding of potential trade‐offs between standardised and differentiated packaging, providing practitioners with a better basis for making decisions on packaging design and development.

The paper illustrates the need to consider packaging as a strategic component which contributes to overall supply chain performance. To support strategic packaging decision‐making propositions for packaging innovation in retail supply chains are provided.

Develops and exemplifies the proposition that the key factors determining the success of packaging innovation can be unified by considering them as consumer driven, technology driven, and distribution driven. The concept of the packaging and distribution mix is developed to show how organisations can respond, through marketing variables under their control, to attempt to gain a competitive advantage over rivals. A packaging optimisation strategy is described, based on a total systems approach, which proposes a balance between the complex mix of external influences.

Environmental issues have become progressively more important during the 1980s and 1990s. With greater concern about the environment, pressure, both formal and informal, has mounted on business. One of the most developed formal constraints has emerged in Germany, with the introduction of packaging laws to reduce packaging and encourage reuse and recycling. Such legislation affects both German companies and companies exporting into Germany. It can be argued that exporters are disadvantaged by such legislation, having to adapt their activities to each country. This presupposes knowledge of the legislation and a willingness and ability to change and embrace the new constraints. Reports on the new German packaging laws and on a survey of firms exporting to Germany, which examines their awareness of and compliance with these laws.

Packed salads are popular in many countries of the world. The purpose of this paper is to assess the energy footprint of these products from farm gate to retail gate, compared with unpacked produces distributed by retailers and farmers’ markets in Italy.

Life cycle assessment served as methodological background, even if the analysis was focused on direct and indirect energy consumption. Three supply chains were analysed: packed (P-S) and unpacked (U-S) sold in supermarkets, and unpacked produce sold locally (U-L). Energy inputs were accounted for processing, packaging, refrigeration, transport, and distribution. Data were collected from available literature and from interviews with key experts in the transformation, packaging, and retail sectors. Energy inputs were computed for 1 kg of finished edible product (kg_p).

Packed salads require an elevated energy input ranging from 16 to 37 MJ kg_p−1. Input energy is mostly required for packaging and refrigeration. By comparison, the U-L chain requires about one tenth of the energy (1.8-2.6 MJ.kg_p−1), but local sold produces attain the best performance with only 0.6-1.2 MJ.kg_p−1, since they do not need processing, refrigeration, and disposable packages. Packed products mainly rely on the availability of cheap fossil fuels and all the sector has significantly suffered after the oil shock of 2008. Increasing energy costs may lead the price of the commodity out of the market.

The paper addresses the subject of energy consumption in a popular sector of processed food to which at present little attention has been paid in the domain of food research.

Packaging is a strategic tool that merits holistic management. Three managerial disciplines have the potential to significantly influence packaging strategy: marketing, logistics, and ethics. Despite the multidimensional nature of packaging, the academic literature tends to analyse these three dimensions separately. To address this shortcoming of a more integrated approach, the aim of this paper is to identify the main integration areas among marketing, logistics, and ethics in packaging innovation projects, in the retail grocery sector.

In total, 186 cases of packaging design were selected and the data collected were analysed by quantitative content analysis (cross‐tabulation).

The results show that simultaneous integration among marketing, logistics and ethics recurs in only one third of the cases. The main area of integration is between marketing and ethics. To a lesser extent, there is a significant degree of integration between marketing and logistics as well as between logistics and ethics. Nevertheless, the findings of this initial analysis suggest that the potential in terms of integration has yet to be exploited.

Taking a holistic view of innovation in packaging, the study can assist managers participating in packaging management by providing a conceptual instrument for the integrated evaluation of the multidimensional relationships among the three perspectives.

The paper provides the first empirical exploration in this field and an original conceptual framework that could serve as a theoretical reference point for future research and as a managerial tool, recognising the urgent need for a careful understanding of how marketing, logistics and ethics may be integrated in innovation projects.

The purpose of this paper is to identify and describe similarities between logistics structures and mid-term planning problems in the grocery retail and automotive industries in a specific internal section of their respective supply chains.

The benchmarking approach is used as a framework for this paper. It is based on insights resulting from several joint projects with grocery retailers and automobile producers. A particular focus of the research was participating in an exchange of ideas and experience between logistics managers in both industry sectors.

The authors have identified parallels when comparing the internal retail supply chain of the grocery retail industry, which consists of distribution centres, transportation and in-store logistics, with the internal logistics network in the automotive industry, which consists of logistics supermarkets, transportation and work zone operations at the assembly line. Strong similarities have been found for three planning problems related to tactical planning tasks: assigning products and parts to delivery modes, selecting packaging units and loading carriers, and determining delivery cycles. In comparison to retailing, there is a clearer trend in the automotive industry to plan line-back and align processes with the operator's requirements at the assembly line.

For logisticians in grocery retailing and the automotive industry, this paper provides relevant input for functional benchmarking initiatives and offers an inspirational view beyond the horizon.

This paper is the first to focus on similarities in logistics network structures and planning tasks between the two industries from the viewpoint of grocery retailing.

The purpose of this paper is to provide insights into, and guidance on, how to balance packaging standardisation and adaptation strategies in different markets in the fast moving consumer electronic goods (FMCEG) industry.

The research was explorative in nature and was utilised in a case study format. The main data collection methods were a literature review, interviews, and field studies.

The paper presents two models developed to: classify markets according to product/packaging visibility at the retailers; and to evaluate packaging portfolios. The use of these models provides insights and understanding for companies aiming to develop their packaging portfolios to increase their sales and make distribution more effective.

The models developed were valuable in the analysis of the packaging strategy. Significantly, synergies emerged when the models were combined. Professionals can apply these models to other global companies in the FMCEG industry.

This paper contributes to the debate on global standardisation vs local adaptation by taking a packaging perspective. This paper also demonstrates the need for global companies in the FMCEG industry to understand the value of packaging in different markets.

Business-to-business (B2B) marketing, microeconomics and strategic management.

Target audience can be MBA students who are taking B2B marketing, microeconomics and strategic management courses.

On 1 January 2015, Hamza joined Hisham Packaging, Dubai, United Arab Emirates (UAE) as the CEO. Hisham Packaging specialises in production of corrugated boxes of various sizes, both in plain and printed forms. Most of Hamza’s experiences have been in the automobile industry, where his focus was on Lean operations rather than marketing. After joining Hisham Packaging, he learnt that in service industry like printing and packaging, the business focus is more customer-oriented than process-orientated. In the packaging industry, each customer’s requirement is unique and customised with variety and small volumes. What was shocking to him was that there is an informal cartel arrangement among major corrugated box suppliers in the country and without the consent of the cartel members, he cannot take any major decision like expanding the business or accepting or dropping a customer. Hamza discussed the scenario with his sales manager Ahmad to see what strategy to adopt for the growth of the company. He was trying to figure out what next? Like any other newly joined CEO, Hamza also had plans to increase the market share and make the operations Lean. He quickly found that it would be difficult for him to make any major impact on the existing business due to the constraints and he needed a different strategic move to grow the company.

The outcomes include understanding of market dynamics, cartelization of companies based on market structure and strategy building. Students learn that an organization’s performance is just not dependent on how the managers plan, organize and control but it also depends on the competitors and customer’s strategies. Students learn how to apply strengths, weaknesses, opportunities, and threats (SWOT) analysis, Porter’s Five Forces analysis and PESTEL analysis in developing business strategy.

Teaching note is attached.

CSS 8: Marketing

This study aims to investigate the following three issues: whether consumers process numeric information with locational cues, which locations (horizontal vs vertical) are more influential in processing numbers and whether a number-location association is weakened or strengthened when a visual reference frame moves up or down.

A field study and a series of three lab experiments were conducted to examine the location effect of numeric information on the package façade on the perceived magnitude of a number.

The authors found that a number at the right was perceived as larger than one at the left only when the number is located at the bottom. Also, placing numeric information at the bottom rather than the top of a product package façade was more powerful in processing the numeric information, but this is true only when the visual frame is set lower.

This study provides practical insights for product managers in placing core numeric information on product packaging to effectively communicate product value to consumers. Optimal locations can be deliberately considered along with types of numeric information and product categories. For healthy products that promote fewer calories, the top area of the package façade may be a better position for placing information on calories per serving to make the product more appealing to those who follow a healthy diet. Heavier, more voluminous products (e.g., refrigerator) better position their volume/weight information at the bottom than at the top or at the right of the bottom than at the left of the bottom on the product facade. Either the left side or right side of the top position may be beneficial for thinner, lightweight products (e.g., television).

The present work adds valuable empirical findings; inconsistent with past research, left-right location-number associations are not always true. People tend to associate smaller numbers with left-side locations and larger numbers with right-side locations only when the number is located at the bottom. Also, the study reported that top-small, bottom-large associations are not always true. The difference in perceived magnitude of the number between a number at the top and one at the bottom within the visual frame is significant only when the visual frame is set close to the ground.