BXP - Vol 3 No 4 May/June 2019 - A12
A12
capabilities, learning how to form various types of alliances
There are a few emerging truths in the smart packaging
to quickly add and drop critical assets and capabilities. Not
arena. First, the upside potential is large, as smart packaging
only must smart packaging participants be nimble with their
is poised to solve numerous weighty business issues from
external assets, they need to be agile in configuring their
product spoilage to customer satisfaction and retention.
internal innovation assets as well. Smart packaging will involve agile innovation techniques-developing ideas, rapidly
Second, smart packaging is organizing around a set of nine
forming teams, jury-rigging prototypes, market-testing them,
broad applications, which are arriving in waves; supply chain
seeing what works, and iterating.
efficiency is leading the charge, followed closely by product integrity and user experience. Third, participants in the
IN SUMMARY
traditional packaging space ignore smart packaging at their
Not surprisingly, customer-facing solutions are highly complex
peril since the downside of missing out could be disruption
and possess at least as many, if not more, challenges than
of their existing business model-and irrelevance. Lastly,
supply chain solutions. However, once these challenges have
to capture the rewards and avoid irrelevance, participants
been resolved, a boom in investment could be forthcoming
should be bold and creative, particularly with branded goods.
and-when it does-this area could see exponential growth.
Bold plays and new business models are a virtual certainty in
the data-enabled world of smart packaging. x
ABOUT THE AUTHORS
Mike Armstrong is a managing director in
Daniel Herrmann is a senior manager in
Monitor Deloitte, the strategy practice of
Monitor Deloitte's customer strategy and
Deloitte Consulting LLP, and leads strategy
applied design practice. He has more
and analytics for the industrial products
than 12 years of experience developing
and construction sectors. Prior to joining
profitable growth strategies, particularly
Deloitte, he was a partner at the Monitor
using the GrowthPath methodology.
Group. Armstrong focuses on corporate
Over the last five years, he has focused
strategy, business unit strategy, and mergers-and-acquisitions
on addressing sales, marketing and innovation challenges,
strategy across a range of industries, with emphasis on man-
and developing the supporting organizational capabilities to
ufacturing and industrial products. Armstrong lives in Boston.
sustain them. Herrmann lives in Atlanta. He can be reached at
He can be reached at mikearmstrong@deloitte.com
dherrmann@deloitte.com
Francesco Fazio is a principal with Doblin,
Carli Hetland is a manager in Deloitte
the innovation practice of Deloitte Con-
Consulting LLP's customer and marketing
sulting LLP. He has more than 15 years of
offering. She has more than 10 years of
experience in helping companies conceive,
experience in helping organizations design
create prototypes and launch transforma-
growth strategies and scale new innova-
tive innovations as well as become better
tions. Hetland lives in New York City. She
innovators in complex business-to-business
can be reached at chetland@deloitte.com
environments. He has served clients primarily in the manufacturing sector, with a focus on North America, but has significant experience in Asia, Europe and the Middle East. Fazio
lives in Chicago. He can be reached at ffazio@deloitte.com
ABOUT DELOITTE INSIGHTS
Deloitte Insights publishes original articles, reports and peri-
that of coauthors in academia and business, to advance the
odicals that provide insights for businesses, the public sector
conversation on a broad spectrum of topics of interest to
and NGOs. Its goal is to draw upon research and experience
executives and government leaders. Deloitte Insights is an
from throughout its professional services organization, and
imprint of Deloitte Development LLC.
MAY/JUNE 2019
|
BRAND EXPERIENCE
BXP - Vol 3 No 4 May/June 2019
Table of Contents for the Digital Edition of BXP - Vol 3 No 4 May/June 2019
BXP - Vol 3 No 4 May/june 2019
Contents
Editor’s Letter
The Scene
Chief Experience Officer Series: Moira Cullen
Capturing Brand Value From the Smart Pack
The Toolbox
The Last Word
Augmented Reality Delivers Real Results
High-Tech Fashion
Ndex of Advertisers
The List
BXP - Vol 3 No 4 May/June 2019 - Intro
BXP - Vol 3 No 4 May/June 2019 - BB1
BXP - Vol 3 No 4 May/June 2019 - BB2
BXP - Vol 3 No 4 May/June 2019 - BXP - Vol 3 No 4 May/june 2019
BXP - Vol 3 No 4 May/June 2019 - Cover2
BXP - Vol 3 No 4 May/June 2019 - 1
BXP - Vol 3 No 4 May/June 2019 - Contents
BXP - Vol 3 No 4 May/June 2019 - 3
BXP - Vol 3 No 4 May/June 2019 - 4
BXP - Vol 3 No 4 May/June 2019 - 5
BXP - Vol 3 No 4 May/June 2019 - Editor’s Letter
BXP - Vol 3 No 4 May/June 2019 - 7
BXP - Vol 3 No 4 May/June 2019 - The Scene
BXP - Vol 3 No 4 May/June 2019 - 9
BXP - Vol 3 No 4 May/June 2019 - 10
BXP - Vol 3 No 4 May/June 2019 - 11
BXP - Vol 3 No 4 May/June 2019 - Chief Experience Officer Series: Moira Cullen
BXP - Vol 3 No 4 May/June 2019 - 13
BXP - Vol 3 No 4 May/June 2019 - 14
BXP - Vol 3 No 4 May/June 2019 - 15
BXP - Vol 3 No 4 May/June 2019 - 16
BXP - Vol 3 No 4 May/June 2019 - A1
BXP - Vol 3 No 4 May/June 2019 - A2
BXP - Vol 3 No 4 May/June 2019 - A3
BXP - Vol 3 No 4 May/June 2019 - Capturing Brand Value From the Smart Pack
BXP - Vol 3 No 4 May/June 2019 - A5
BXP - Vol 3 No 4 May/June 2019 - A6
BXP - Vol 3 No 4 May/June 2019 - A7
BXP - Vol 3 No 4 May/June 2019 - A8
BXP - Vol 3 No 4 May/June 2019 - A9
BXP - Vol 3 No 4 May/June 2019 - A10
BXP - Vol 3 No 4 May/June 2019 - A11
BXP - Vol 3 No 4 May/June 2019 - A12
BXP - Vol 3 No 4 May/June 2019 - A13
BXP - Vol 3 No 4 May/June 2019 - The Toolbox
BXP - Vol 3 No 4 May/June 2019 - A15
BXP - Vol 3 No 4 May/June 2019 - A16
BXP - Vol 3 No 4 May/June 2019 - A17
BXP - Vol 3 No 4 May/June 2019 - A18
BXP - Vol 3 No 4 May/June 2019 - A19
BXP - Vol 3 No 4 May/June 2019 - A20
BXP - Vol 3 No 4 May/June 2019 - A21
BXP - Vol 3 No 4 May/June 2019 - A22
BXP - Vol 3 No 4 May/June 2019 - A23
BXP - Vol 3 No 4 May/June 2019 - The Last Word
BXP - Vol 3 No 4 May/June 2019 - A25
BXP - Vol 3 No 4 May/June 2019 - A26
BXP - Vol 3 No 4 May/June 2019 - A27
BXP - Vol 3 No 4 May/June 2019 - A28
BXP - Vol 3 No 4 May/June 2019 - A29
BXP - Vol 3 No 4 May/June 2019 - Augmented Reality Delivers Real Results
BXP - Vol 3 No 4 May/June 2019 - 47
BXP - Vol 3 No 4 May/June 2019 - 48
BXP - Vol 3 No 4 May/June 2019 - 49
BXP - Vol 3 No 4 May/June 2019 - 50
BXP - Vol 3 No 4 May/June 2019 - 51
BXP - Vol 3 No 4 May/June 2019 - 52
BXP - Vol 3 No 4 May/June 2019 - 53
BXP - Vol 3 No 4 May/June 2019 - 54
BXP - Vol 3 No 4 May/June 2019 - 55
BXP - Vol 3 No 4 May/June 2019 - High-Tech Fashion
BXP - Vol 3 No 4 May/June 2019 - 57
BXP - Vol 3 No 4 May/June 2019 - 58
BXP - Vol 3 No 4 May/June 2019 - Ndex of Advertisers
BXP - Vol 3 No 4 May/June 2019 - The List
BXP - Vol 3 No 4 May/June 2019 - Cover3
BXP - Vol 3 No 4 May/June 2019 - Cover4
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