Newsletter April 2016Imagine a country where forestry generates 10% of the industrial production.

With any likelihood this country cared for all of their trees for more than a century, to ensure that this valuable resource remained just that. Re-planting more than what was harvested became not only legislative, but also a modus operandi. A way-of-life that produced such desirable goods as baby diapers, toilet tissue, carton board, liquid packing, wooden floors, posh furniture, surgical cloth, and even smart clothes. The net export value of this was not bad at all.

Over time, it is not unlikely that the awareness rose that this vast resource (more than 55% of the land) also spun off other benefits of a greater good. Like helping the Earth to breathe. Balancing out CO emissions. And helping to stop climate change.

Read the full news letter here.

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Imagine a country where forestry generates 10% of the industrial production.

With any likelihood this country cared for all of their trees for more than a century, to ensure that this valuable resource remained just that. Re-planting more than what was harvested became not only legislative, but also a modus operandi. A way-of-life that produced such desirable goods as baby diapers, toilet tissue, carton board, liquid packing, wooden floors, posh furniture, surgical cloth, and even smart clothes. The net export value of this was not bad at all.

Over time, it is not unlikely that the awareness rose that this vast resource (more than 55% of the land) also spun off other benefits of a greater good. Like helping the Earth to breathe. Balancing out CO emissions. And helping to stop climate change.

Many of the inhabitants of this country used this production resource as their own recreational arena; skiing, hiking, fishing, biking, scouting, picking mushrooms, harvesting berries, hunting game, birdwatching and much more.

However, another fraction of the inhabitants saw the contrary. They only envisioned large corporations intruding in nature, threatening life-on-earth. And claimed that this industry in fact endangered species and worsened climate change.

To the amazement of many, the latter group got the upper hand. And started to limit the use of the forests. More and more land was set aside as national trusts, deemed to perpetual unproductiveness. Facing rapid decay, these vast forest areas would neither contribute to grow GDP nor lower CO. And definitely not help push the boundaries of new, smart materials technology.

What to do? Who is right? What is wrong? How to turn things right?

We don’t know yet. But we can find out.

Because the only thing we do is to help companies around the world create value by transforming data and knowledge into strategic advice and efficient communication.

Visit www.opticomgroup.se for more information.

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The research consists of telephone interviews with cartonboard converters and brand owners across six end-use segments: Cosmetics, perfume & beauty care, Pharmaceuticals & healthcare, Chocolate & confectionery, Chilled & frozen food, Dry food and Wine & spirits. About 600 professionals, responsible for selecting and/or purchasing cartonboard for folding packaging, will be interviewed in seven European markets: Germany, France, the United Kingdom, Benelux, Spain, Italy and Switzerland.

The survey provides value to subscribers in a number of ways:
• Follow-up and evaluation of the success of brand strategies: Rebranding, the launch of new concepts, brand positions’ development over time can all be evaluated accurately on the basis of the survey.
• Evaluation of different brands’ value in different markets – including awareness, satisfaction and loyalty – provides a valuable input for developing a brand’s position in a brand portfolio or for developing a brand portfolio to even better fit with end-user needs.

In addition to providing you with input on how to develop your portfolio, Opticom’s independent research report also provides you with a powerful tool in channel negotiations. A good position in the overall ranking for your brands can be used for marketing and PR purposes and can contribute to building commitment internally.

The preparation of the survey will take place during November and December and the fieldwork will be conducted in Q1, 2016 so that results will be available by April/May the latest.
For more information, or ordering of the study, please contact Cécilia Vassal Nyholm at +46 8 50 3090 00 or cecilia [at] opticom [dot] se.

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Munksjö has the aim to be a global leader in high-quality specialty papers, providing customers with a unique product offering for a large number of industrial applications and consumer-driven products. In developing its strategy and business planning, customers’ experiences and input are extremely important in order to ensure decisions are taken that really are of value to Munksjö’s customers and which will result in a more favourable competitive position for the company.

Jan Åström, President and CEO, Munksjö Oyj

“Customer focus is key to succeed in the process of reshaping ourselves following the merger with Ahlstrom’s Label and Processing business,” says Jan Åström, President and CEO of Munksjö Oyj. “At the end of the day, our customers are those who pay our salaries. Their evolving needs and challenges, as well as our competition, mean that we must continue to improve if we want to stay ahead.”

To involve customers in this open dialogue about Munksjö’s current performance and future position, Opticom was engaged to develop a plan and design a model for gathering and analysing customer input and measuring customer satisfaction. A global, company-wide survey was conducted covering all business areas: Decor, Release Liners, Industrial Applications as well as Graphics and Packaging. Customers provided positive feedback and highlighted clear strengths, as well as suggestions on where improvements could be made and how they would like Munksjö to develop.

To further increase internal motivation and commitment, Opticom and Munksjö organized a series of workshops with representatives for the different business areas covering a wide range of functions across the organization in order to make the most of the input customers provided. In total, more than 80 managers from across the globe were involved in reviewing customer feedback and creating ideas on what can be done to ensure customers will be even more satisfied with Munksjö in the future.

“I am impressed with the high level of engagement we have seen from all participants and the impressive list of actions that have come out of all workshops ranging from quick-wins to important long-term strategic initiatives,” Jan Åström concludes. “Our employees have helped us in taking customer suggestions and translating them into specific actions that we can use to make sure customers will continue to see us as a preferred supplier. Opticom’s method has given us insight into which actions would be of greatest value to our customers and which our organization would like to prioritise.”

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