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IN THE HANDS OF
THE CONSUMER
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Contents N 3 2009
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20
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Why is everyone talking cash flow? SCA’s business
school teases out the what’s and the why’s.
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A strong brand is priceless. Shape asks some of the
marketing industry’s sharpest minds for the recipe
for branding success.
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Bag in a box – the little package with the big success. Plus the latest in lingerie fashion as well as
Ikea’s trend expert on furniture trends for the fall.
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What makes toilet paper different, and why can’t
you use it to dry your hands?
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Nature is Jim Carles’ life, at work and at home. For
the UN, he keeps watch over the world’s forests.
23
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30
With a climate that ranges from desert-dry to
floodwater wet, Australia is a land of extremes.
Australians keep track of every little drop of water.
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Backyards made beautiful, plus consumers talk
about Libresse Hipsters.
21
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Which SCA business area is holding up best?
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Paper fashion
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7< '$$ when America’s Scott Paper
Hugo Boss.
Company launched a paper dress as a
promotion to customers who bought
their new line of napkins and toilet paper, ecological awareness didn’t exist.
The dress was a tremendous success,
and in four months Scott had 500,000
reorders. Soon the choices of paper clothes were astonishing. They included
paper dresses, hats, bags, slippers and
bikinis, and American women loved
them. Women could even dress in the
same style as their dinner tablecloths
and napkins. Because of their fragility, the dresses could only be worn
once or twice, so they never went
out of style. They were sold flat and
didn’t need to be tried on. Customers made their choices based on
the design and colors.
/4B3@A=;3G3/@A in the limelight,
B63 2@3AA3A E3@3 also
perfect for advertising. Time
magazine made 6 million dresses adorned with its logo. Campbell's
Soup launched an Andy Warhol-inspired
dress to promote its line of soups. Robert
Kennedy’s 1968 presidential campaign
used a star-spangled dress featuring
the candidate’s face. Bob Dylan’s visage
loomed large on one frock. The pop artist James Rosenquist teamed up with
fashion designer Horst to make a paper
suit, a feat he reprised years later with
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paper dresses disappeared from the market, and today paper clothes are found
only among hot fashion designers who
use paper to create collections. Paper
has sculptural qualities and is cheaper
to experiment with than textiles. The
French fashion house Chanel’s spring
2009 haute couture collection included headwear made of paper flowers.
The Swedish fashion designer Sandra Backlund uses the Japanese art
of origami to make her spectacular
creations. The Antwerp designers
A.F. Vandevorst and Dirk Van Saene among many other designers
find new ideas by working with
paper.
The exhibition Paper Fashion
shows a unique collection of the
art of cellulose-based apparel.
Paper Fashion will be shown
at the Design Museum in London
from November 4 to February 28, 2010.
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Getting a grasp on
CASH FLOW
OL
SC A F IN A N CE SCH O
Everyone seems to be talking about cash flow. The recent economic downturn has led many companies, including SCA, to focus
on it. But what is cash flow and why is it suddenly so important?
TEXT: GÖRAN LIND
Last December, SCA’s president
and CEO Jan Johansson explained
that one of the company’s most
important tasks was “to turn the
cash flow situation around as a result of the economic downturn and
financial uncertainty.” During the
first half of the year SCA's cash flow
strengthened by an improvement
of the operating cash flow through,
among other things, reduced working capital. Many other companies
have set similar priorities over the
last year to secure their financial
positions. But just what is meant
by cash flow and what information
does it provide?
Puberty
Cash flow can be defined as the
difference between a company’s
incoming and outgoing payments
during a given period, showing the
change in its liquidity. Cash flow
is usually broken down into what
is generated from operations, investments and financing activity.
Cash flow is positively affected by,
among other things, running a surplus in operating activities or selling
fixed assets. Similarly, cash flow is
adversely affected by losses from
operations and by new investments.
The difference compared with
profitability based on the income
statement (profit before tax and
other items) is that cash flow is not
affected by depreciation, allocation
of costs or other accounting adjustments. In a sense, cash flow can be
said to be more objective than the
income statement because it does not
include items based on estimates. On
the other hand, it provides no indication of future investment needs. Cash
flow simply indicates whether more
money is flowing into than out of the
company. If so, this may be because
operations are going well, but also because investments are put on hold.
Cash flow is often used to assess
the value of an investment, such as a
new factory. Then the present value*
of future cash flow is calculated by
discounting this at an interest rate
determined by the return required by
the investor. If the present value, including any residual value, is greater
than the cost of the investment, then
it is profitable.
*Present value of a cash flow of 100 dollars over five years when the rate of return
required is 7.2 percent is: 100/(1.0725) =
70.63 dollars.
AS E !
DON ' T ER
starting increasingly earlier
Danish girls are starting to enter puberty at increasingly
younger ages. Fifteen years ago, girls were 11 years old on
average when they developed breasts. Now they’re barely
10. This is shown in a Danish study carried out by Rigshospitalet, the Copenhagen University hospital. A growing
number of girls are being treated for precocious puberty,
a condition in which they develop breasts before the age
of 8. At Rigshospitalet the number of such children increased 10-fold between 1996 and 2006.
Lise Askglaede, the principal author of the study,
says one explanation may be chemicals that interfere with hormones,
such as those found in makeup.
She suspects that preservatives,
flame retardants and softening
agents may also be involved. Chemicals are
everywhere – in cosmetics, creams, baby bottles, textiles and
electronic goods.
PLASTIC PIECE THAT
GIVES YOU A HANDLE
Trying to carry a couple of grocery bags in each hand plus a
box under one arm is enough to make most people despair. But
adding a plastic handle to that cumbersome box can make the
job possible.
Jan Nilsson is the man who came up with the idea of portable
handles for cardboard boxes, one of those clever little inventions
that make everyday life easier.
The handle has two sharp plastic points attached to a strap
with hinges. The points pierce the box and then splay outward.
Pre-attached handles can make stacking boxes difficult, but a
handle that is provided separately solves this problem. The handle
can also be made available at checkout counters in stores.
[ 3*2009] SHAPE SCA *5
EN_04-05_09APB3_shape_up_473.indd 5
2009-09-10 14:37:08
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EVERYONE’S TALKING
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The value of their brands has become many
successful companies’ most important asset.
But building a strong brand is an art.
c
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]QO1]ZOVOa]\S Toyota,
IBM, Gillette, Intel, BMW,
H&M and Moët & Chandon have them as well.
In a global economy, super strong brands have become the surest
way to spur sales and share prices. The
value of the world’s brands today is estimated at USD 150 billion.
Most companies with international
operations nowadays want to be included among the heavyweights in that elite
category of global brands.
“The driving force for companies to
protect and strengthen their brands is basically economic rationality,” says Dorothy
Mackenzie, chairman of the brand agency
Dragon Rouge in London. “The brand
increases and facilitates sales and creates
loyal customers. In a market with growing
competition, where the price of production is steadily decreasing and there are increasingly fewer unique technological differences between products, strong brands
have become a key to success.”
As a marketing veteran, she has observed a major change in the field.
$A1/A6/>3I ! 'K
“When I started in the advertising industry 25 years ago, brands were very
much about pure marketing and one-way
communication,” she says. “The company told consumers what it thought were
the most important qualities of its product
– a laundry detergent that smelled good
or coffee with a slightly mellower flavor.
Today, the power has shifted to consumers, and companies have been forced into
dialogue and greater openness.”
2C@7<5;=AB=4B63 20th century,
brands were essentially about a goodlooking logo and flashy ads that praised
the unique qualities of the product or
service. Now the competition has intensified, and there are more ingredients in
the recipe for success.
Advertising, public relations and design are important for most brands, but
so are corporate social and environmental responsibility, quality and customer
service.
There are differing views about what
the proportions should be and what the
mixture should look like – especially
when a growing number of different
kinds of consultants and advisers such
as advertising agencies, PR people,
management consultants and corporate
social responsibility experts want to be
included and compete for corporate investments in branding.
But the experts are all agreed on one
point – the time is past when you could
sell anything with killer advertising.
Behind every strong brand today are
well-functioning operations. As Amazon.com’s founder Jeff Bezos notes, “A
brand for a company is like a reputation
for a person. You earn reputation by trying to do hard things well.”
Dorothy Mackenzie says the essence
of all strong brands is a good product or
service. “The organization also needs to
have an understanding of what’s unique
about what it offers and its own vision of
how it wants to be seen,” she says.
At the same time, she says the qualities
that make a brand unique have changed.
“One example is Dove,” she says, referring to the soap and shower gel made
by the multinational Unilever. “For a
long time, the brand stood for soap
with added moisturizers. But today the
company stands for an alternative and
more realistic ideal of human beauty.”
A strong connection between brand
and operations is also important.
“Brands are built in the consciousness
of the receiver, not by the company or
organization,” says Henrik Evrell of the
international brand agency Rewir.
“It’s crucial that the strategy that’s
chosen to develop the brand works well
with the strategy set for the business.”
23>3<27<5 =< the customer and
type of service or product, there are a
number of widely divergent paths and
strategies. Broad-based consumer products companies have shifted increasingly
from reflecting the lifestyle and attitude
of their target groups to shaping opinions themselves.
“For a typical B2B company that provides advanced technological solutions,
brand building means something completely different,” Mackenzie says.
“There, the best communication
channel may be the company’s highly
specialized engineers. The brand is
about the impressions and values that
this group communicates to the company’s customers.”
A typical pitfall, according to Jacob
Fant at Rewir, is copying strategies that
work for others without thinking them
through.
“Instead, it’s a matter of fi nding what
distinguishes them and makes them interesting and thus makes people want to
choose them,” he says. “The challenge
in all branding work is to whittle out
what is the unique DNA of the organization, those particular qualities that
differentiate the company from other
players in the market arena.”
Among the trends that have had the
strongest impact on those who craft
brands around the world is the growing
power of consumers – both in individual
purchasing decisions and through their
basic power over increasingly valuable
assets in the form of brands.
“A brand doesn’t have a personality,”
says American marketing guru Al Ries.
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“It’s the brand user that has a personality.
In other words, brands live and die in the
target group’s perceptions of them. Some
brands attract certain target groups.” As
an example he cites Starbucks, the American coffee chain. “Starbucks attracts the
young and well-to-do,” he says. “It’s these
individuals who give the Starbucks brand
its personality.”
Digital and social media have further
tipped the balance of power, increasing
consumers’ power over the brand.
“One consequence of this is that it’s
become increasingly difficult to maintain control over how, when and where
the target group chooses to think about
or discuss your brand,” Fant says. “The
challenge here is to simply give up control
of the brand in this respect and rely on
the power created in all the social environments available online.”
The opportunity to reach millions via
the Internet at almost no cost has created
many new missionaries promoting digital brand building, converts who never
tire of telling uplifting stories, like the
one about two YouTube users and their
stunt creating a homemade geyser by
putting Mentos candy in Diet Coke.
B63A=2/1/A1/23 attracted a million viewers on YouTube and became a
marketing triumph for both companies.
Part of the story is that Coca-Cola –
the strongest brand in the world – was
initially mostly worried about the unexpected and uncontrolled digital success.
Most consumer goods companies are
now flocking to YouTube, MySpace,
Facebook and most recently Twitter.
In some cases, this eagerness has had
unexpected and unintended consequences. When the auto manufacturer
General Motors invited the public several years ago to make their own commercials on YouTube, the result was the result was sharp criticism of the company’s
gas-guzzling behemoths.
Increasingly, a more common fate –
even for expensive digital campaigns – is
a quiet life in obscurity.
“The general public wants entertainment, and that requires more and more
to stand out above all the digital noise,”
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Mackenzie says. “So I think many companies today are about to reassess some
of their digital strategies.”
She believes instead in new forms of
collaboration and sponsorship, working
together with established media and new
digital players.
But she sees the strongest trend in
branding outside the traditional marketing arena – companies’ investments in
sustainability for the environment and in
the social arena.
“If brands have a personality, then
more and more people are requiring that
person to be both pleasant and responsible,” she says, stressing the importance
of long-term work, openness and backing those fine words with action.
She is supported in this by Jacob Fant,
who warns brand builders against being
overly sensitive to trends.
“Right now, for instance, there’s an
abundance of messages about the cli-
mate out there where the connection to
reality is seen as more or less contrived,”
Fant says. “In that case, there is a risk of
undermining the whole issue of environmental impact by reducing the general
credibility and importance of the argument, which is obviously unfortunate.”
/11=@27<5 B= 4/<B difficult
economic times for many companies
present a golden opportunity to polish
their brand.
“Brand building is more interesting in an economic downturn because
media budgets are being tightened,” he
says. “Marketers are forced to abandon their tried and true strategies and
look for more effective ways to speak
to the market. Companies also tend to
pare down their operations when times
are tough, which provides opportunities for more distinct and, in the long
term, stronger brands.”
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Tough times at
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There’s a battling brewing among top-ranked global brands.
Today’s winners can be down for the count tomorrow.
B635:=0/:consultancy Interbrand’s
annual list of the 100 best and most
valuable brands in the world provides a
good overview of changing fortunes in
the struggle between competing global
superbrands.
Since 1996, five of the top 10 brands
have fallen.
The big losers can be found, not surprisingly, in two industries where the
winds of change have blown strongest –
technology and fashion.
B63B@/<A7B7=<4@=; film to digital
memory ousted the company whose name
was synonymous with memorable times –
think “Kodak moment” – from the list of
the 100 best brands in the world.
Even the once durable jeans maker
Levi Strauss has been hit by the rapid
swings in fashion, disappearing off the
brand radar.
Among the survivors that have seen
A1/A6/>3I ! 'K
better days are Sony, whose game consoles have encountered heavy competition from both Microsoft’s Xbox
and Nintendo’s Wii. In recent years,
though, the company has recovered
thanks to its successful ventures in TVs
(Bravia), laptops (Vaio) and digital
cameras (Cyber-shot).
The fast food giant McDonald’s
went through a difficult patch in the
1990s when the brand was linked to
obesity, trans fats and generally unhealthy lifestyles. But with investments
in healthier food, french fries made
without trans fats and communication that focuses on health, this heavyweight has polished its golden brand.
Times have been harder for Marlboro,
whose products are anything but healthy.
So far, the tobacco giant has been saved
by new consumers in developing markets
that have – as yet – fewer restrictions on
smoking and tobacco advertising.
But in their analysis, the brand experts at Interbrand offer a gloomy forecast for both the product and the future
of the brand.
“Sooner or later, the brand will most
likely undergo a decline because a more
connected world means that even the
growth markets can change their view
of the dangers of smoking tobacco faster than expected,” they say.
Among the newcomers since the
1990s is Finland’s Nokia, which surfed
in on the IT wave and has maintained its
hold at the top. Together with the Japanese giant Toyota, the world’s largest automaker, these outsiders have broken the
otherwise solid US dominance.
B634/AB3AB1:7;03@in all categories is the search engine Google, which
made its debut on the list in 2005. Its
competitor Yahoo, on the other hand,
has steadily lost ground and is now
ranked 56th.
One longtime player that made a spectacular comeback is IBM. During the
1990s, the computer manufacturer “Big
Blue” was almost counted out, but it has
since bounced back as a service provider.
Even the old maxim “Nobody ever
got fi red for buying IBM” took on new
luster when the company grabbed second place from its archrival, the software provider Microsoft.
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Hard numbers for soft values
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value of its equity is the economic advantages a strong brand provides,” says Jan
Treffner, brand expert at the accounting
and consultancy firm PricewaterhouseCoopers and co-author of the book Varumärket som värdeskapare (Brand as a
Creator of Value).
Half of Coca-Cola’s market value today
is tied to the brand. The value of the Swedish apparel giant H&M’s brand is set at
USD 11 billion and Ikea’s at USD 7 billion.
Behind these figures – taken from the
branding consultant Interbrand’s annual valuations – is some fairly uncomplicated math.
“The difficult thing is to calculate how
much the brand contributes to economic
performance,” Treffner says. “The obvious advantage of a brand is that it helps
the company to sell at a higher price or
contributes to greater sales volume – that
is, the brand generates either a price premium or a volume premium.”
Examples of price premiums are car
makes in the attractive premium segment
A1/A6/>3I ! 'K
and luxury products like perfume and
cosmetics. Companies can charge prices
with margins far above the actual cost
for a few extra horsepower and aluminum trim or a designer bottle.
“If a bottle of acetone costs about
USD 1.50 in a retail store, the same content – plus a little perfume – can cost 25
times as much at the perfume counter,”
Treffner says.
/;=<5 B63 1=;>/<73A whose
brands make them volume winners are big
sellers like McDonald’s and Coca-Cola.
Today, there are a number of different
models for valuing brands in dollars and
cents. Interbrand’s model is based on the
earnings forecasts of its analysts minus
the return on tangible assets.
Other valuations look at the licenses
and royalties paid for the benefit of using
a given brand.
“But the issue here is to compare apples with apples and understand both
the industry and the segment in order to
make valuations that are as accurate as
possible,” Treffner says.
8O\B`STT\S`P`O\R
Sf^S`bOb>`WQSeObS`
V]caS1]]^S`a
Soon it will be easier to value brands.
The German standardization organization DIN has taken the initiative in developing a common ISO standard for valuing
brands. Some 15 countries have worked
for two years to produce a draft standard.
To contribute to the process, DIN’s
Swedish counterpart, SIS, appointed a
committee with leading representatives
and experts in brand valuation, with Jan
Treffner as chairman.
“It’s beneficial to have a common
standard that can be compared, especially
when awareness about the importance of
brands and how they are valued is still low
for a lot of company executives,” he says.
3D3< B6=C56 the importance of
strong brands has been drummed into
people’s minds over the decades, Treffner thinks the area is still subject to a
great deal of misunderstanding.
“The most common misunderstanding is confusing a company’s distinctive
features with its brand,” he says. “These
features, like names, logos and design,
can be protected. But not a brand, which
includes so much more.”
He advises corporate executives who
want to increase the value of their company’s brand to get a good sense of how it
is perceived by its target group and how it
differs from the competition.
“Only then can you know which knobs
you need to adjust to develop the brand
you want to have,” Treffner says.
full range of
liners, pads and
underwear
dry fast core™
advanced odor
protection
One style does not fit all.
evolution O F
bladder protection
THE
For a free sample call 1- 800 -781- 3298 toll free or visit www.TENA.us
A6/>31=D3@
=
SCA investing in
fewer, more
distinct brands
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“We work in markets with increasingly
tougher competition, both from global
and strong local competitors with their
own brands. Moreover, a lot of retailers have their own brands. It’s critical
that we continue full-out to build and
maintain strong brands. In the end, almost all brand work is about increasing
competitiveness and profitability in a
company.”
EVOb¸abVSab`ObSUg-
“Today we have a global brand platform
that includes a number of our products,
and we’re working toward a portfolio
with fewer but stronger brands. At the
same time, it’s important to realize that
different categories and markets often
require strategies adapted to them.”
EVObO`SA1/¸aUZ]POZP`O\Rab]ROg-
“TENA and Tork. Then we have a
number of strong regional brands like
Libero, Libresse, Saba, Nosotras, Nana
and Tempo, which are now supported
by our global brand platforms. The aim
is to give regional brands the opportunity to grow and become global.”
EVOb¸abVSb`S\Rb]ROgW\bVSP`O\R
"A1/A6/>3I ! 'K
e]`ZR-
“An important trend is the digital development and social media that create new opportunities. Then there’s a
strong focus today on sustainability
both in the environmental field and in
social responsibility. Consumers are demanding that the companies they shop
at behave responsibly.”
1]\ac[S`aO`SaOWRb]eO\bb]VOdS
P`O\RabVObaVO^S]^W\W]\/`Sg]c]\S-
“In incontinence, we’ve carried out
work long-term to increase openness
and information in an area that has traditionally been marked by taboo and
shame. I think we’ve succeeded really
well with that, which is also reflected in
good image for TENA.”
;O\g^S]^ZSO`SaOgW\UbVObQ][^O
\WSaVOdSb]UWdSc^Q]\b`]Z]dS`bVSW`
P`O\RaSa^SQWOZZgW\bVSRWUWbOZe]`ZR
/\gQ][[S\b-
“Anyone who wants to be seen cannot
be cowardly or too cautious. At the same
time, I think that all successful branding work is based on an understanding
of what we essentially offer. That’s the
difference between selling diapers and
toilet paper and selling trendy clothes.
We have to have both an understanding
of and respect for our target groups.”
6]eWabVS¿\O\QWOZQ`WaWaOTTSQbW\U
A1/¸aP`O\Ra-
“Our products are relatively unaffected
by market fluctuations since we produce everyday products. But the consumers might get a little bit more price
conscious.Those who dare to invest in
bad times have really great opportunities to build a strong and, in the future,
very successful position by investing in
their brands. Which is something we’re
also doing.”
EVOb¸abVS[]abW[^]`bO\bbVW\Ub]
bVW\YOP]cbW\bVSe]`YeWbVP`O\RW\U-
“To have a focus on the whole and understand the interplay between many different ingredients. Many people still think
of the logo and traditional TV advertising
when they talk about brands. That’s important. But brands are essentially about
how the entire organization works and
interacts with our brand objectives. How
our plants work, how we handle the environmental and social issues, how our sales
staff treat our key customers, innovativeness in the company and of course the
quality of our products.”
ENDELIG! LIBRESSE TAMPONGER
Nå er Libresse tamponger her – med heldekkende silkemyk overflate for enklere innføring.
De finnes i størrelsene Mini, Normal og Super, og gir deg sikker beskyttelse. At tampongene
ligger i esker med stilig design er bare en bonus, ikke sant? Feel secure. Wear Libresse.
B@3<2
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1]\QS`\T]`bVSS\dW`]\[S\bO\R\Obc`OZ[ObS`WOZa
³bVS`S¸a\]R]cPbOP]cbeVObTc`\Wbc`SQcab][S`a
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B3FB(>3@r?D7AB>6=B=(53BBG7;/53A7AB=19>6=B=
1CAB=;3@A are in favor of
sustainable
transportation, environmentally
sound production and
natural materials. But
in the furniture industry,
there’s not much happening in these areas, according to Mia Lundström, who
works with Ikea’s productassortment strategy and forecasts furniture trends globally.
“Last year at the Milan furniture
fair, the most important furniture fair
in the world, I was disappointed to see
almost no concern for the environment
in the thousands of items that were on
display,” she says.
“We thought we would see more interesting hints and more new materials.
But when we spoke with furniture makers, it seemed like the entire furniture
industry was waiting for Ikea to pave
the way. And in our self-image we’re basically Smålanders, from the middle of
Sweden. It made me dizzy to think the
global furniture industry is waiting for
us to take the lead.”
Consumers have been setting high
demands in food and fashion for years.
But when it comes to furniture and appliances, they are more unsure and want
guidance. The thirst
for knowledge is enormous. Questions like
“How should we save water and energy?” and “How can we
reduce the amount of garbage?” are
often asked. The expression “minimizing waste”
is
governing
many
trends, in each phase of
the chain. Customers, who are
becoming more and more aware, will
shape the trends of the future, Lundström believes.
“At Ikea we’re already doing a lot,
but we’re not very good at telling people
about it,” she says. “We’re working, for
instance, with replantable forests. We too
have to become more aware and develop
everything from new energy sources to
furniture made from recycled materials.
We’re now thinking about how customers could recycle old sofas.”
Ikea has been criticized for locating its
stores outside city centers and having customers take their purchases home in their
own cars. Home delivery is more environmentally friendly because deliveries can
be coordinated.
“Our customers account
for our largest emissions,”
Lundström says. “We’re
793/A1/+5=@;
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working hard to find solutions and often
build new stores alongside malls where
customers can take public transportation”.
The next step will be to make packages lighter, not just through the choice
of materials but with new technology,
which means that smaller quantities of
material will be needed in many products. Some furniture can make do with
being lightweight, but other items have
to be made of solid wood or other strong
materials to be sufficiently stable.
A=:72 E==2 is good for the environment and is now, after many years,
becoming increasingly important in the
furniture industry.
“Solid light woods are back, not just
because of concern for the environment but because many young designers
around the world see wood as trendy -preferably untreated.”
Among the innovations this year are
new wood stains and methods of joining
wood. Another trend is to combine different types of wood, a common practice in
Denmark in the 1950s. Light woods like
ash, birch and beech as well as light oak
are in. Dark woods are on the way out.
Plastic, somewhat unexpectedly, is
trendy again.
“It’s an exciting material, but it
can be anything from horrible to really good for the environment. Most
plastics are made of oil, but people are
working more and more with recycled
plastic, like PET bottles, which take on
a second life as furniture.”
Asked to sum up this year’s trend,
Lundström says it’s a reinforcement of
last year’s “decide for yourself.” “At Ikea,
we’ve listened to a lot of trend consultants before, without realizing how great
an impact we have ourselves,” she says.
Now we have to seriously ask ourselves
whether Ikea is just going to follow trends
or whether Ikea will create its own trends.
My answer is both yes and no.”
I ! 'KA6/>3A1/ %
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Fashion
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B3FB(8=</A@36<03@5>6=B=A(53BBG7;/53A:7<23F
7<2/GA=4=:2women wore no panties under their skirts. But by the start of
the 19th century, a type of underpants,
initially with an open crotch,
was introduced for well-todo women. Nonetheless,
the importance of underwear as a fashion item
didn’t catch on until the
1960s, after new materials
like nylon had emerged.
In the sunny ‘70s, underwear fashion really took off
when underwear became sexy rather
than comfortable and long-wearing.
The pop star Madonna was one of the
people who helped turn underwear into
apparel that could be worn like regular
clothing.
&A1/A6/>3I ! 'K
“All these new attitudes to undergarments led to the breakthrough of thong
underwear in the 1990s,” says Solgun
Drevik, product developer at SCA. “From
having been seen as a kind of erotic accessory, the thong was transformed into a
garment that was perfectly normal for all
women to wear every day.”
B63 B6=<5 made
its breakthrough as
swimming attire fashion on the beaches of
South America. It was
especially popular in
Brazil, the land of buttocks,
where bikini bottoms are called
“dental floss.” (In Europe, there is a preference for revealing a woman’s chest, and
''
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bikini tops shrink to what are known as
“postage stamps.”)
At SCA a number of product developers
monitor new trends and analyze how they
might affect the shape of underwear – and
thus liners and sanitary pads.
“We regularly purchase undergarments
to study how the cut and fit are changing,”
says Magdalena Gunnarsson, a product
developer.
One example of a major trend in recent
years is the larger, yet still form-fitting
panties known as “hipsters.”
Another current trend affecting SCA’s
product development, Gunnarsson says,
is patterned underwear. The
underwear material is soft, thin
and stretchy, which is popular
right now.
Today’s array of underwear apparel is enormous.
The trend in underwear is increasingly toward greater variation in
the kinds of materials and models.
In 2009, it’s impossible to know what a
woman is wearing under her skirt.
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ages are consumed each year, while Britain goes through 32 million. The Italian
market is the largest for olive oil in BIB.
Perhaps the most obvious advantages
of BIB packaging are in transportation.
BIB solutions weigh less than glass containers, are far more durable and are
easier to stack which leads to lower fuel
consumption and less emissions.
B67<97<5
7<A723B630=F
Say “bag-in-box” and most people think of wine. But
cooking oil, ketchup and soft drink concentrate have long
been delivered in air-tight bags packed in heavy cardboard.
The market for bag-in-box – BIB – has virtually exploded.
B3FB(AD3<:7<23::>6=B=(A1/<>7F
7< @313<B G3/@A the market for
health care products has also grown, largely because the technology can now guarantee 100 percent sterility. Food supply to
restaurants is often also made in BIB as it
can ensure food safety and decreases the
risk of bacteria such as salmonella.
Nowadays, other alcoholic beverages
besides wine are stored in BIB. More and
more nightclubs are getting their vodka,
gin and rum deliveries in BIB packaging.
But wine is still the biggest product in
this area. The French are far and away
the biggest users.
The French market grew 27 percent
last year. Even some of the most famous
and tradition-bound chateaux in the
Bordeaux region have begun selling
their wines as bag-in-box.
4CBC@30=F
B63 =@757<A =4 bag-in-box pack-
aging fi rst saw the light of day in the
US in the mid-1950s. Back then, it was
a matter of fi nding a safe method for
transporting used battery acid.
The big breakthrough in packaging
came in the late 1960s, when the fi rst
boxed wine was introduced. The inventor was an Australian winemaker
who was looking for a way to sell his
red wine in greater volumes without
the wine being ruined. When a bottle
of wine is opened, the contents are
exposed to air and begin to oxidize,
which makes the wine undrinkable after a few days.
The solution was a modern version of
the ancient wineskin, a leather pouch
that collapses as the wine is emptied,
thus preventing air from reaching the
wine. The modern container is made
A1/A6/>3I ! 'K
partly of plastic. Bag-in-box sales were
a big hit almost instantly.
Since then, bag-in-box – BIB – has
grown into a global industry. As more
and more of the world’s wine was being
poured from boxes, an ever expanding
range of liquid products were making
their way into these airtight bags. Food
products like ketchup, sauces, syrup,
juice and cooking oil have long been delivered in BIB. Even milk was packaged
in BIB for a number of years.
BIB is a given for soft drink dispensers
in fast food restaurants the world over,
and Coca-Cola is one of the world’s
largest BIB customers.
B63;/@93B4=@BIB packaging has
expanded more rapidly in recent years,
and all signs point to continued growth.
In Germany, close to 30 million BIB pack-
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t
he ingenuity involved in
wiping our behinds has
included everything from
leaves, rocks and sponges
to catalogs and even the human hand. Toilet paper
as we know it was invented in the US
in the 1880s. In Sweden in the 1940s,
Edet Bruk was the fi rst to manufacture
a more modern version of soft, creped
paper. Development work is always an
ongoing effort, and there are basically
two properties that are sought, explains
Jeanette Annergren, who is product development director for bath and washroom solutions at SCA.
“The primary functions are to have
good cleaning and to have the toilet
paper work as a barrier for the hand
you wipe with,” she says. “The paper
also has to be flushable, and we’re continuously taking important aspects into
consideration such as minimal environmental impact in production, packaging
and transportation.”
Along with these primary functions,
it’s important that the toilet paper both
looks and is soft and strong. As in many
other industries, design has become increasingly crucial.
“Appearance and design are things
we work a lot with,” Annergren says.
27443@3<B>/>3@ technologies – wet
and dry crepe as well as TAD (throughair-dried) – are used in paper production. The fi nished paper from the paper
machine is sent to conversion. There it
is made into the desired product, such
as toilet paper, kitchen rolls or paper towels. Depending on the type of product,
the paper is printed, embossed or calendered. Some products are composed of
different layers of paper. Finally, the paper is folded into bundles or rolled onto
cores in rolls. Lotions and softeners are
added to some products.
“With what’s known as embossing,
you create a decoration pattern as well
as a feeling of structure in the paper,”
Annergren says. “Then you can also put
layers together by using adhesive in the
embossing. That adhesive can be tinted
or untinted. You can also decorate the
paper with colored print.”
Just about any property can be proI 'KA6/>3A1/ B316<=:=5G
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duced in theory, she says. However, some
combinations of properties can be hard to
achieve because the properties offset one
another in the manufacturing process.
“It’s a difficult combination to make a
super soft, super strong and super cheap
product,” she says.
To bring about the different properties, many tests are conducted on the paper and the product. Some tests are done
in labs where people make up a sensory
panel. The panelists are trained to grade
the paper so they can describe such qualities as the paper’s softness. SCA also conducts major consumer tests where people
use the products at home and keep a log.
“Even though we test a lot on ourselves, we can’t forget that the people
who work here are not ‘normal’ consumers anymore,” Annergren says.
With many years of accumulated
experience, tests and market surveys,
which is best then – folding or bunching
up the paper before using it?
“As long as you’re clean, you can do
whatever you want,” she says. “So we
make sure to make paper that stands up
to both techniques.”
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4=@3ABA 1=D3@ ! percent of the earth’s surface. Ten
million people are employed
in the global forest industry,
and forests are of the utmost
importance to all life on earth.
Yet they face many threats.
Six million hectares of native forest disappear or are
modified each year. Although
the rate of deforestation has
decreased slightly, it is frighteningly high in large parts
of the world. Deforestation
theforest
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means that a total of 13 million hectares of forest disappear yearly, according to the
United Nations’ Food and
Agriculture Organization
(FAO). Most of the cleared
area becomes farmland.
To some extent, shrinking
native forests are being replaced with planted forests,
which are becoming increasingly important to the health
of the planet and to people’s
I ! 'KA6/>3A1/ !
>@=47:3
livelihoods. The large areas of land
where the native forest has disappeared could provide great value
to people in the region and to the
earth’s climate if they were replanted with trees.
Jim Carle, head of the FAO’s Forest Resources Development Service,
knows just about everything there is
to know about the world’s forests.
“The devastation of native forests
is a curse,” he says. “There’s far too
much acreage not being replaced
with new forests, which contributes
to deforestation. However, where
native forest is replaced with new
forest, there’s a positive effect amid
all the gloom. New trees absorb
more carbon dioxide.”
From FAO’s office in Rome, Carle
speaks passionately about the threats
to the world’s forests and the opportunities presented by new technology
and planted forests. But understanding everything Carle says in his heavy
New Zealand accent isn’t always
easy, especially when he speaks at
a rapid clip with hardly any
pauses.
To start from the beginning: Jim Carle was
born in Fraserburgh in
Scotland 57 years ago
but grew up as a “Kiwi”
in New Zealand, a move
that was anything but easy
for a 5-year-old boy. Together with
his parents, brother and sister, they
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sailed from Glasgow to Wellington
onboard the ship Captain Cook.
His fi rst encounter with New
Zealand was a shock.
“I went to Sunday school in Clyde,
a rural town in New Zealand with
just a hundred or so families, wearing
a kilt,” he says. “I didn’t fit in at all.”
Even as a child, he loved being
out of doors.
“I rarely wore shoes and was out
on a lake or river as often as I could
be, fishing and making money as
well by picking cherries, apricots,
apples, pears and peaches.”
1/@:3 23D3:=>32 an interest
in forests early on and was inspired
not just by his love of nature, but by
the people he met.
“I loved science and had fantastic
teachers who were ornithologists
or were part of forest or mountain
rescue teams. In my teens, they took
me on adventures into the mountains or on rivers around Queenstown, Wanaka and Hawea.
“While we were sitting around
the campfi re one night, they said
that if I loved the outdoor life, I
should apply for a government
scholarship to the college of forestry. And that’s what I did.”
Carle won a four-year scholarship, sponsored by the New Zealand Forest Service. He spent his
time studying intensely – and playing rugby. He was the team’s cap-
tain, and they often played teams
from other countries.
“In the early ‘70s I played rugby
on the national team,” he says. “My
dream was not to become a professional athlete, but to live and work
in different countries.”
And that dream was realized.
By now, Jim Carle has lived and
worked in 60 countries. He spent
20 years working in Southeast Asia,
more than half of that with his own
consulting fi rm.
“Some of my main clients were
the World Bank, the Swedish aid
organization SIDA and various
UN bodies,” he says. “In Southeast
Asia, I was inspired not just by how
hard they worked but by their openness to knowledge and technology.
In many ways, they’ve given us in
the so-called developed world reason to feel ashamed.”
He says he’s always liked Southeast Asia’s cultural diversity, its focus on the family and the food that’s
among the best in the world.
“Vietnam made the greatest impression. If I got the chance, I’d go
back. It’s touching and impressive to
see how they managed all the misery
after the war, with people maimed
and the land poisoned. They have
such motivation and energy and want
to do everything their own way.”
Unfortunately, Carle’s job meant
traveling nine months out of the year,
which doesn’t work well if you want
to keep your own family together. So
he shut down his firm and accepted a
job with the FAO in Rome in 2000.
/BB634/= Carle is in charge of
risk assessment and measures to fight
forest fires and other threats to the
health of forests, such as the spread
of non-native species, insect infestations and various tree diseases.
“Among other things, we support
more than 50 domestic projects in
countries around the world,” he says.
“My most important task, something I feel really passionate about,
is to develop the necessary means so
that developing countries in particular can manage trees and forests in
an ecologically sustainable way in a
world of climate change.”
The world’s forests today face a
variety of threats.
“California and Australia are hit
by frequent forest fires, which also
affect southern Europe in the summer. In northern Europe there’s the
problem of extreme weather, like the
storms that hit Sweden a few years
ago. Another problem is that the
permafrost is beginning to thaw. In
Russia, that’s already a big problem.
“In Sweden and Finland, trees
from forests have been used actively for decades without destroying
the forests, which is unique. We see
a similar approach in New Zealand and Chile, where new planted
forests are extremely well manI ! 'KA6/>3A1/ #
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aged. And Brazil is becoming a model
globally.”
That’s because the future belongs
to wood, Carle says. New research
shows that wood can advantageously
replace construction materials like
steel, aluminum, cement and plastic.
“If just 10 percent more buildings in
Europe were made of wood, this would
achieve a quarter of the reduction in carbon dioxide emissions targeted by the
Kyoto Protocol,” he says emphatically.
“So one of my biggest aims is to increase the use of wood
products, which are environmentally friendly and
energy-efficient. I strongly
believe that less deforestation, more planted forests
and greater use of wood products are crucial for the health
of the planet.”
E63< 1/@:3 B/:9A /0=CB
forests, it’s hard to get him to stop. But
the topic of fly fishing also excites him.
He talks about the Tongariro River in
New Zealand, which he considers one
of the best rivers in the world for fish$A1/A6/>3I ! 'K
ing. He’s caught some big steelhead
and salmon there with his younger
son.
“The average salmon there weighs
two kilos,” he says. “And the rainbow
trout is famous for its combativeness in
the rapid-flowing water.”
Carle’s wife also works today for
FAO, with computer support, and she
will soon complete a master’s degree in
e-education. Their two sons both live
in New Zealand.
His wife shares his passion for travel
to places without so many tourists,
where nature is wild and untouched.
Together, they do everything from day
trips to several weeks of intense hiking
in forests and mountains.
There are still a few places he hasn’t
visited. He wants to see the Amazon,
Patagonia and not least Central Asia,
which he’s fantasized about ever since
he read about Marco Polo as a child.
“But perhaps my greatest dream is
to do the world-renowned Milford,
Routeburn, Hollyford and Heaphy
Tracks in New Zealand before my
rheumatoid arthritis keeps me from
doing it,” he says.
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7< >=@BC5/: Spain and Poland, SCA has been awarded the
honor of Product of the Year. The
prize highlights the most innovative consumer products in retail
and is voted on each year through
consumer
surveys.
Products
awarded this honor can display a
“Product of the Year” logo.
“Being able to have this stamp
on products is a tried and tested
way of increasing sales,” says Katarzyna Pietruszewska at SCA in
Poland. “In the last 20 years, prize
winners have seen their sales grow
by up to 15 percent.”
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1CBB7<5
325363253A
/;/BC@363253 that’s delivered in environmentally friendly packaging and can be planted anywhere is the latest innovation from SCA
Packaging in Tilburg, the Netherlands, and its partner QuickHedge.
The idea of QuickHedge is to deliver and plant mature shrubs in durable corrugated cardboard packaging that protects the fragile roots during transportation and planting. The packaging breaks down when it’s
placed in soil so that the root system can continue to grow. The packaging
was developed by SCA Packaging’s Heavy Duty Knowledge Center. The
plants should be placed in the ground by a professional, and a number of
horticulturists have become partners with QuickHedge.
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I ! 'KA6/>3A1/ '
=CB:==9
I love a sunburnt country,
A land of sweeping plains,
Of ragged mountain ranges,
Of droughts and
flooding rains.
!A1/A6/>3I ! 'K
Where every
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48 lines of “My Country,” Dorothea
Mackellar’s much-admired ode to
Australia. Although it is the island
continent’s best-known poem, expressing the author’s love for the land despite
its many brutal challenges, they are the
only four lines most Aussies can reliably recite from memory.
The passage neatly sums up what
living in this vast, harsh country is like:
you are in danger of either drowning or
dying of thirst, or sometimes both.
Written just over a century ago,
“My Country” uses metaphorical
imagery to describe the land after the
breaking of a long drought.
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If ever Australia needed to hear the
drumming of that army it is now, as
the country struggles to shake off the
worst drought on record.
Cities are running out of water,
once mighty river systems are dying,
and bushfires are becoming more frequent and catastrophic as vegetation
withers and the burning sun sucks the
last of the moisture out of the soil.
Debate rages in Australia about
whether this drought is so severe because of climate change or if it is just
part of the country’s natural cycle of
climate extremes.
There is irony aplenty, too, that
confounds even the most rational
thinkers.
In February of this year, most of
the state of Queensland was either
flooded or parched – and some areas
were declared eligible for government
assistance for both.
Australia’s largest river, the Murray, forms part of the Murray-Darling
river system – in total one-seventh of
Australia’s land mass. The Murray
now carries only a touch over 30 percent of its natural flow, a critical problem for the many communities along
its banks that rely on farming, fishing
and river tourism to survive.
As the water along the Murray
I ! 'KA6/>3A1/ !
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dropped to perilous levels, a very rare
event was taking place in the central desert 700 km north of Adelaide.
Lake Eyre is the lowest point in Australia, sitting about 15 meters below sea
level. On the rare occasions that it fills, it
is the largest lake in Australia.
This year it fi lled as water from the
monsoons that swamped Queensland drained inland to the southwest
through ancient but normally dry channels. That has only happened about 10
times since 1885.
How do you manage water resources
in a country that can produce these kinds
of contradictions?
For the major cities it has meant rethinking how water supplies are delivered.
New dams are being commissioned,
desalination plants built and plans drawn
up to purify and recycle water from the
sewerage system.
Money is being poured into pipelines
linking dams to form water grids, which
will enable flows to be delivered to areas
whose supplies are critically low from
areas that may have plenty.
Brisbane, the biggest city in Queensland with nearly 2 million inhabitants,
was until recently living with Australia’s
harshest water-usage restrictions as its
main dams shrank to 17 percent of combined capacity with no respite in sight.
For several years residents had to
watch their gardens die as watering was
banned except by hand using a bucket,
washing cars was forbidden and swimming pools were left unfilled.
School sports had to be severely restricted because football grounds turned
rock-hard and the grass turned to dust.
Every aspect of water usage was scrutinized. Education campaigns urged people
to shower for no more than three minutes
at a time. Urinals in city office towers were
converted to waterless units. Homeowners
were given government subsidies to install
rain-water tanks and divert greywater
(water from washing machines, showers
and kitchens) onto gardens.
At the height of the crisis some small
towns west of Brisbane ran out of water and had to have it trucked in daily by
road tankers.
It was a situation that brought home
to many the idea that climate change,
whether natural or man-made, was a real
threat to human existence.
The rain that swamped the northern
half of Queensland at the start of the
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year made its way south over the ensuing months and finally filled Brisbane’s
dams. If it hadn’t, the water grid and desalination plants and other infrastructure
that government officials were frantically
building to “drought-proof” the city were
not going to be completed in time.
But although that city is safe for the time
being, residents of Melbourne and Adelaide in the south are now going through
the same crisis and adopting many of the
measures Brisbane had to hastily introduce as dam levels plunged to critical levels.
>=3; illustrates
beautifully how water has always played
a crucial role in Australia’s well-being.
But as its cities grow and water consumption increases, the lessons being learned
now will determine whether Australia
remains a wealthy, developed nation or is
consumed by desert.
;/193::/@¸A
I ! 'KA6/>3A1/ !!
31=<=;G
Strong result in economic downturn
SCA has surprised the market with unexpectedly strong reports so far this
year. Higher profits for hygiene products and publication papers have
compensated for price pressures and weak demand in packaging.
B3FB(5r@/<:7<2
E63<A1/ reported its second-quar-
ter earnings this summer, the market
was once again positively surprised.
Analysts on average had expected profit
before tax of SEK 1,471 million (excluding non-recurring items). Profit was
instead SEK 2,014 million, 37 percent
above the average expectation. So, too,
when the fi rst-quarter report was presented, SCA was able to delight the market with unexpectedly strong numbers.
Three of SCA’s four business areas
have managed to increase earnings
during the fi rst half of the year, despite
the global crisis. Personal Care, Tissue
and Forest Products all had a higher operating profit than the fi rst six months of
2008, when the economy was generally
much stronger. The exception is Packaging, which has lost roughly 90 percent
of its profit as a result of price drops and
lower volumes.
Most notable perhaps is that cyclical
operations such as publication papers
(part of Forest Products) have increased
their profit by no less than 283 percent
compared to 2008, largely as a result of
lower energy and raw material costs.
percent of operating profit for the first
six months of 2009. As can be seen in
the diagram below, hygiene operations
have never before generated such a large
share of SCA’s operating profit, and this
shows the business’ strength also in an
economic downturn. For example, during the last economic boom, in 2006,
hygiene operations represented roughly
half of SCA’s profit.
But the contribution of hygiene operations to SCA’s operating profit does
not simply vary with the state of the
economy. There is also, as the diagram
shows, a long-term trend in which an ever-growing share of SCA’s profit comes
from personal care products and tissue,
according to the company strategy.
A1/¸A 6G573<3 products (personal
care products and tissue) are relatively
insensitive to fluctuations in the economy and increased both sales and operating profit during the first half of the
year. Hygiene operations accounted for
60 percent of SCA’s total sales and 72
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Die Innovation von Zewa:
Das weltweit erste
Papiertuch mit integriertem
Allzweckreiniger.
So einfach geht’s:
Das neue Zewa Aktiv-Wisch-Tuch
beseitigt schnell und einfach fettigen
und klebrigen Schmutz.
Mehr Informationen unter www.zewa.de
MIT EINEM WISCH MEHR VOM LEBEN