Repackaging a Global Beauty Brand for Growth
Planning and executing a repackaging program for Paula's Choice, a global beauty brand.
Challenge
Paula's Choice wanted to accelerate growth by rebranding and developing its innovative, scientifically-proven products more quickly and efficiently.
In sync with its rebranding effort, the company wanted to launch a packaging redesign program (200+ SKUs) that would introduce more modern, streamlined packaging to gain a competitive edge in the competitive beauty market. Paula's Choice engaged Point B to plan and execute its repackaging program with a focus on maintaining a valued customer experience throughout the process.
A Global Transformation
The transformation program was a complex undertaking, as the company's product packaging is created in locations around the world, and the transformation touched every aspect of the global business—packaging manufacturers, product contract manufacturers, warehouses, supply chains and eTailers. Knowing that success would require a deeply-integrated effort, we defined and delivered on the program as a company-wide, transformation initiative. We leveraged our client's "Truth in Beauty" brand platform as our North Star, from packaging concept design through finished good product launch.
Leadership buy-in was crucial. We won it by aligning internal teams to key strategic objectives and bringing people together across traditional silos. We directed and monitored the program and coordinated widely varying product lead times. Internal teams looked to us as the "glue" to keep them aligned to hit aggressive target dates. We shared collaborative techniques and tools that supported cross-functional successes and accelerated progress.
It takes attentive change management to keep morale and momentum high over the course of a large program. We worked alongside teams to share knowledge that empowered them to succeed now and in future initiatives, long after we're gone.
Simply Beautiful Success
Point B got the global repackaging program off to a winning start. We met the aggressive launch date for its signature "Boosters" product line and optimized the sequence of its other 200 products. On the fiscal side, we established a process to monitor global inventory to keep cash flow healthy and avoid unplanned write-off risks due to the overlap of old and new product and packaging.
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