The Product Packaging And Labeling

April 6th, 2011 by admin No comments »

The Product Packaging And Labeling PhotoProduct packaging must be appealing in order to attract and hold the consumers’ eye and attention, and serve as an efficient and functional shipping container. Most physical products require packaging. This involves the design of a box or wrapper that contains the product. In addition to the function it performs—to hold and protect the product—it is also a powerful selling tool. Products can have multiple packages. This includes the container itself, such as a bottle, can, or case. This is often enclosed in a box for protection purposes. The product may also have a case or larger container to ship multiple products within one box. Each of these packages, particularly those that the consumers see before their purchase, offers the opportunity to communicate information to consumers at a critical point in their decision making process.

Packaging offers the opportunity to:

Protect the Product

• Reduce costs due to breakage.

• Protect the product in transit: for example breakable or perishable items such as perfume, light bulbs or food.

• Protect the product on the shelf; from theft, damage or tampering (i.e., pharmaceuticals or CDs).

Promote the Product

• Complement other promotional activities.

• Communicate information; core benefits, “why to buy,” testimonials, Internet addresses and toll-free telephone numbers, for products like tools or software.

• Display the product; attach to display hardware or stand upright as with gloves or cell phones.

Provide Additional Value and Differentiation

• To provide increased purchase justification.

• Dispense the product: ease of use or the size of recommended portions, as with spray paint, hair care products, etc.

• Preserve the product: seal and reseal perishables. Examples are food products and cleaning supplies.

• Offer consumer safety: warn of hazards due to improper use of dangerous substances (such as the information on cigarette packaging) or design considerations (such as not standing on the top step of a ladder).

• Serve other uses: containers that can be used for other after-purchase purposes.

Employee Relationship Management (ERM)

April 4th, 2011 by admin No comments »

Employee Relationship Management (ERM) PhotoKnowledge Management (KM) involves maintaining as much of the knowledge worker’s relevant knowledge for the corporation as possible. The knowledge worker–management relationship can’t be left to chance but must be managed. Continuing knowledge worker education is essential to maintaining the value delivered by knowledge workers.

In the context of Knowledge Management, employee relationship management (ERM) is about managing the relationship between knowledge workers and management, with each contributing to and receiving something from the relationship. Whereas knowledge workers expect compensation for their contributions, corporate management expects demonstrable value and a degree of loyalty. A management that simply follows the wishes of knowledge workers rather than directs them can result in an unwieldy situation in which the “inmates are running the asylum.”

In profitable business operations, managing knowledge worker relationships entails saying yes to some knowledge worker demands or requests and no to others, and regularly evaluating the value added by knowledge workers. Companies accrue costs related to ongoing relationships with knowledge workers, regardless of whether those workers add significant value to the company. For example, there is the cost of overhead, which normally includes direct compensation, benefits, social security contributions, physical space, management supervision, human resource services, equipment rental, and education, among others. There is also lost opportunity cost because corporate resources may be used on one knowledge worker at the expense of a potential hire. A key issue in managing the company–knowledge worker relationship is the consistency of the message communicated to knowledge workers. In evaluating the contribution of knowledge workers in the modern knowledge organization, there is a significant difference between knowing and doing.