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IN THE HANDS OF
THE CONSUMER
Contents N 3 2009

Australians keep track of every little drop of water.
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Backyards made beautiful, plus consumers talk
about Libresse Hipsters.
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Which SCA business area is holding up best?
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30
20

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 ar-
tist James Rosenquist teamed up with
fashion designer Horst to make a paper
suit, a feat he reprised years later with
Hugo Boss.
/4B3@A=;3G3/@A in the limelight,
paper dresses disappeared from the mar-
ket, 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 inclu-
ded headwear made of paper fl owers.
The Swedish fashion designer San-
dra Backlund uses the Japanese art
of origami to make her spectacular
creations. The Antwerp designers
A.F. Vandevorst and Dirk Van Sa-
ene among many other designers
fi nd new ideas by working with
paper.
The exhibition Paper Fashion
shows a unique collection of the
art of cellulose-based apparel.

]
SHAPE SC A
*
5
Pu rty
Getting a grasp on
CASH FLOW
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 fl ow situation around as a re-
sult of the economic downturn and
fi nancial uncertainty.” During the
fi rst half of the year SCA's cash fl ow
strengthened by an improvement
of the operating cash fl ow through,
among other things, reduced work-
ing capital. Many other companies
have set similar priorities over the
last year to secure their fi nancial
positions. But just what is meant
by cash fl ow and what information
does it provide?
Cash fl ow can be defi ned as the
difference between a company’s
incoming and outgoing payments
during a given period, showing the
change in its liquidity. Cash fl ow

cause investments are put on hold.
Cash fl ow is often used to assess
the value of an investment, such as a
new factory. Then the present value*
of future cash fl ow is calculated by
discounting this at an interest rate
determined by the return required by
the investor. If the present value, in-
cluding any residual value, is greater
than the cost of the investment, then
it is profi table.
*Present value of a cash fl ow of 100 dol-
lars over fi ve years when the rate of return
required is 7.2 percent is: 100/(1.072
5
) =
70.63 dollars.
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 diffi cult, but a
handle that is provided separately solves this problem. The handle
can also be made available at checkout counters in stores.
Danish girls are starting to enter puberty at increasingly

H&M and Moët & Chan-
don have them as well.
In a global economy, su-
per strong brands have become the surest
way to spur sales and share prices. The
value of the world’s brands today is esti-
mated at USD 150 billion.
Most companies with international
operations nowadays want to be includ-
ed among the heavyweights in that elite
category of global brands.
“The driving force for companies to
protect and strengthen their brands is basi-
cally 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 produc-
tion is steadily decreasing and there are in-
creasingly fewer unique technological dif-
ferences between products, strong brands
have become a key to success.”
As a marketing veteran, she has ob-
served a major change in the fi eld.
“When I started in the advertising in-
dustry 25 years ago, brands were very
much about pure marketing and one-way
communication,” she says. “The com-
pany told consumers what it thought were

sell anything with killer advertising.
Behind every strong brand today are
well-functioning operations. As Ama-
zon.com’s founder Jeff Bezos notes, “A
brand for a company is like a reputation
for a person. You earn reputation by try-
ing 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, re-
ferring to the soap and shower gel made
by the multinational Unilever. “For a
c
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from refl ecting the lifestyle and attitude
of their target groups to shaping opin-
ions themselves.
“For a typical B2B company that pro-
vides advanced technological solutions,
brand building means something com-
pletely 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 com-
pany’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 in-
teresting 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 organi-
zation, 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

tipped the balance of power, increasing
consumers’ power over the brand.
“One consequence of this is that it’s
become increasingly diffi cult to main-
tain 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 envi-
ronments available online.”
The opportunity to reach millions via
the Internet at almost no cost has created
many new missionaries promoting dig-
ital 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.
B63A=2/1/A1/23 attracted a mil-
lion 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 unex-
pected and uncontrolled digital success.
Most consumer goods companies are
now fl ocking to YouTube, MySpace,
Face book and most recently Twitter.
In some cases, this eagerness has had

of long-term work, openness and back-
ing those fi ne 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-
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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 environ-
mental impact by reducing the general
credibility and importance of the argu-
ment, which is obviously unfortunate.”
/11=@27<5 B= 4/<B diffi cult
economic times for many companies
present a golden opportunity to polish
their brand.
“Brand building is more interest-
ing in an economic downturn because
media budgets are being tightened,” he
says. “Marketers are forced to aban-
don 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 opportuni-

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B635:=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, fi ve of the top 10 brands
have fallen.
The big losers can be found, not sur-
prisingly, in two industries where the
winds of change have blown strongest –
technology and fashion.
B63B@/<A7B7=<4@=; fi lm to digital
memory ousted the company whose name

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 ex-
perts at Interbrand offer a gloomy fore-
cast 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 fast-
er 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 Japa-
nese giant Toyota, the world’s largest au-
tomaker, these outsiders have broken the
otherwise solid US dominance.
B634/AB3AB1:7;03@in all catego-
ries 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 spec-
tacular comeback is IBM. During the

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with margins far above the actual cost
for a few extra horsepower and alumi-
num trim or a designer bottle.
“If a bottle of acetone costs about
USD 1.50 in a retail store, the same con-
tent – 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 benefi t of using
a given brand.
“But the issue here is to compare ap-
ples with apples and understand both
the industry and the segment in order to
make valuations that are as accurate as
possible,” Treffner says.
Soon it will be easier to value brands.
The German standardization organiza-
tion DIN has taken the initiative in devel-
oping a common ISO standard for valuing
brands. Some 15 countries have worked
for two years to produce a draft standard.

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For a free sample call 1
-
800
-
781
-
3298 toll free or visit www.TENA.us
One style does not fi t all.
THE evolution OF
bladder protection
advanced odor
protection

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.”
EVObO`SA1/¸aUZ]POZP`O\Rab]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 opportu-
nity to grow and become global.”
EVOb¸abVSb`S\Rb]ROgW\bVSP`O\R
=
SCA investing in
fewer, more
distinct brands
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“An important trend is the digital de-
velopment and social media that cre-
ate new opportunities. Then there’s a
strong focus today on sustainability
both in the environmental fi eld and in
social responsibility. Consumers are de-

conscious.Those who dare to invest in
bad times have really great opportuni-
ties to build a strong and, in the future,
very successful position by investing in
their brands. Which is something we’re
also doing.”
EVOb¸abVS[]abW[^]`bO\bbVW\Ub]
bVW\YOP]cbW\bVSe]`YeWbVP`O\RW\U-
“To have a focus on the whole and under-
stand the interplay between many differ-
ent ingredients. Many people still think
of the logo and traditional TV advertising
when they talk about brands. That’s im-
portant. But brands are essentially about
how the entire organization works and
interacts with our brand objectives. How
our plants work, how we handle the envi-
ronmental and social issues, how our sales
staff treat our key customers, innovative-
ness in the company and of course the
quality of our products.”
ENDELIG! LIBRESSE TAMPONGER
Nå er Libresse tamponger her – med heldekkende silkemyk overfl ate for enklere innføring.
De fi nnes 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.
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1CAB=;3@A are in favor of
sustainable transporta-
tion, environmentally
sound production and
natural materials. But
in the furniture industry,
there’s not much happen-
ing in these areas, accord-
ing to Mia Lundström, who
works with Ikea’s product-
assortment strategy and forecasts furni-
ture 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 in-
teresting hints and more new materials.
But when we spoke with furniture mak-
ers, it seemed like the entire furniture
industry was waiting for Ikea to pave
the way. And in our self-image we’re ba-
sically 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.

be coordinated.
“Our customers account
for our largest emissions,”
Lundström says. “We’re
working hard to fi nd solutions and often
build new stores alongside malls where
customers can take public transporta-
tion”.
The next step will be to make pack-
ages lighter, not just through the choice
of materials but with new technology,
which means that smaller quantities of
material will be needed in many prod-
ucts. Some furniture can make do with
being lightweight, but other items have
to be made of solid wood or other strong
materials to be suffi ciently stable.
A=:72 E==2 is good for the envi-
ronment 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 environ-
ment 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 differ-
ent types of wood, a common practice in

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VW^abS`abVSZ]]Y]Te][S\¸ac\RS`eSO`QVO\USaeWbV
bVSabgZSaO\RObbWbcRSa]TbVSbW[Sa
7<2/GA=4=:2women wore no pan-
ties under their skirts. But by the start of
the 19th century, a type of underpants,
initially with an open crotch,
was introduced for well-to-
do women. Nonetheless,
the importance of under-
wear as a fashion item
didn’t catch on until the
1960s, after new materials
like nylon had emerged.
In the sunny ‘70s, un-
derwear 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.
“All these new attitudes to undergar-
ments 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 acces-
sory, the thong was transformed into a
garment that was perfectly normal for all

to study how the cut and fi t are changing,”
says Magdalena Gunnarsson, a product
developer.
One example of a major trend in recent
years is the larger, yet still form-fi tting
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 under-
wear apparel is enormous.
The trend in underwear is incre-
asingly 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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''
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.
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

B63;/@93B4=@BIB packaging has
expanded more rapidly in recent years,
and all signs point to continued growth.
In Germany, close to 30 million BIB pack-
ages are consumed each year, while Brit-
ain 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 con-
tainers, are far more durable and are
easier to stack which leads to lower fuel
consumption and less emissions.
7< @313<B G3/@A the market for
health care products has also grown, lar-
gely because the technology can now guar-
antee 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

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he ingenuity involved in
wiping our behinds has
included everything from
leaves, rocks and sponges
to catalogs and even the hu-
man hand. Toilet paper
as we know it was invented in the US
in the 1880s. In Sweden in the 1940s,

as toilet paper, kitchen rolls or paper to-
wels. Depending on the type of product,
the paper is printed, em bossed or calen-
dered. Some products are composed of
different layers of paper. Finally, the pa-
per 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 pro-
t
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ties, many tests are conducted on the pa-
per 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 quali-
ties as the paper’s softness. SCA also con-
ducts major consumer tests where people
use the products at home and keep a log.
“Even though we test a lot on our-
selves, we can’t forget that the people
who work here are not ‘normal’ consu-
mers 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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eningly high in large parts
of the world. Deforestation
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TO[WZgeOa[caWQOZO\R^ZOgSRObeSRRW\Ua
Q]\QS`baO\R^O`bWSa¶
means that a total of 13 mil-
lion hectares of forest disap-
pear 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 re-
placed with planted forests,
which are becoming increas-
ingly important to the health
of the planet and to people’s
8W[1O`ZSZ]dSae]`YW\UeWbV

New Zealand accent isn’t always
easy, especially when he speaks at
a rapid clip with hardly any
pauses.
To start from the be-
ginning: 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

estry. And that’s what I did.”
Carle won a four-year scholar-
ship, sponsored by the New Zea-
land Forest Service. He spent his
time studying intensely – and play-
ing 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 profes-
sional 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 open-
ness to knowledge and technology.
In many ways, they’ve given us in
the so-called developed world rea-
son to feel ashamed.”
He says he’s always liked South-

lar 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 fi res, which also
affect southern Europe in the sum-
mer. 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 active-
ly for decades without destroying
the forests, which is unique. We see
a similar approach in New Zea-
land and Chile, where new planted
forests are extremely well man-
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