IS1 Calvin Klein 2022 Team 2

Parsons School of Design x Calvin Klein Integrative Studio 1 | Carolina Obregon Fall 2022

Bailey Davis Ifah Pantitanonta Juilee Narkar Nikki Dubé Supanit Loharjun Tanvi Mehta

CONTENTS • Introduction • Team Members • Design Challenge • Design Process • Research Methods • Research Insights • Sensemaking and Ideating • Prototyping and User Testing • Implementation/Scale • Business Model • Value Proposition • Impacts • Strategic Recommendations • Bibliography • Appendices

Executive Summary Project overview: This project presents findings and recommendations that the Boxers team has built around the central question, “what is the value of the box?”. Through several months of research and design thinking, we have created an alternative underwear display that reduces waste by decreasing packaging elements while simultaneously providing flexibility, security, hygiene, and a new engaging

ask us, “what is the future of the box? (35M annually) And “how might this new sustainability platform resonate with the firm’s culture regarding inclusion?”.

Finding & solutions: The box’s purpose is to contain, protect and sell the product. With this in mind, we conducted extensive primary and secondary

customer experience.

research exploring alternatives to the original Calvin Klein box.

Opportunity:

lens and looked into innovative materials to reconstruct the box.

Calvin Klein is known for being on the cutting edge of culture. With

process is to track and measure progress, especially when

a renewed laser focus on sustainability, diversity, and inclusion, the brand is set for yet another radical transformation. In the PVH 2020 Fashion Forward Targets, Samantha Sims, PVH Vice President, Environmental Sustainability & Product Stewardship, emphasized changing customer behavior. Stating that “there’s an increased demand, desire, and expectation for brands to exhibit sustainable practices, and it’s more important than ever to listen to your consumers about what they want. We’re in a catalyzing moment with an opportunity to lean in even more on sustainable products and circularity.”

Considering underwear as the largest revenue growth driver, they

Initially, we approached the packaging problem from a materials However, our research revealed how challenging the recycling operating globally as Calvin Klein does.

We spent time interviewing and surveying customers and sales associates. Through this research, we gained valuable insights which propelled our project. Our central observation was how divided the customer experience was between men and women.

Men’s underwear is contained in a box, whereas women’s is not. As a team of women, we were greatly surprised by this, which led us to question, “what is the value of the box?” We shifted our focus to narrowing the gender gap between men’s and women’s customer experience when shopping for underwear. Our understanding was that if we changed the consumer behavior by removing the box,

we could prevent materials from entering the recycling system from the beginning, leading to our solution.

Our solution is a holistic shopping experience that is inclusive, accessible, and responsible. With stakeholders’ needs in mind, we have redesigned an underwear display system that contains, protects, and sells the product. The redesigned structure considers PVH priorities, fashion-forward targets, and impacts on various sectors. In this project, we deep dove into what implementation of this display would look like by journey mapping, prototyping, and creating a business model canvas and value proposition. We also explored how Calvin Klein could utilize current retail fixtures and the next steps for PVH to take to increase the success of our solution.

Conclusion & Business case: Calvin Klein is a global brand with a significant impact. We believe that they can simultaneously achieve their PVH priorities and fashion-forward targets by disrupting the packaging industry.

Our research and insights highlight that the customer is ready for an innovative change to the system, and we believe the time is now.

Our design is thoughtful, impactful, inclusive, and implementable.

The redesigned packaging display will be more environmentally conscious and thought-provoking. It has the potential to shift the fashion industry massively, and we are confident that Calvin Klein should be the leader of the movement.

About Calvin Klein In 1968, Calvin Klein founded Calvin Klein Limited in NYC. Calvin Klein is a global lifestyle brand that exemplifies bold, modern, progressive ideals and a seductive aesthetic.

In 2003, Calvin Klein was acquired by PVH. With North America being more than 50% of their sales revenue, the lifestyle brand today is represented in every major consumer category, including apparel, accessories, jeans, and underwear.

Yearly global sales of all branded products top

$9B

Calvin Klein Design Challenge With a renewed laser focus on sustainability, diversity and inclusion, the brand is set for yet another radical transformation. Considering underwear as the largest revenue growth driver, they ask us —

What is the future of the box? (34M annually) And how might this new sustainability platform resonate within the firm’s culture regarding inclusion?

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The Boxers Brief Working with Calvin Klein we have constructed sustainable solutions to reduce the amount of packaging used for men’s underwear.

Through our research and insights, we interrogated the question, “what is the value of the box?”

Our Purpose

“

To create an alternative underwear display that reduces waste by decreasing the number of packaging tiers while simultaneously providing flexibility, security, hygiene, and a new customer experience that engages, inspires, and causes customers to question packaging necessities.

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Meet the Team

Bailey Davis

Ifah Pantitanonta

Juilee Narkar

Project Manager

Graphic + UI/UX Designer

Design Researcher

I am excited by designing packag-

Is there anything else packaging

Design an experience to be remem-

ing solutions that allow people to

can do or be?

bered, not a box to be forgotten.

choose consciously in a world with choices.

We are The

Nikki Dubé

Supanit Loharjun

Tanvi Mehta

Client Strategist

Strategic Designer

Strategic + UX Designer

I have always considered,

I believe we’ve achieved the

Don’t think out of the box, think like

packaging as unnecessary — now

beginning of better alternatives than

there is no box.

I know that it is possible to build a

the existing packaging. It’s all about

world with minimal packaging or no

the mindset and the change of our

packaging at all.

behavior.

About Our Team Team Mission & Charter To make sure the concepts we create will add value, are circular, and sustainable.

Preliminary problem space With the box going through many touchpoints between the manufacturing plant to the consumer’s hand, our biggest challenge is how we can make sure that the process is sustainable throughout the route.

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Project Timeline Design Research

Week 3, Week 4, Week 5 | February 3, 2022 to February 22, 2022

Macy’s: Field Trip

Week 3 | February 6, 2022

MCX: Field Trip Sensemaking Group Brainstorm Ideation Group Combining Spring Break

Week 4 | February 17, 2022 Week 5, Week 6, Week 7 | February 19, 2022 to March 8, 2022 Week 7 | March 8,2022 Week 7, Week 8 | March 9, 2022 March 25, 2022 Week 7 | March 10, 2022 March 14, 2022 March 18, 2022

Mock Midtern

Week 8 | March 22, 2022

Midterm

Week 8 | March 24, 2022

Prototyping & Testing Delivery Final Presentation

Week 9, Week 10, Week 11 | March 28, 2022 April 15, 2022 Week 12, Week 13 | April 16, 2022 May 1, 2022 Week 14 | May 5, 2022

Design Process

Research Plan We began our research by setting an objective.

The objective was, to make sure whatever concepts we create will add value, are circular, and sustainable. Ideally, to make a tangible prototype in the end.

Further we framed our research into these five areas: 1. Packaging 2. Consumer 3. Brand 4. Supply Chain 5. Material

Primary Research We focused our research on aligning the team with unique intricacies involved with the challenge and so as a part of our primary research we directly interviewed all the major stakeholders who are part of the system.

1

2

3

4

To better understand their POV

To get insights on how and

To understand their thoughts

To expand our knowledge on

on the challenge and their

why the product is packed

on why underwear is packed

the various types of

priorities for the brand.

and displayed in a certain

in a box and does the box

packaging tiers, materials

way from a retailers and

influence their decision.

and styles.

Calvin Klein

Sales Associates

customers perspective

Costumer

Packaging Experts

Methodology We carried out our research using the following methodology:

Through our desk research, we questioned and familiarized ourselves with the function and flow of the apparel industry and the

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Direct community research

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Books

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Internet research

We studied consumer behavior and examined whether the

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Read through scholarly articles

geographic location impacted how the current packaging system

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Interviews

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packaging system. These questions helped us to classify our research areas in depth.

functions. We wanted to understand who were the involved actors and how they affected the system. We did this by looking at past

1. Personal

trends that may have had positive and, or negative impacts on the

2. Zoom

current system.

Online survey

In addition, we studied multiple companies in the same field that

1. Instagram polls 2. Google forms

are part of this extensive packaging system and have a similar brand operating system as Calvin Klein. We prioritized competitors who approach waste reduction and sustainability efforts differently from Calvin Klein through their various operations. Keeping in mind how challenging it would be for a company of Calvin Klein’s size to adapt to new system norms and the potential hindrance to their operations.

Facts & Observations •

Men’s underwear packaging started as a marketing strategy to adhere to their shopping mentality. The stereotype is that men are quick, non-fussy shoppers who value accessibility, convenience, and bundle shopping.

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They all look very messy so people don’t buy the opened ones.

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Repackaging some products once opened is difficult.

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Sales associates try and sell damaged boxes at a discounted rate quickly. Otherwise, these products are documented and

Women like to experiment by trying and feeling various

sent to a designated storage room, where they stay until they

materials and styles before purchasing. The stereotype is that

get sent back to the manufacturer. This process of sending

women value comfort, style, and fit over price and bundle shopping. Therefore, they are more willing to pay X amount for a single product.

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without packaging and was displayed openly.

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Men underwear came in boxes.

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We also observed customers wanting to feel the material and check the size before purchasing, as there is inconsistency in sizing across brands.

The plastic boxes easily break and so does the cardboard boxes, the sticker seals are of no use and the small vents at the back make no sense as per the sales associates.

These boxes are made up of mixed material like cardboard and plastic and are not recyclable which ends up in the trash

We saw a disparity between how women’s and men’s underwear is displayed. Women’s underwear overall came

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back, however, rarely occurs.

and eventually goes into a landfill.

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Most people do not care about the packaging, and most customers wash the newly bought underwear before wearing it, so they are not as concerned about hygiene.

Key Insights •

It is easier to design a new package but if it does not fit in the system then it won’t be adopted- the system includes the retail store, which is a standardised system for display.

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Hence, the dimensions must fit the primary, secondary, and tertiary guidelines across the system - this means innovating in the current system is nearly impossible.

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The system also includes using biodegradable / compostable material, which means the plastic is not the problem, it is more likely that the packaging system is challenging.

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There is no standardized system when it comes to waste management and recycling.

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Currently, the responsibility of recycling the box falls on the consumer. However, if the manufacturer took responsibility, it would be more manageable and valuable because this is where the problem begins. There is too much human error and not enough accountability within the system.

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Packaging needs to be durable,cost effective, and should focus on customer needs.

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Packaging could be simpler which is easily accessible and also gives freedom to the customer to mix and match the colour sets as per their choice.

Sensemaking With loads of data and information from our insight, we started

We also used the Omidyar System Practice tool to analyze causes

making sense of the data by mapping the cause and the areas of

and effect and the inter-relationship of the whole packaging

impact on the packaging. Dividing into three areas: the recycling

systems. This provided us with the bigger picture of how each

system, materials, and society, helped the team better understand

insight is related and working. The loops helped the team see the

the scope of effects and relationships within the problems we found.

common theme and wherein the current system we can intervene the system.

Leverage Points Leverage points are the areas within our packaging system where we believe a solution can be applied in order to bring out the desired outcome. This process helps us define the scope of direction to know where and how to tackle the challenge—placing purpose, consumers, and the brand at the center of our solution.

Based on our collective research and insights, it’s simple to see

The research identified pain points and allowed us to highlight the

the many touch points we can tackle, from the consumer to the

areas where we can have the most impact on this challenge. We

packaging itself. To help our team synthesize, we mapped out six

also emphasized where PVH’s priorities overlapped in the same

main categories of the packaging system. We placed them into the

diagram. PVH’s packaging priorities are waste ending, circularity

onion diagram to denote the order of importance. This diagram

innovation, circularity regeneration, and fostering diversity and

allows the team to see how each different touchpoint is rolled out in

inclusion. Bridging the pain points and PVH priorities, we can see

the system and where we can intervene in the system.

that many of the highlighted areas congregate around the purpose, consumer, and brand.

Journey Pain Points

PVH Priorities

Identifying the Problem From the leverage point, we can see the purpose of packaging is essential to the packaging system. When we assess how the consumer impacts the system and we find specific consequential effects that the consumer directly causes, i.e., recycled packaging not re-entering the packaging cycle or system. PVH cannot ignore how the consumer impacts its system of packaging. Meanwhile, PVH’s priorities reduce the environmental impact and increase circularity and inclusivity. To solve the challenge, it is necessary to set the objectives and purpose; the pain points are the opportunity for the team to address what we have identified as the root problem: packaging as a product is unnecessary.

The deeper we look into the problem, we find that the consumer behavior is a core function of the shopping experience that we can impact the most to reach our intended solution of having no packaging for the underwear. However, the brand must meet the business priorities while meeting the needs and wants of their customer. While it is challenging to serve both the client and the customer, understanding the needs of both helps us prioritize our ideas and solutions. We have to change the customers’ behavior when shopping while maintaining brand awareness, product containment, protection, and sellability.

Brainstorming Frame the challenge

Starting with “how might we”

Reflecting on our previously identified leverage points as

We combined the purpose, objectives, and approaches to frame

opportunities, we used creative methods to brainstorm possible solutions and reframe the challenge moving forward into our prob-

the statement into...

lem-solving steps. As a byproduct of these sessions, we came to

“How might we disrupt the box to change

“How might we” statements to open up new possibilities of generat-

consumer behavior and effectively reduce the

ed ideas to tackle the problem set.

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How might we disrupt the box?

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How might we reduce the amount of packaging while

tiers of packaging while enhancing the shopping experience.”

maintaining design integrity? (including security and hygiene) •

How might we make the box and shopping experience that is universal and inclusive for all?

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How might we make CK Packaging stand out while increasing the circularity of materials, decreasing the tiers of packaging and/or materials used?

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What if the package is not the problem but the consumer behavior?

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Is the box really necessary?

This method helps us to think beyond the existing system and set the direction of how we will approach the problem.

The statement allowed the team to figure out how to execute the solution while tackling all the leverage points and staying on track to solve the problem.

Ideation Approaching the solutions We found two parts that we need to tackle when looking into the fundamental problems: the customer experience and the packaging design.

The packaging We first started with the packaging part and generated different ways to revolutionize underwear packaging. One concept is to eliminate the packaging; no packaging at all, as we know that the most sustainable packaging is no package. This idea is also derived from the consumer behavior research and survey that the

Removing the packaging is a massive change for the industry; the concept needs to be prototyped and tested to see how it could play out in the real world. So, we developed another concept where packaging still matters. Instead of keeping the same materials and design, together as a team came up with different new and revolutionized packaging ideas.

packaging is unlikely to be reused and become trash. We started

Having the no packaging idea in mind, many people we

with the "what if" question: Is it possible if the product is also the

interviewed and surveyed considered packaging necessary for a

packaging itself. So we looked into the military-roll style fold, which

product like underwear for hygiene and protection. Because of

compacted and provided the structure. We experimented with the

this, we developed another scenario concept that the packaging

folding and saw the opportunity that the way is not just to maximize

needs to exist in the system. We came up with three possible ideas

the space, but the brand on the waist strap is also visible. In

to work on in this packaging concept.

addition to the military roll's benefits, the solution makes it easy for customers to wash their underwear while providing a protective barrier between the product and their bag.

The first idea is to create a standardized box; recycling will be

The second idea for the packaging concept was the washing bag

easier than the current system. As the package will be the same

is the packaging. The wash bag packaging allows consumers to

throughout the entire industry, the standard of recycling the

use and sustain the packaging lifespan while providing the

packaging is easy to manage. Similar to the concept of the

underwear’s protection and containment. This idea seems to

standardization of soda bottles. This concept sounds promising but

respond to the challenge purposes, yet it contradicts the frequency

considering the impact still causing damage at an equivalent level

of underwear purchases. It is suitable for the first-time purchase, but

to the current system. So we decided to discard this.

it no longer works after as the washing bag will be redundant in receiving, which would later become trash that costs higher than the original packaging. Because of that, this idea was also discarded.

The third packaging concept we developed and tested is dissolvable detergent wrapping paper, aka soap paper concept.

We compared various brands’ boxes to understand what were the core elements of the package. We used the strengths and weaknesses of the current way Calvin Klein chooses to sell men’s and women’s underwear. Women’s underwear is wrapped with tissue paper and no other packaging besides the shopping bag, but Men’s comes in boxes, generally three at a time. We see that this concept can be adopted and applied to men’s underwear.

We started with having tissue paper for the customer and wrapped it as a package just like how the women’s underwear shopping experience does. As we reconsider the solution, tissue paper wrapping is still wasted at the end of the day. We looked into the available sustainable and durable innovations like hand soap paper and dissolvable detergent sheets. It sparked the idea that we could take this innovation and adapt it to the tissue wrapping concept. The idea is the wrapping paper made out of dissolvable detergent sheet material. The dissolvable function of the detergent sheet would allow the team to achieve the zero package waste goal as well it encourages people to wash their underwear after the purchase. As a team, we decided to work with this idea for prototyping as it touches many issue areas of leverage points.

The shopping experience has changed.

As the packaging changes, it becomes the chain effect that affects other parts of the system, especially the customer experience and supply chain. In the research, there are pain points that we found that consumer behaviors are the cause of the packaging’s problems such as packaging damages, opening the package, security, etc. As a team, we decided to design a new shopping experience for men’s underwear, considering that the solution needs to respond well to the new packaging solution.

To change consumer behavior, we looked at the interview and found the root of the problems. According to the interview insight, customers opened the package to check the size, color, and materials quality. These are the typical criteria that any customer would want to check before purchasing. So it’s come to the question for us of how we can design a new experience that solves all these problems.

We first came up with the digital mirror idea aimed to solve the opening of the package to check the size and fit. The way that this digital mirror works is it will scan the customer’s body and suggest the size and fits that will match the customer’s preferences. Then the customers can place the product order from the mirror screen and pick it up at the station. The station will have all product displays where customers can touch and check the material quality, size, and fit. After that, they collect the products from the shelves and check out.

At the station of the display wall, we needed to redesign the whole new system of how to display the product as the product likely no longer has the packaging. As a team, we were inspired by the candy dispenser model. The product is folded in the military roll style and placed in the tube-like dispenser, categorizing each fit, color, and size on its line. This can help keep sales associates aware of inventory levels. It also solves the problem of hygiene, theft, and damaged boxes being written off as unsellable. The basic information about the product, color, fit, and size will be on the label on each dispenser. Also, the QR code gives more information so consumers can learn more about the product. The product will come out one by one, and consumers can collect the product quantity as many as they prefer to buy, so they are not forced to get it as the set like how the underwear is currently selling. At the top of the display wall, an encouraging message is displayed to show the brand’s sustainability impact. Below the product dispenser section, it will be the sample of the product display, where the consumer can touch and feel the materials and check the size and fit. Given the mechanism of the dispenser, the placement of the product, and the display sample, customers with disabilities will be able to access the product easily and need minimal help from a Sales Associate.

The supply chain and security issues As we stripped and transformed the package, the essential parts like the QR code and information label had to be placed and incorporated with the new idea. The QR code is mainly used for the supply logistics and inventory system, printed on the underwear waistband—allowing the system to track the product. With the implementation of the new design we have, the concern that arose is security. The product will attach a security magnet tag, if the product is stolen or taken out from the store area, the alert will alarm.

Put the two parts together.

In the second type of mindset, where customers already know what they want to get, they go to the display wall, collect the

As we solved the two parts, the shopping experience and the

product from the dispenser, and go straight to the checkout. While

packaging, we stitched them together and mapped them out on

the third type of mindset, who is unsure of which product to get, is

the customer journey map to see how the newly designed solution

routed to the digital mirror to check the size and get the product

is working as the system.

suggestions, then goes to the display wall to the actual product, collects the product, and checks out.

We set up three types of customer mindsets: those who just come to the store for the pick-up, and second are those who know what they want, and lastly, those who are unsure of which product to get.

The pick-up type scenario has nothing changed from the current

After the checkout, customers will be assisted by the sales associate in taking the product with them, which is the part that the team needs to prototype. It is the step that the customer needs to

journey where customers simply go to the counter and pick up the

decide how they want to take the product, whether with the pack-

product. The new journey focuses on the second and third types

age, like detergent wrapping paper, or no packaging, which would

of customers.

work best.

4A 6B

CHECK MATERIAL, SIZE STYLE

ECommerce, Store Pickup

Wrapped in Soap Paper

2A

Different steps

1 Enter the Store

Key

Customer knows what they want

5

4

Collecting the product FROM THE WALL

Display Wall 2B

Leave the Store

Checkout

7 6D

4B

Customer is unsure of the size/ product to buy 2C

6

3 Mirror to find sizing

SCAN THE BARCODE FOR MORE INFORMATION

The Customer Experience Journey with the mirror

Military Role Product 5A

No Packaging

Mindsets Actions at each step

Mapping it all together, the team saw that the digital mirror idea might not give a practical impact and create an unnecessary step on the customer journey. The functionality of the digital mirror and new display wall overlap each other. Not to make the flow complicated, the team decided to take out the digital mirror idea from the user journey.

3A 5B

CHECK MATERIAL, SIZE STYLE

ECommerce, Store Pickup

Wrapped in Soap Paper

2A

Different steps

1 Enter the Store

Key

Customer knows what they want

4

3

Collecting the product FROM THE WALL

Display Wall 2B

Leave the Store

Checkout

6 5D

3B

Customer is unsure of the size/ product to buy 2C

5

SCAN THE BARCODE FOR MORE INFORMATION

The Customer Experience Journey without the mirror

Military Role Product 4A

No Packaging

Mindsets Actions at each step

Finalizing idea for the prototype Reorganize and put things in place. The finalized idea is to pivot the new in-store customer journey where the critical parts are at the fixture and the packaging for the customers taking the product home.

For the packaging, the team developed the idea of having “no packaging,” which is displayed in the military-roll form, providing value through a new product experience that customers perceive as more sustainable. Most importantly, the need for the customer to recycle the packaging has been eliminated. Our second idea is “Detergent Wrapping Packaging,” aka soap paper packaging,

The finalized solution was designed based on how customers move

an alternative to tissue paper made of detergent. Together both

through the new display system. First, the customer enters the store

ideas provide purposes by reducing the unnecessary packaging,

depending on the type of customer, determining the flow through

creating a non-binary inclusive experience, and shifting the entire

this experience. There are three types of customer mindsets which

industry.

are:

The new display fixture purposely responded to the new type of

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The customer who goes to the store to pick up their order

packaging, “no packing,” and aimed to reduce the amount of

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The customer who knows what they want

packaging used in the supply chain. The product will be in

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The customer who is unsure of their product/size

military-roll form and has no individual packaging, which will maximize the space for each shipment and package. The display

Focusing on the last two mindsets, in step 2, everyone goes to the

allows the consumers to touch and feel the product provided in the

new display wall to ‘select’ their preferred underwear style. While

sample section. The experience eliminates the customer’s behavior

at the display wall, customers can check the material, size, and

in the problem of hygiene, theft, and damaged boxes. The tube

style of the sample below. The display tubes, the candy

dispenser design will help the customer quickly find the product

dispenser-like, filled with the product rolled in the military style f

they are looking for, and no fixed number of how many they have

ormat. Each tube has a separate category in color and size.

to buy. Moreover, it creates holistic experiences that provide

Customers can scan the QR code on the card of each tube to

inclusivity, accessibility, and responsiveness.

learn more about the product. Next, customers select and collect the product they prefer to buy from the dispenser tube. Lastly, all customers meet at the checkout, where a sales associate will assist.

The last decision the customers will need to make is whether to take their product home as is or be offered Detergent Wrapping Packaging.

Prototyping Once we’d concluded, we gathered tools and items we could find

At the end, we produced a physical prototype illustrated 2

from our household or stores nearby that would give a proximate

concepts: a new display system and a new packaging options.

experience, detergent paper sheet, wax paper, used compostable mailer bag, deadstock cloths, and plastic sheet. Then, we put things together to create a low-fi prototype. During the preparation, we also explored some new ideas, such as an interlocked handle for customers to carry the products home.

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A new display system: a plastic dispensable tube with printed QR code and product information label on the side.

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Different packaging options: compostable material packaging, detergent paper sheet, original Calvin Klein box and no packaging (Calvin Klein underwear in military roll)

To test the logistic approach, we printed QR code and attached it on the original underwear tag.

To illustrate the new in-store experience and compliment with the

Then later shared their opinions toward the new experience.

physical ones, we created a storyboard displaying sequences of

During the prototype testing, there were some challenges regarding

the journey, including the display mockup for better visual, and led

the storytelling flow, confusion in too many options offered, and the

people through step by step with storytelling.

method for data collecting, which caused some difficulties to

People will also be able to interact with a low-fi dispensable tube

translate into insights.

system and pick their packaging preferences (compostable

The results showed that most were interested in no packaging and

material packaging, detergent paper sheet, Calvin Klein original

preferred compostable material, if necessary. They were also

box, and no box) by ticking if you agree or disagree with those.

intrigued by the soap paper idea. However, there were some missing details in the system. People were primarily concerned about when they changed their mind about purchasing the products and the method of how to access the product info, leading to our pivoting iteration.

Our second round of prototype testing, we revisited the physical design and how we tested the lo-fidelity design.

Our idea shifted to include a ‘drop-off’ bin step to the experience (as shown in the journey map) and made the product info label more visible and accesible to every customer. For our testing method, we decided to make adjustments to the physical prototype by changing the narrative and limiting the packaging options to no packaging and a sheet of detergent paper, for stronger data points.

The day we tested, we engaged with a diverse crowd and ages.

The interaction and results were very positive, making the new system more promising for the development.

To get insights from an even more comprehensive range of age

These are the insights we got:

groups and people in other areas, we also prototyped online by

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Women like the soap paper idea more so than the men.

recording the video demonstrating how the new mechanical

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People who are interested in the soap paper are surprised and

system works.

The challenges for an online approach were mainly the lack of physical touch to the product and the miscommunication that required more explanation. However, the feedback was very

excited by it.

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Men do not care about packaging and are happy to take the product away in the military roll or a retail bag.

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Men think the box is used to purchase in bulk and were excited by the idea of purchasing individually (as well as their preferred

insightful and again very positive.

color combinations) •

Older customers were more hesitant about the system but younger customers were more open.

Final Solution Our solution fulfills the needs of all stakeholders involved and accounts for the insights and feedback we received during prototyping. The concept remains the same — a reimagined display fixture that provides hygiene, product safety and is sellable while creating an exciting and innovative customer experience.

Our design now utilizes current Calvin Klein retail display fixtures to reduce waste further and allow for an easier implementation process.

Cosmetically, we have moved the existing shelf and replaced them with the dispenser tubes. The drawers under the display now act as the dropbox if the consumer has changed their mind about the color or style of the underwear. For added hygiene, these drawers are installed with UV-C lights which sanitises the underwear before its placed back into the display case. Please see page 44 for the rendering.

Through this new display system, Calvin Klein is able to create a holistic shopping experience that is inclusive, accessible and responsible.

Business Model

Value Proposition

Impacts

Strategic Recommendations Using Donna Meadow’s Leverage Points framework to discover

achieve net zero, must be able to a solution for each of the product

areas in Calvin Klein’s packaging system, we discovered areas of

lines for that solution to be financially viable. With a supply chain

intervention that would help us solve the design challenge and

system so large, it will be challenging to develop a design process

objective for a design solution and prototype. The areas of

that will benefit every line of business. In today’s business climate,

intervention identified in the onion map are working spaces that

due to COVID, will Calvin Klein and PVH be able to place

can be pursued to discover innovative ideas for Calvin Klein’s

considerable amount of resources, monetary and human capital)

design challenge.

behind a dynamic restructuring?

Our learned experience from conducting research, developing

Opportunities: A streamlined solution that applies to each of the

prototypes and general interest drives the SWOT analysis and

five brands will help to keep packaging production costs low and

strategic recommendations for future growth.

operational savings can translate into big wins elsewhere in the

Strength: with $9.2 billion in global revenue, and five iconic brands, PVH has the power to change the lifestyle industry either through a product, process, or shopping experience. With the financial resources PVH has at its disposal, it can generate and sustain

operational structure. Any savings can help support research and development efforts to create ‘better’ products or reinvest in infrastructure, or create marketing campaigns to communicate the changes and evolution of PVH (Meadows, 2015)

enhanced structural value by investing in itself. Through innovative

Threats: As new brands come onto the market, their branding and

solutions to create intellectual property, the PVH Fashion Forward

purpose align with current consumer sentiment. A sentiment that is

targets are guiding PVH into the future but they are more guiding

asking brands to be and show that they are intentionally reducing

principles. System-led actions will help PVH reach its goals.

the environmental impact on the planet and enriching the lives

Weaknesses: Despite living under one umbrella, each of the five PVH brands requires customization to reach its intended target audience. Any future solution to increase sustainability, increase the biodegradable nature of their products and any byproducts, and

of those involved in the value chain of the brand. If PVH does not respond or provide what the marketplace is requesting, it will lose market share and the perceived value of the brand will diminish.

PVH will need to develop system-led actions to not lose market share (Everlane 2022).

With more time and resources available to us, we would have liked

Collaborations: an industry partner that has disrupted the market

to collaborate with Biodesigners and Engineers to deliver an ide-

with their product, service, or manufacturing method, or has the

a(s) for a biodegradable package solution.

potential to should be considered to find efficiencies; any poten-

With this vision, we have developed a set of criteria or rules that can act as a litmus test to create methods of standards to determine the viability of a solution.

Strategic Areas of Impact Materials: should be biodegradable and compostable; if the material is virgin it must have a ‘low’ impact on the environment; must have a circular lifecycle that allows the packaging product to be used at least 2-3x (in the short term). (Nanyang Technological University, 2020).

Ideas: develop a framework mirroring open-source platforms; create a system that easily transfers ideas from all stakeholders involved in the production and consumption/purchase of the product. (Bachall, 2019) People: can be found through fellowships or open-source platforms - diverse ideas spur creativity; make it possible for employees in any function, within corporate or outside of corporate, to submit ideas or have dedicated ‘time’ to work on an idea within a specified period. Spotify understands the power of diverse ideas and created a workstream and framework for its employees to deliver solutions to provide a better service. For example, Spotify created “Hack Weeks” and an ‘Innovation Hub’ to help employees collaborate and intentionally innovate. (Yee, Jefferies, and Kamil Michlewski 2017)

tial collaboration effort should not be purely for profit, but to also discover innovative processes that create better environmentally friendly products and processes that can be scaled. (Everlane, 2022) Value (Supply Chain): Have a dedicated team that analyzes the current health of the supply chain involving packaging (people, process, system); create feedback loops for employees to share their feelings about the company structure and how well it provides for its employees; the potential for global events, natural or manmade, to severely disrupt the performance of the supply chain increases yearly, PVH should focus on self-sustaining regions that can manage the manufacturing of, distribution of, and selling off a selection of goods.

These impacts encouraged us to suggest frameworks that should •

changes over time can produce more significant gains. If it’s not

be pursued based on market shifts. Here are examples of

broken doesn’t mean that it’s not costly. Involve the employees who

system-led approaches that could help achieve PVH Fashion

manage different functions within the supply chain (in the areas

Forward Targets:

of manufacturing and distribution) to find the areas where one

Create a Startup Mentality: i.e Spotify to encourage a creative culture internally; incentivize, diversity creates ideas; ideas can come from anywhere.

Open-Source Platform or Fellowships: creating spaces for people, employees, and non-employees, to generate ideas or solutions around a shared purpose, the brand can innovate how they collect research. These platforms can also make it possible for organizations to support and partner with civic and environmental organizations. (Yee, Jefferies, and Kamil Michlewski 2017).

Research & Development: materials, manufacturing methods: are there any manufacturing methods (3D) that can reduce costs; is there any bio-product that is durable, sustainable, requires minimal processing (chemicals), etc.

•

Tree pollen-based paper: can be laser printed, ‘unprinted’, and used up to eight times before the integrity in the structure diminishes (Nanyang Technological University, 2020).

•

3D printing: this process allows for a host of benefits; to name a few: this process can deliver more complex designs than traditional manufacturing processes; rapid prototyping can be executed, you can print on demand, minimize waste, is cost-effective, and these are just a few benefits.

Strategic audit of the supply chain: to find any gaps in production or processes that can be updated to find new efficiencies. Small

percent positive increments of change compound to produce the changes you want to see; in productivity due to streamlined processes or improved solutions that reduce waste (Clear, 2020).

Job Shadowing: to help different groups share inherent knowledge and insights from their daily jobs with other groups. Through collaboration, individuals can build off each other, share their experiences, and produce solutions that are shouldered on varying knowledge.

Bibliography Bachcall, Safi. Loonshots: Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries. St. Martin’s Press, 2019.

Because turtles eat plastic bags blog The Packaging Industry and How We Can Consume Differently, Part 1 MARCH 1, 2020 BY MARIE. [https:// becauseturtleseatplasticbags.com/the-packaging-industry-and-how-we-can-consume-differently-part-1/] Berg, Peter, David Feber, Anna Granskog, Daniel Nordigården, and Suku Ponkshe. “The Drive toward Sustainability in Packaging--beyond the Quick Wins.” McKinsey & Company. McKinsey & Company, January 31, 2020. [https://www.mckinsey.com/industries/paper-forest-products-and-packaging/our-insights/the-drive-toward-sustainability-in-packaging-beyond-the-quick-wins] Clear, James. “Notes on Atomic Habits.” Medium. May 31, 2020. https://medium.com/@aidanhornsby/notes-on-atomic-habits-c021e38eeae7#:~:text=1%25%20better%20every%20day,and%20years%20can%20be%20enormous (accessed May 12, 2022).

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Forbes, Phil. “13 Bad Packaging Examples That’ll Make You Cry for the Environment.” Packhelp, May 13, 2022. [https://packhelp.com/bad-packaging/](https://packhelp.com/bad-packaging/).

GreenBiz. “The Role of Innovation in Changing Behavior Towards a Circular Economy.” YouTube video, 1:01:30. May 12, 2021. [https://www.youtube.com/watch?v=AWn-TPSiIsg](https://www.youtube.com/watch?v=AWn-TPSiIsg).

Helen Lewis, John Gertsakis, Tim Grant, Nicola Morelli, Andrew Sweatman· “Design + Environment: A Global Guide to Designing Greener Goods” 2017 Marie. “The Packaging Industry and How We Can Consume Differently, Part 1.” Because Turtles Eat Plastic Bags. WordPress, December 11, 2021. [https://becauseturtleseatplasticbags.com/the-packaging-industry-and-how-we-can-consume-differently-part-1/] Meadows, Donella H., and Diana Wright. Thinking in Systems: A Primer. White River Junction, VT: Chelsea Green Publishing, 2015.

Nanyang Technological University. “Pollen-based ‘paper’ holds promise for new generation of natural components.” ScienceDaily. www.sciencedaily.com/releases/2020/04/200406190527.htm (accessed May 14, 2022).

Newman, Christian. “Packaging .” *Integrative Studio 1: Calvin Klein* . Lecture presented at the Sustainable Packaging, February 15, 2022.

Peter Berg, David Feber, Anna Granskog, Daniel Nordigården, and Suku Ponkshe. Mckinsey & Company The drive toward sustainability in packaging—beyond the quick wins. January 30, 2020. https://www.mckinsey.com/industries/paper-forest-products-and-packaging/our-insights/thedrive-toward-sustainability-in-packaging-beyond-the-quick-wins PVH. “PVH Forward Fashion Targets.” PVH . Accessed January 31, 2020. [https://pvh.com/-/media/Files/pvh/responsibility/PVH-Forward-Fashion-Targets.pdf] Seeker. 2022. “This Tree-Pollen ‘Paper’ Can Be Laser Printed, ‘Uprinted’, and Reused up to Eight Times without Undergoing Damage. #Futuristic.” @ Seeker. Seeker. May 10, 2022.

The Omidyar Group, “Systems Practice Workbook” (Handout received digitally in Design Innovation and Leadership with Professor Guvenc, Spring 2022).

Yee, Joyce, Emma Jefferies, and Kamil MIchlewski. 2017. Transformations. 7 Roles to Drive Change by Design. Amsterdam: Bis Publishers.

Contact the team!

Bailey Davis davib506@newschool.edu https://www.linkedin.com/in/baileyndavis//

Ifah Pantitanonta panti399@newschool.edu https://www.linkedin.com/in/ifah-pantitanonta-663602140

Juilee Narkar narkj578@newschool.edu https://www.linkedin.com/in/juileenarkar/

Nikki Dubé duben625@newschool.edu https://www.linkedin.com/in/nrdube

Supanit Loharjun supanit@newschool.edu https://www.linkedin.com/in/supanitloharjun/

Tanvi Mehta mehtt958@newschool.edu https://www.linkedin.com/in/tanvimehtadesigns/

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