How can food retailers reframe the practice of packaging?

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A world without packaging?

How can food retailers reframe the practice of packaging?

Master The 30 credits

Department of Business Studies Uppsala University

Spring Semester of 2020

Date of Submission: 2020-06-02

Fredrik Röjning

Fredrik Petersson

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Acknowledgement

We would like to express our gratitude towards the informants who were able to set time off in the midst of a pandemic, sharing their prior knowledge, beliefs and insight into the zero packaging field. As a result of their contribution, new insights and viewpoints could be generated and added into the theoretical and managerial field of resonance and zero packaging. We would also like to express gratitude to our supervisor, Virpi Havila, for the assistance and guidance throughout the course.

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Abstract

Considering the increasing competition between brands and products, packaging has become an important framing tool to influence customers' purchasing decisions. However, given the growing environmental concerns, zero packaging has emerged as a new practice to face the challenges of preventing and encouraging the use of packaging. With the introduction of zero packaging, marketers have been forced to reframe the practice of packaging, as artifacts used to create identification and familiarity to form a state of resonance have been removed. To extend the research of resonance within the marketing communication science, the study employed a qualitative approach to explore how food retailers are utilizing the framing concept of resonance as a means to revamp the traditional packaging into zero packaging.

To reframe the practice of packaging, the study embraces the concept of cognitive and emotional resonance. The findings impose that food retailers need to create personal alignments with product artifacts, environmental values and containers. By reviewing the contextual marketing communication field, zero packaging, a third resonance was utilized to understand how the food retailers adequately attract, change and retain customers. Subsequently, affirmation was discovered as the key mechanism to achieve motivational resonance, by interfering with customers’ intrinsic and personalized values/desires.

Keywords: zero waste initiative, zero packaging, packaging, framing, cognitive resonance, emotional resonance, motivational resonance, intervention stages (attract, change and retain).

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1. Introduction

To begin with (1.1) the historical background and development of (zero) packaging is detailed.

Subsequently, (1.2) the practical and theoretical problematization revolving around the adaptation of zero packaging and framing is discussed resulting in the study’s (1.3) research purpose and question.

1.1 Background

Within the shopper marketing literature, packaging has been discussed as the fifth ‘p’, having a major impact on customers' impression, attention and relationship (Ståhlberg & Maila, 2010, p.221).

Through the increasing competition between different brands and products, packaging has been considered as a marketing communication vehicle (Underwood, 2003) influencing customers’

purchasing decisions by making it easier to recognize, compare and distinguish between different products (Ståhlberg & Maila, 2010, p.11, 215-219). However, in parallel to these communicational functionalities, packaging is subject to negative life cycle impacts. Koelmans et al. (2014) and Roy et al. (2009) argue that one third of all packaging is produced for short-time purposes despite the subsequent problems of renewing and degrading. At the same time, Rundh (2005) argues that customers have started to demand more environmental, reusable and ethical packaging.

Accordingly, marketers are facing a paradox of both preventing and encouraging the use of packaging while attempting to influence customer’s purchasing decisions (Ståhlberg & Maila, 2010, p.51-52).

In regard to the increasing environmental concerns, Bartl (2014), Gustavo et al. (2018) and Heineke, Ozkan & Reefke (2017) argue that a radical philosophical shift is needed by focusing on preventing, re-using and optimizing the packaging material. One of the latest approaches of waste prevention is the concept of ‘zero waste’, which has become prominent in the 21^stcentury and recognized as an interrelated and dynamic process (Hannon & Zaman, 2018; Song, Li & Zeng, 2015). The concept emphasizes on the redesign of resource life cycles (Song, Li & Zeng, 2015; Zaman & Lemann, 2011) and is defined as the concerted effort to minimize waste disposal by focusing on the 3Rs’

rule; reduce, re-use and recycle (Song, Li & Zeng, 2015; Zaman 2015). Consequently, the end goal is to guide customers to change their lifestyles to emulate sustainable natural cycles.

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In an attempt to achieve zero waste, a new concept known as ‘zero packaging’ has developed as a sustainable practice around the world (Rapp et. al. 2017). Zero packaging signifies how products are sold without any fixed packaging, allowing customers to handpick and control the quantities through a container (Heineke, Ozkan & Reefke, 2017). Today, package-free shopping is in an early stage of development, but is gaining momentum and implemented in fast-moving consumer goods (FMCG) segments, such as beverages, pasta and cereals (Rapp et al. 2017). From a historical point of view, packaged products are a relatively modern concept, with aluminum packaged being first introduced in the 1950s and plastic bottles by Pepsi in 1970 (Risch, 2009). However, in relation to the recent trend of sustainability, the market is continuously reviving old concepts and consumption practices (ibid). Although considered as an unfamiliar practice, zero packaging has been the norm and standardized way of purchasing, trading and selling. Today, zero packaging has regained attention and has been (re)conceptualized as a new/old form of sustainable consumption practice (Fuentes, Enarsson & Kristoffersson, 2019; Rapp et al. 2017). Nevertheless, new practices rarely fit with the way traditional industries earlier approached the market characteristics, strategies and structures (Drucker, 2019). Thus, exploring communicational and managerial strategies are seen as imperative, as they need to resonate with contemporary settings within the society.

1.2 Problematization

The practice of zero packaging is still in its early stage of development, but is spreading at an increasingly rapid pace across Europe and Northern America, and is attracting more attention among researchers, journalists, retailers and consumers in stores, magazines and scientific journals (e.g Bepakt, 2020; Fuentes, Enarsson & Kristoffersson, 2019; Greenpeace, 2019; Gustavo et al. 2018;

Heineke, Ozkan & Reefke, 2017; The Guardian, 2019; Rapp et al. 2017; Salkova & Regnerova, 2020). However, a wider adaptation of zero packaging requires marketers to re-frame the practice of shopping by re-skilling consumers and influencing their lifestyles and behavior (Fuentes, Enarsson & Kristoffersson, 2019; Heineke, Ozkan & Reefke, 2017; Song, Li & Zeng, 2015).

Accordingly, adjusting the packaging setting entails overcoming sensitive strategic issues (Monnot, Parguel & Reniou, 2015), forcing retailers to find new means of communicating and interacting with customers (Fuentes, Enarsson & Kristoffersson 2019).

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In terms of communication, Gustavo et al. (2018) and Heineke, Ozkan and Reefke (2017) have discussed how retailers and suppliers need to (1) find new ways of guiding, identifying and recognizing products, which normally are communicated through packages; (2) finding new means of communicating the prices and; (3) overcome uncertainty of potential health risks. In contrast to the traditional packaging, zero packaging entails a new packaging setting where key recognizable artifacts such as size, shapes and logos used to create identification and familiarity have been questioned and/or removed. Accordingly, a further adaptation of zero packaging forces marketers to find an innovative way to persuade and reframe the practice of packaging. In other words,

”removing key artifacts from a practice thus involves reinventing the practice”(Fuentes, Enarsson

& Kristoffersson, 2019, p.264), recognizing the importance of framing a new concept (Czernich &

Zander, 2010).

From a theoretical point of view, in order to develop a particular behavioral response, Snow and Benford (1988) argue that framing plays an essential role in shaping new understandings and meanings. Framing is defined as the strategic rhetorical device to influence or direct an audience thinking and behavior (Giorgi, 2017). In relation to framing, the notion of resonance is utilized as a state, in which a frame aligns with an audience cognitive and emotional values and meanings (ibid).

Given the subjective nature of personal values and meanings, Chong and Druckman (2007) suggest that the main challenge for researchers is to identify key elements that increase the effectiveness of a message in different contexts. Accordingly, Chong and Druckman (2007) suggest that future research should focus on a further exploration of contextual solutions in dynamic competitive markets, to increase the understanding of why certain frames resonate better at achieving certain outcomes.

Considering the complexity of finding a resonance within framing, there has been a wide discussion regarding the emergence of frames within the political, organisational and psychological communication field of research (Chong & Druckman 2007; Giorgi, 2017; Snow & Benford, 1988).

Although the concept of framing has been explored in different domains, Kusumasondjaja (2018) argues that there is a lack of attention to framing strategies within the marketing communication literature. In essence, Cheek and Wansink (2017) elaborate how the effectiveness of a framing strategy depends on the type of product being framed, where a frame competes in reference to all

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other frames in the market. Accordingly, in line with the complex relation between customers and different products/packages/frames, Kusumasondjaja (2018) argues that future research should explore the marketing communicational field of framing in order to obtain desired customer responses.

1.3 Research Purpose and Question

In line with the problematization, the purpose is to explore the framing concept of resonance in the marketing communication science.

To address the purpose, the study will explore how the framing concept of resonance operates within the zero packaging field. As elaborated in the problem discussion, a further adaptation of zero packaging forces marketers to find an innovative way to persuade and reframe the practice of packaging. To effectively resonate with a customer's cognitive and emotional reasoning, Prochaska et al. (2006) argue that one actor needs to influence others through different adaptation stages.

Accordingly, the paper will investigate the following research question:

How can food retailers adequately attract, change and retain customers to increase the adaptation of zero packaging in the FMCG market?

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2. Theory

In the first section (2.1), the concept of framing is introduced, defined and connected to the role of packaging and the intervention stages, attract, change and retain. Thereafter, (2.2) the concept of resonance is presented and reviewed, to provide guidance and clarity of how actors can effectively persuade others in the framing process. Finally, a presentation of (2.3) the analytical framework is outlined and detailed from a marketing communicational point of view.

2.1 The concept of framing

The concept of framing has a long and rich history, originating back to the 18th century (Benford

& Snow, 2000). The concept emanated within the field of rhetoric studies (Fairhurst, 2005) and has been conferred within various research disciplines; psychological (Snow & Benford, 1988), political (Triandafyllidou & Fotiou, 1998) and organisational (Cornelissen & Werner, 2014).

Within these research disciplines, framing has been described as “strategic rhetorical devices by which one actor seeks to define a situation for another and influence their thinking and behaviours” (Giorgi, 2017, p.713). However, despite its recognition, framing is often overlooked in different communication mediums, such as mass media, advertising and political debates (Bing

& Redish, 2009).

The concept of framing has been applied in a range of models about how organizations interpret, recognize and communicate their perception of reality (Benford & Snow, 2000; Chong &

Druckman 2007; Giorgi 2017). Frames define situations, act as filters and play an important role in shaping new understandings, meanings (Girogi, 2017) and within the development of desired attitudinal or behavioral responses (Kusumasondjaja, 2018). In line with the persuasive nature of framing, Snow and Benford (1988) have described framing as an ongoing interpretive process embedded in a socio-cultural process. In the socio-cultural process, Benford and Snow (2000) concluded that framing has three core functions; (1) focus attention on what is relevant, (2) articulating and unifying elements of the scene and (3) transform objects of attention so that the objects are seen or understood as interrelated. However, in line with the socio-cultural process, the framing concept has received criticism for being too idiosyncratic (ibid). Even though a frame is communicated in a persistent way, the message shapes various perceivings depending on the

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receiver's interpretation of the socio-cultural process (Ytterstad, 2015). Consequently, the concept cannot provide a unified conclusion and is instead limited to the contextual environment.

2.1.1 Utilizing the concept of framing within the field of packaging

In line with the concept of framing, packaging is argued as a means to convey or communicate a message (Agariya et al. 2012, Deliya, 2012; Underwood, 2003). In the modern society, the role of packaging and its performance has been altered from a ‘protector,’ to an ‘information provider’ and

‘persuader’ (Agariya et al. 2012). For instance, Ståhlberg and Maila (2010, p.215-219) imply that customers that find their first product easily increase their shopping considerably. Accordingly, packaging has gained more attention and is widely recognized as the 5th ‘p’ in the marketing mix (Agariya et al. 2012). For instance, within the marketing communication mix, Rundh (2009) has discussed that packaging influences and supports the following ‘p’s: marketing communication (promotion), reinforcing the product’s value (product), a means for price differentiation (price) while increasing customer's convenience (place). Furthermore, in the streamline of communication literature, packaging has been considered as a marketing communication vehicle (Underwood, 2003), attracting customer's attention (Agariya et al. 2012), providing brand recognition (Underwood, 2003), while acting as a stimulator of impulse buying (Deliya, 2012). As a result, packaging is continuously being revised and rejuvenated as a framing tool to influence customers' behavior.

2.1.2 Integrating the context of framing with intervention stages

In order to influence individuals behavior, Prochaska et al. (2006) argue that ”stage-matched interventions increase the likelihood that individuals will take action” (p. 873). To effectively influence an individual, Prochaska et al. (2006) suggest that the stage-matched interventions (contexts); recruit, change, retain, have a greater impact on an audience behavior than the one-size- fits-all approaches. The interventions emanate from the transtheoretical model within organizational studies and define how one actor should influence the audience in relation to five behavioral stages;

precontemplation, contemplation, preparation, action and maintenance (Prochaska et al. 2006).

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During the process of behavioral changes, Prochaska et al. (2006) argues that one actor needs to adhere to individuals’ cognitive, emotional and evaluative cues. For instance, during the recruit stage, one actor needs to focus on the precontemplation stage, by enlightening an individual’s awareness and knowledge of a frame. Once achieved, one actor should strive towards promoting the benefits of the new behavior to move into contemplation. In the second intervention; change, one actor should endeavor towards supporting an individual by eliminating potential interferences, maximizing their opportunities, and help receive recognition from others through social support. In the final stage, Prochaska et al. (2006) argues that one actor needs to focus on support, commitments and behavioral management techniques to retain a behavior. The objective is to sustain their progress and prevent relapses by developing reward systems to maintain the behavior (ibid).

In line with the study’s exploration of the marketing communication field, the intervention stage;

recruit has been modified to ‘attract’ to avoid any confusion regarding the transtheoretical concept origin in organizational studies. For instance, food retailers are not looking to recruit customers, but instead to attract customers to their store, product or brand. As a result, the term ‘recruit’ will hereby be addressed as attract. Furthermore, even though the transtheoretical model has its origin in organizational studies, the model is still relevant considering its implications within social science. For instance, the transtheoretical model is still widely used within marketing communication science, such as social marketing (Lee & Kotler, 2019).

2.2 Resonance - an alignment with constitutional values

In order to increase the effectiveness of framing, the concept of resonance was first introduced in organization studies (Giorgi, 2017), to investigate why certain frames resonated better at achieving certain outcomes (Snow & Benford, 1988). In line with the different intervention stages; recruit, change and retain, the concept of resonance adheres with the audience's cognitive and emotional reasoning (Giorgi, 2017). Over the past two decades, resonance has been utilized as a concept to examine how one actor persuades their audiences to join a cause or challenge established institutions (Aslani, King & Foroughi, 2013).

Despite a consensus that resonance is at the core of framing, the terminology is often invoked, but not defined in contemporary research (Giorgi, 2017). For instance, resonance has been conferred as

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the degree to which a frame provokes reactions from other actors (Koopmans & Olzak, 2004); a cognitive alignment between a movement’s ideology (Glaser, Fiss & Kennedy, 2011); or as a personal alignment with the target’s values, beliefs and ideas (Giorgi & Weber, 2015). In regard to the various implications, resonance is defined as the ability to frame collective actions, by linking a personal connection and meaning towards mainstream beliefs and values (Giorgi, 2017).

Additionally, to provide further insight into resonance, this study operationalizes the concept of resonance by acknowledging the interrelated and overlapping resonances; (1) cognitive and (2) emotional resonance (Giorgi, 2017), as actors need to adhere to individual’s cognitive and emotional nature within the different intervention stages (Prochaska et al. 2006). To be noticed, both concepts are argued to be interrelated as neither resonance eliminates one another, but instead are viewed as an alternative source of knowledge to the other (Giorgi, 2017).

2.2.1 Cognitive Resonance

The cognitive resonance refers to the mental process in which one actor creates a symbolic and subjective meaning with a frame (Giorgi, 2017). The terminology ‘cognition’ serves as a critical function for influencing behaviors, as it makes sense and interprets significant determinants of experiences, such as reflections, understandings, evaluations and decisions (Peter & Olson, 2010, p 41-42).

In order to achieve cognitive resonance, a frame needs to be aligned with the audiences’ experiences, beliefs and understandings of a salient message (Benford & Snow, 2000; Giorgi, 2017). In pursuance of collecting positive evaluations, Giorgi (2017) elaborated on the importance of familiarity as the mechanisms to reach cognitive resonance. Familiarity is described as “the display of elements that are known or close to the intended audience” (Giorgi, 2017, p.718), transferring values, meanings and perceivings which are aligned with behavioral anchors or practices, linked to an experiential sentiment (Giorgi, 2017).

To foster familiarity, Giorgi (2017) argues that ‘blending’ is an efficient tool for a framer to connect and combining new meanings to existing frames. From a theoretical point-of-view, the blending

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unfolded (Coulson & Oakley, 2000). The processes of blending are linked to two overlapping and closely linked processes: ‘composition’ and ‘completion’, which attract customers' attention. Firstly, (1) composition refers to the input and combination of one element to another element. For instance, integrating an element such as “textbook” with a frame such as “school” is one way of combining elements. Secondly, (2) completion is the culmination of frames paired with information stored in the long-term memory. Building on the above-mentioned example, the blend is completed/matched with stored information of a social structure and hierarchy of the school system (long-term memory).

For instance, who reviews the textbook with the children? Teachers. Together, these processes allow the actors that frame a message to mix (un)familiar elements, thus achieving familiarity and cognitive resonance (Coulson & Oakley, 2000).

2.2.2 Emotional Resonance

The fundamental notion behind emotional resonance stems from the significance of differential emotional states, emphasising on influencing customers' passions, aspirations and involvement (Giorgi, 2017). Emotions are commonly utilized to interfere with customers' action and decision, referring to the “immediate and automatic response to significant aspects of the environment”

(Peter & Olson, 2010, p.41). In relation to emotional resonance, Schrock, Holder and Reid (2004);

Robnett (2004), elaborate that collective action frames are socially, historically and culturally constructed in past, present and future movements. Accordingly, emotional resonance is defined as the emotional link between the experiences and the frames encoded in the message (Schrock, Holder

& Reid, 2004). In pursuit of achieving an emotional link, Giorgi (2017) highlights identification as a key mechanism of achieving emotional resonance. In other words, emotional resonance is argued to be achieved when an individual identifies with a frame.

Subsequently, to stimulate identification, rituals and social location have been highlighted as effective tools to reach emotional resonance. To begin with, rituals are defined as a performance or as a way of behaving that is aligned with the accepted norms and values in the practice. While a key part is to accentuate the values, beliefs, and aspirations, the main goal relates to the act of reproducing the same outcome in any given situation. In essence, the ritual has to be experienced and cannot be simply learned without any social interaction. It is the interaction with a particular audience that defines the meanings and emotions that underpin the ritual within the emotional

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resonance. In other words, the actor that frame a message needs to find an emotional embeddedness that is in line with the institutional and organisational environment, ultimately creating a state of collective effervescence. (Giorgi, 2017)

Secondly, Robnett (2004) details the importance of social location to stimulate identification and emotional resonances. Social location is conceptualized as the social position and recognition that organizations hold within the society (Robnett, 2004). In turn, the position is shaped by a myriad of factors, such as socio-economic roles and status, interactions and experiences (ibid). The social location later creates an understanding of the reality and the relationships within it. Given the uniqueness of idiosyncratic values, Robnett (2004) argues that subgroups process diverse emotional reactions, meanings and interpretations, thus forming various relationships and interpretations of a practice. Accordingly, to create an effective frame, the actors that frame a message need to find a position with the aligned values, meanings and perceivings of the contextual society.

2.3 Analytical Framework

The analytical framework center around the concept of resonance, which has been recognized as a fundamental persuasion state in which a frame aligns with a customer’s personal values and meanings. The framework implies that food retailers need to adhere to customer's cognitive and emotional cues, by reviewing the familiarity and identification aspects of a frame. Accordingly, the framework highlights cognitive and emotional resonance as the key concepts, which adequately influence customer’s resonance of a marketing message. Subsequently, through the theoretical reasoning of how to reach a state of resonance, the framework pinpoints composition and completion as tools to achieve cognitive resonance. At the same time, ritual and social location are highlighted as the tools to achieve emotional resonance. In line with the marketing communication field, zero packaging, reaching a state of resonance occurs when the framers are able to attract, change or retain a customer by strengthening/adopting the practice of zero packaging. In line with the purpose of the study, the framework is utilized to explore if any other determinants of resonance is present, inside the marketing communication field of zero packaging (Figure 1: State of resonance).

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In line with the analytical framework, the analytical model was developed to acknowledge the synergy aspect of resonance. As emphasized in the theory chapter, neither cognitive or emotional resonance eliminates one another as the concepts are interrelated (Giorgi, 2017). In line with synergy aspect, a circle-shaped model was created to illustrate how the resonances are connected with each other. For clarity, the previous mentioned tools; competition, completion, rituals and social location are illustrated in their respective resonance and domains.

Figure 1: State of resonance

The model was created by the authors to illustrate the synergetic cooperation between cognitive- and emotional resonance, to explore how food retailers can adequately attract, change and retain customers through their marketing communication efforts towards zero packaging.

Resonance ^Emotional_resonance

Cognitive resonance

Completion

Composition Social location

Ritual

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3. Methodology

To begin with, (3.1) the study’s scientific view is elaborated and discussed. Thereafter, (3.2) the operationalization of the interview guide is outlined and (3.3) the process behind the selection of informants and organizations, data collection and data analysis are detailed. Finally, (3.4) trustworthiness and (3.5) ethical considerations are critically reviewed in line with the qualitative nature of the study.

3.1 Scientific view

The study was based on the qualitative research approach where emphasis was placed upon creating an understanding of how the framing concept of resonance could be explored within the context of marketing communication science. The qualitative approach allowed the authors to gather and generate in-depth data from informants in their contextual natural setting (Bryman &

Bell, 2015, p.416). In regard to the scientific view, the study utilized an abductive approach, involving back and forth engagement between the theoretical ideas and empirical investigation (Bryman, 2012, p.401). The approach was employed based on the ability to develop new findings from established concepts through the logical inference of ideas and opinions (Bryman & Bell, 2015, p. 27) between the interplay of the resonance concepts.

With regards to epistemological reasoning, the study was founded upon the interpretivist perspective, emphasising on reviewing the informant’s interpretation of the subject in matter (Bryman & Bell, 2015, p 28-29). In other words, the point-of-view may change depending on how the informants perceive the social surroundings. As a result, an interpretive analysis of the informants’ experiences and perceivings was conducted. Accordingly, the selection of food retailers (informants) was divided into different groups; (1) zero packaging stores and (2) retail suppliers. The distinction are further elaborated in the selection of informants and organizations in chapter 3.3.1.

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3.2 Operationalization

In conjunction with the abductive nature of the study, the interview guide (Appendix 1: Interview guide) was constructed with concern to both theory and explorative questions. The questions rooted in the ground theory consisted primarily of Giorgi’s (2017) resonance concepts and Prochaska et al.’s (2006) intervention stages, while the explorative part of the questions was primarily used to create a holistic understanding.

The interview guide was structured into five different sections. The first section was based on introductory questions, where the informants were able to introduce their organization and their approach to packaging. The questions were used to create an understanding of who, what, where, why and how the informants frame their operation. For instance, “What were the main incentives for you to open the store?”, undertakes the what and why.

The subsequent three sections were structured and composed around the analytical model, encompassing the emotional and cognitive resonance interference with the three intervention stages; attract, change and retain. To begin with, the attract section centered around customers' awareness and attention. For instance, a sample question extracted from the interview guide, “In terms of identification, how do you attract customers to your store?”. In reference to the abductive nature of the study, the question was theoretically grounded in emotional resonance by focusing on the key mechanism of identification, while keeping the explorative intact by allowing the informants to customize their own answer. In a similar way, the questions in the following interventions change and retain were theoretically construed around influencing customers' opportunities to act or the receiving of recognition or social support. For instance, “How can other people recognize that they purchased from your store? [...] How are you retaining brand recognition/identification?”, related to both cognitive- and emotional resonance, while allowing the informants to elaborate on their managerial strategies.

The last section consisted of concluding questions regarding any potential concerns, additional follow-up questions or quotation approval. For instance, “Do you have anything to add in regard to our topic?” allowed the informants to elaborate around anything that the authors might not have taken into consideration.

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3.3 Research Design

3.3.1 Selection of informants and organizations

The informants were selected based on purposive sampling with regards to their status and role within their organizations (Bryman & Bell, 2015, p.428-429). Highly positioned informants such as founders and marketing managers were selected due to their deep insight and knowledge within their organizations.

In line with the epistemological consideration, during the selection of organisation, regards were given to contextual differences between cultures and stages of development towards the adaptation of zero packaging. For instance, the food retailers were divided into two groups; (1) zero packaging stores and (2) retail suppliers (including the traditional stores). As the point-of-view may change depending on how the informants perceive the social surroundings, the groups were separated to emphasize on food retailers that have integrated zero packaging in its entirety and food retailers that only adapted the concept within a few segments. As a result, the unit of analysis is thereby on zero packaging stores and retail suppliers at a corporate level.

In the first group, the selection encompassed three different zero packaging stores with different development stages of loose bulk purchasing. The stores were chosen due to the integration of zero packaging in its entirety, taking the concept into actualization. The selection process primarily targeted ‘pure’ Swedish zero packaging stores. However, due to the zero packaging’s early stage of development in Sweden, only two established zero packaging stores were identified; Gram (2016) and Skafferiet (2018). Accordingly, the selection of zero packaging stores was broadened, including one zero packaging store from Canada, named Unboxed Market. Canada was chosen due to zero packaging’s expansive growth across the country, having taken the concept into actualization. Subsequently, Unboxed Market has been considered one of the most successful zero packaging stores in Toronto. Accordingly, Unboxed Market was chosen given their successful implementation and reputation. However, in line with the interpretivist scientific view, the authors recognized that cultural differences may have existed between Sweden and Canada.

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In relation to the second group, the study consisted of well-established suppliers within the Swedish bulk market; Candy King (Candy, bulk-oriented) and Pica deli (Salad bar). The relevance of both Candy King and Pica deli stems from their history, being the first leaders to transform the traditional packages into the zero packaging (bulk purchases) practices in the traditional supermarkets. In line with their successful history, Candy King and Pica deli were able to provide valuable insight of their managerial approach and contribute with best practices in regard to the development of zero packaging.

Additionally, to further embrace the food retail market, two media communication consultants of Coop and one store manager from Hemköp were chosen in regard to their FMCG market position.

The informants enabled the authors to generate insight of the zero packaging’s integration process in the traditional stores. In reference to framing, Drucker (2019) argues that industry leaders have a tendency to neglect the fastest growing segments when markets or industries structures change.

Correspondingly, Coop and Hemköp can either explore or ignore the growth of zero packaging, thus setting the market path of the practice in Sweden.

To give a quick overview, a descriptive chart of the organization, position and country is detailed below (Table 1- Representation of informants in their corporate environment).

Organization Position Country

Skafferiet Founder Sweden

Gram Store Manager Sweden

Unboxed Market Founder Canada

Candy King Channel Brand Manager Pick and Mix Sweden

Pica Deli Key Account Manager Sweden

Pica Deli Marketing Manager Sweden

Coop Consultant Sweden

Hemköp Store Manager Sweden

Table 1: Representation of informants in their corporate environment

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3.3.2 Data collection

The study was based on primary data collected through qualitative semi-structured interviews. The semi-structured interviews enabled the researchers to keep an open mind, making it easier to develop new concepts (Bryman, 2012, p.12). In line with the semi-structured interviews, the questions were formed to create an open discussion without any predetermined sequence allowing the informants to reflect upon the detailed matter without any restrictions (Bryman & Bell, 2015, p.728; Saunders, Lewis & Thornhill, 2009, p.320-323).

Prior to the interview, informants were able to retrieve the interview guide. According to Bryman (2012, p.328), by allowing the informants to prepare and reflect upon the topic in advance, the study will generate more detailed and meaningful answers. The interviews were conducted through Skype, What’s-app and face-to-face, depending on the preferences of the informants. In consideration to Bryman and Bell’s (2015, p.339) reflection upon using digital platforms, the digital platforms enabled the authors to observe the informants' nonverbal communication, such as body language, facial expression and gestures. By observing the informants, the authors could recognize their engagement level and commitment towards the interview. For instance, with the presence of a digital camera, the authors were able to determine if the informant was distracted or occupied during the interview.

The interviews were conducted between the 25th of March to the 15th of April 2020. The interviews lasted between 40 to 60 minutes using both Swedish and English. In line with Bryman and Bell (2015, p.493) argument of conducting interviews, the interviews were recorded to reduce the risk of losing the flow in the discussion and due to the risk of losing any vital information as a result of memory loss. The interviews were later translated and transcribed to form the base for the upcoming data analysis.

3.3.3 Data analysis

The data analysis was based on a thematic content analysis, where the empirical content was analyzed and categorically coded (see Appendix 2 - Coding Scheme) in line with cognitive and

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experiences and realities, as the study embraced informants with different practical (contextual) backgrounds. Furthermore, the technique is commonly used to make theoretical contributions in relation to qualitative studies (Bryman & Bell, 2015, p.599). Through the thematic analysis, the themes were identified by transitions in regard to how the discussion shifted focus between recurrent topics.

3.4 Trustworthiness

The studies' trustworthiness was elaborated around four sub-criteria: (1) credibility, (2) transferability, (3) dependability and (4) confirmability. Accordingly, these four criteria are equivalent and parallel to the quantitative research emphasis on validity, reliability and objectivity.

(Lincoln & Guba, 1985)

In reference to the first criterion; (1) credibility, a substantial number of articles and sources was reviewed in order to create a comprehensive picture of the applied theoretical concepts (Bryman 2012, p.392). Furthermore, the informants received the interview questions prior to the interview to prepare and review material in advance to create a holistic view. Additionally, in terms of credibility, the authors are aware that some information may have got misinterpreted or lost in the translation process from Swedish to English. To reduce the risk of asymmetry, if any information was not in congruence between the authors, the informants were contacted to detail explicitly.

In concern to (2) transferability, zero packaging is in an early stage of development, where customers’ behavior is changing rapidly, making it difficult to transfer the results to similar environments over time. On the other hand, the study highlights an important topic in relation to sustainable consumption practices and can therefore act as a good basis for a broader study with a more nuanced view.

In relation to (3) dependability, all empirical data records have been saved including the interview transcripts, data analysis etc. To strengthen dependability, the interview-informants had an accumulated work-experience of at least five years within the market, enabling the authors to generate in-depth insight to the research field.

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In regard to the last sub-criterion (4) conformability, one of the authors had a long history of work- experience within the grocery industry, which contributed to the idea, design and frameworks in regard to zero packaging. Accordingly, the authors cannot guarantee that the study does not contain any subjective interference. Furthermore, the authors were aware that informants have incentives to highlight the positive aspects of their operation to the public domain. Consequently, if prompted, an evaluation was made to exclude any potential subjective interferences with the data analysis.

3.5 Ethical consideration

In relation to the ethical consideration, the study was based on the four ethical principles established by the research councils; information, consent, confidentiality and usage requirement (Vetenskapsrådet, 2002). In reference to the information criterion, the authors notified the informants of the purpose of the research, and the requirements that were applicable to their participation. Additionally, consent was given prior to the interview, and each informant was in control over their own participation and independence. Considering confidentiality, all data and recording was stored in agreement with the updated standards of protecting personal information, thus remaining anonymous if desired. Lastly, the information collected through the interview was used for research purposes, thus establishing the usage requirement.

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4. Empirical findings

The findings will be presented in accordance with the comparative structure, outlined in the research design. Correspondingly, a distinction will be made between (4.1) zero packaging stores and (4.2) retail suppliers.

4.1 Zero Packaging Stores

4.1.1 Creating recognition

To begin with, the zero packaging informants elaborated on how they are trying to create recognition in the market by emphasising on aligning themselves with the environmental initiatives of the (1) platforms and (2) local communities. In regards to the (1) platform, the store manager of Gram argued that it is central that the entire environment and organization platform breathe and exhale the concept of zero packaging in its entirety. “You are either completely in, or you’re not” (Store Manager, Gram). From this perspective, the founder of Skafferiet described how they are trying to find a recognition of lowering the ecological impact, by reducing the food waste and the ecological footprint. The founder argued that their communication centers around embracing customers to not purchase more than the customer actually needs. Additionally, the founder of Unboxed Market elaborated on how to effectively use their digital platform to establish recognition. The founder detailed how they have integrated their name with their business through for example, the hashtag #showusyourunboxedbuys. Consequently, the founder explained how the hashtag is an efficient way to activate and engage your customers, while retaining their brand identity.

In reference to the (2) local communities, the founder of Unboxed Market stated that they are trying to embrace the local community by only selling products from local farmers. In line with the environmental concerns, the founder outlined how they aim to create an identity through the layout or structure of their store. In essence, the store adapted the zero packaging concept by structuring their business in a circular layout, relating to the circular economy. At the entrance of the store, the founder described how they have an ‘infographic circle’, which resembles their logo and how the circular economy/store revolves around it. Through the circle, the founder expressed how they are inviting their customers to join that circle and share their identity.

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Secondly, to create recognition, the zero packaging informants detailed how they are trying to promote the environmental values and recognition through their packaging promotion. For instance, the store manager of Gram argued how they are selling reusable containers while encouraging customers to bring their own containers, thus promoting and helping their customers to live a zero waste lifestyle. Furthermore, the founder of Skafferiet argued that they offer the customer a 10-15% discount if they bring their own containers during Saturdays as a way of encouraging the usage of reusable containers.

Thirdly, in relation to the packaging setting, the founder of Unboxed market detailed how they create an identity by laminating their containers with their logo and text. The container was outlined to become a marketing tool to spread their brand. Furthermore, the founder also elaborated around reusable containers, and how the action influences the customers continuous shopping experience. “If people purchase with their own container, it gives them a sense of pride” (Founder, Unboxed Market). In relation to the sense of pride, the founder alluded that the container creates a positive word-of-mouth effect by creating a meaning towards the container.

4.1.2 Promoting the practice

Another area of concern related to the persuasion of adapting the practice of zero packaging. Each zero packaging informant emphasized on how they are highlighting and promoting benefits by exercising positive reinforcement and push-to-brawl incentive strategies, to aspire an intentional behavioral change. For instance, the founder of Skafferiet elaborated on the importance of having a positive attitude and encouraging customers to adapt to the practice. “People who come to the store do it for a great cause, and I encourage them to pursue this path by remaining positive and integrate into my marketing efforts” (Founder, Skafferiet). In a similar way, the founder of Unboxed Market detailed how they are encouraging customers through positive reinforcements, such as “Try again, do your best”. According to the founder, these strategies were argued to be highly valuable as it establishes affirmation amongst customers. “Their actions are for a good cause, and their action reflects that” (Founder, Unboxed Market). Furthermore, in line with their hashtag and sense of pride elaboration, the founder outlined how customers help to inspire other customers to do the same, thus creating a stronger community that customers can relate to.

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Besides, in regards to enhancing the practice of zero packaging, the store manager of Gram elaborated on how they are promoting the benefits by aligning themselves with customers' personal needs. For instance, the store manager of Gram outlined how customers may not be able to finish the product before the expiration date in a traditional package. Accordingly, in their marketing communication, the store manager tried to promote customers' ability to control the purchase.

“Through loose bulk purchasing, the customer is in control of the quantity and can thereafter handpick according to their personal needs” (Store Manager, Gram). In a similar way, the founder of Unboxed Market and Skafferiet detailed how they are focused on guiding the customers towards their optimized quantity and promoting them to dictate and set their own final price.

“Recognizing that each customer is unique, is a huge reason why zero packaging exists. It’s not just the environmental aspects, it’s also the personalization aspect [...] Utilizing our concept, customers are able to determine the final price depending on the quantity they are buying.” (Founder, Skafferiet).

4.1.3 Portable space

The final area of concern related to increasing the visibility of the zero packaged products at the store. The founder of Unboxed Market elaborated how they are taking advantage of see through containers and the portable space. For instance, the founder detailed how the portable space enabled them to have a lot of products in a very small space, in comparison to normal grocery stores, where products are spread along a shelf. In essence, the portable space was described as a three-dimensional space, where customers are able to view the container from all angles (360 view) in comparison to viewing products in a two-dimension shelf. “The space allows more products to be stored in a more confined space, rather than spread out along the shelves” (Founder, Unboxed Market). In a similar way, the founder of Skafferiet argued that the see through containers allowed customers to review and gain impressions of all products simultaneously.

However, with the portable space allowing more products to fit in a closed confined space certain measures were taken to avoid confusion. For instance, the founder Skafferiet alluded that they often guide their customers through the purchase as the operation is more labor-intensive where the sales require a strong personal touch. In a similar way, the founder of Unboxed Market

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elaborated how the concept of zero packaging is very labor-intensive. For instance, the founder stated that “you can’t just let people wander around aimlessly if they are not used to how the store works […] It can actually be really overwhelming” (Founder, Unboxed Market).

4.2 Retail Suppliers

4.2.1 Creating recognition

To begin with, a common subject among the informants related to the complexity of creating a recognition with the absence of packaging. For instance, the brand manager and Candy King elaborated how customers are more prone to say that they will buy some “loose bulk candy”, instead of saying that they will buy candy from Candy King. “Customers are normally relating to the practice instead of the brand behind it” (Brand Manager, Candy King). In a similar way, the brand manager of Pica Deli detailed that one of their main challenges is to establish brand recognition, instead of being recalled as ‘a salad bar’. To create awareness, the retail suppliers discussed three different means to establish a recognition; (1) through associations, (2) utilizing the package and (3) the transparent container.

Firstly, (1) in relation to creating a recognition through associations, the informants from Pica Deli emphasized how they establish an identity through trends, nostalgia and product mixtures. For instance, the brand manager and key account manager of Pica Deli elaborated around how they embody an association through the pick and mix concept and the natural green colors of the salad.

“You’re coming to our bar to embrace the pick and mix concept [...] customers don’t associate pre-packaged products with our operation” (Key Account Manager, Pica Deli).

“Designing the new sales display, we try to mediate the green and health aspect of our brand by using ´the colors of nature” (Brand Manager, Pica Deli).

In a similar way, the brand manager of Candy King elaborated on how they are bolstering a sense of ownership to create a strong position within the loose bulk category. To create ownership, the

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the purchase. “We call this the 360 scope [...] In contrast to our competitors, we are trying to create a link with the customers after the purchase [...] if any interference arises, they come to us and not the store” (Brand Manager, Candy King).

Furthermore, the store manager of Hemköp and the consultants of Coop highlighted how they are utilizing the structural layout around the display and market to foster their identity. Embracing means such as banners, colors, fonts and logos is used to foster a recognition with the brand. For instance, the first consultant at Coop exemplified how Pica Deli have managed to invent or extend a new wheel through the healthy trend inside the market. “They capitalize on the healthy trend in the market and frame their operation accordingly” (Consultant 1, Coop). Furthermore, the store manager of Hemköp elaborated how the sales displays of many zero packaging products today are connected with the provenance of the product. For instance, the store manager pinpointed how the sales displays of shrimps are strategically related to the ocean, milk with cow-grazing meadows and salad with green natural colors.

Secondly, every retail supplier emphasized on how they are fostering recognition by utilizing the package/container/bulk. For instance, Pica Deli emphasized how they use the package to bolster the connection between the concept and the brand. In relation to the package, the key strategy among the informants centered around being closely tied with customers’ activities; transportation, consumption and storing. In relation to transportation, the second consultant at Coop elaborated around the importance of generating exposure amongst customers after the purchase. The consultant detailed;

“From the moment a customer creates their pick and mix until the product is being consumed, customers have to be able to recognize [...] this person just bought candy from Candy King (Consultant 2, Coop).

In relation to storing, the store manager of Hemköp elaborated around the importance of being close to the brand, by creating an emotional attachment to the product after the purchase.

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“For instance, think about Oboy, a familiar brand that almost everyone knows or can relate to [...] can you think of a moment where you’ve ever stored something else into an Oboy container? No. The same thing is essential when it comes to zero packaging” (Store Manager, Hemköp).

While the brand manager of Candy King elaborated how they are trying to create recognition by being closely related with the consumption of candy. The brand manager furthered elaborated around the complexity of not being able to escape packaging entirely, despite its name zero packaging. Consequently, strategies arise to deal with the packaging aspect by continuously reminding the customer of the brand during the consumption of the candy.

“It is essential to create a bulk or package that is closely connected or related to the consumption activity. For instance, creating a bowl in which the customers can place their candy in, creating constant connection with the brand” (Brand Manager, Candy King).

Thirdly, to create recognition, Pica Deli, Candy King and the consultants argued around how they focus on creating visibility through transparent containers. The key account manager of Pica Deli elaborated how the zero packaging embraces a different market setting where the product becomes the package and the mean customer used to create attention and recognition. With help of the transparent containers, the brand manager of Candy King detailed how they are promoting well- known products to create recognition and to promote a physical touch with the products.

“For instance, everyone is familiar with the colors and structure of ‘Ahlgrens Bilar’, ‘Pim Pim Båtar’ etc. making them easily recognizable and used as a means to create identification to the overall product category” (Brand Manager, Candy King).

At the same time, in line with the transparent containers, both consultants at Coop outlined how the zero packaging practice is more vulnerable to impairment in terms of freshness and cleanliness.

Accordingly, in the framing process, the consultants outlined how the food retailers need to make sure that the products are fresh, soft and selling as customers are able to scan, feel and sense what

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they are getting. “As such, customers create recognition by pairing for example freshness with the brand” (Consultant 1, Coop).

4.2.2 Promoting the practice

Apart from creating and fostering recognition, another area of concern related to the promotional benefits and opportunities to act to aspire an intentional behavioral change. According to the first consultant and the store manager of Hemköp, the main issue of zero packaging appeared to be centered around overcoming the advantages and convenience of purchasing products in a package.

”Why should I invest in loose bulk, when I can just buy the same thing pre-packaged? [...]

The gains of adapting zero packaging need to be high enough to overcome the time investment and effort needed” (Store Manager, Hemköp).

To begin with, in relation to the promotional aspect, the consultants at Coop elaborated around the complexity of encouraging customers to reuse their container and bring it back to the store. To motivate the customers, the first consultant exemplified how the overall market is trying to use monetary means to influence the customer. For instance, the first consultant told a story about Starbucks and how the company tried to reduce the consumption of coffee cups by offering a discount if customers brought their cup back to the coffee shop. However, when Starbucks changed the strategy and instead charged the customer a fee if they did not bring their own cup, the overall usage of cups was reduced by twice the number.

Secondly, another area of concern was the promotion of zero packaging and matching customer’s needs. For instance, the consultants elaborated on how many packages today are oversized where customers do not want to buy more than they need. In essence, the second consultant detailed how they are trying to embrace the opportunity of customization, by allowing customers to handpick their desired quantity. “With the practice of zero packaging, customers are able to shovel their own products instead of grabbing a prepacked package. [..] in contrast to the traditional packaging, the concept embraces customization by creating a quantity that is optimized for the specific meal”

(Consultant 2, Coop).

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Based on the elaborations around customization, the brand manager at Candy King detailed the complexity of promoting the ‘right sized container’, while maximizing the profit of each purchase.

The dilemma appeared to be circulated around finding a match between the packaging and customer’s needs. For instance, the brand manager elaborated around how they want to offer a bag in which the customer can add a bit more than the customer actually wants. At the same time, the brand manager outlined that they also need to consider the customers who only want a few pieces.

Accordingly, in relation to finding the right sized container, the brand manager detailed how the size of the containers needs to be adjusted to when, where and who the customer is depending on for instance the season (e.g. Eastern, Halloween).

In regard to customer's personal needs, all retail suppliers further elaborated around how they are trying to promote customer's own personal mixture. For instance, the store manager at Hemköp detailed that the customer is able to remove some of the products which they cannot do in the traditional package setting. “If I do not like broccoli, I can choose Pica Deli and consciously decide what I want in my salad” (Store Manager, Hemköp). In terms of promoting the mixture, Pica deli and Candy King aspire to activate customers to form an active movement. For instance, in contrast to the traditional packaging structure, where customers find everything essentially on one shelf, Pica Deli and Candy King invite their customers to a circular movement, garnering attention of both familiar and unfamiliar products simultaneously.

“The main goal is to harness the laws of attraction by creating an endless number of combinations that does not always make sense for everyone [...] but in the deciding moment of hand picking your products, the perfect combination will exist for the specific customer”

(Key Account Manager, Pica Deli).

“There is a consideration process of how to make customers move all the way through the different sections. If a store has for instance 15 sections, you want the customers to go from section 1 to 15. Customers are more engaged and committed in the buying process when movement is involved, and more prone to exposure of new impressions” (Brand Manager, Kandy King).

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To embrace the movement along the mix of products, two different managerial strategies were utilized between Candy King and Pica Deli. The brand manager at Candy king argued that they are mixing different flavors (chocolate, sour, sweet, etc.) between each other (unsymmetrical). “If customers find their sweet favorites in one section, he or she will pick her favorites and close the bag [...] spreading out the different categories forces customers to navigate through all the flavors and find new/other favorites” (Brand Manager, Candy King). In contrast, the informants from Pica Deli detailed how they are structuring the components of the salad through categories (protein, carbohydrates). In essence, the key account manager of Pica Deli argued that they are optimizing their portable space by mixing different categories (sweet, sour, bitter), colors, icons, top sellers, icons and categories. In a similar way, the brand manager of Pica Deli specified how the elements of the salad mix guide customers through their selection. “Spreading out the different elements of a salad forces the customers to guide themselves through their favorites, picking components from different sections” (Brand Manager, Pica Deli).

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5. Analysis

The analysis is presented in relation to the theoretical concepts (5.1) cognitive resonance and (5.2) emotional resonance. Finally, the analytical model will be extended by introducing (5.3) motivational resonance to the theoretical concept of resonance. To follow the thematic analysis, see Appendix 2 - Coding scheme.

5.1 Cognitive resonance

5.1.1 Composition

Within the composition, the salient message has been conceptualized as an integral component to achieve cognitive resonance, by pairing the ‘right frame’ with customers' beliefs and experiences (Giorgi, 2017). In line with the salient message, the empirical data indicate how the retail suppliers put emphasis on trends and nostalgia alignments. For instance, Pica Deli embraces the healthy trend by highlighting components of nature into their display, colors, banners and logos. Furthermore, the empirical data highlight other alignments by focusing on the origin of the product/operation. For instance, pairing milk with cow-grazing meadows, shrimps with the ocean and candy with children, enabled the food retailers to pair one element (salient message) with another element (beliefs and experiences). In other words, to attract customers, the focal point lies within creating (pairing) meanings and understanding around lived experiences, by combining the origin (element) with the salient message. Consequently, by adhering to the aspects of the salient message, food retailers are able to reach a state of resonance by fostering familiarity.

Further exploring the salient message within the composition process, the pick and mix strategy was accentuated as a key strategy, which enlightened customers' awareness (attract) of new products by pairing close products (elements) with each other. By promoting the mix, the retailers enabled customers to connect and combine new meanings to existing flavors or identify other/new products.

For instance, creating a mix of salad or candy enable customers to explore new products instead of buying one single product. Furthermore, the composition process is used to change customers' perceptions by directing their thinking. For instance, Pica Deli and Candy King aspired to activate

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elements simultaneously, while increasing their opportunities to act (buy). Consequently, by adopting the pick and mix strategy, the food retailers are able to connect with customers' reasoning of combining different known (familiar) elements (products) between each other.

Conclusively, the analysis indicated how food retailers are combining elements through salient message, considering the alignment with (1) the origin and (2) the combinations of closely related products (pick and mix), to create familiarity.

5.1.2 Completion

Firstly, in accordance with the completion tool, the empirical data indicated how food retailers are enhancing familiarity by visualizing the product through clear transparent containers, enabling them to frame the “hidden” product behind the package. In line with the completion process, the empirical data indicate how the containers allow the food retailers to attract customers by taking advantage of well-known products or designs such as ‘Ahlgrens Bilar’ or the ‘fusilli-shaped’ pasta. In essence, as the design of familiar products is anchored in customers' long-term memory, the product becomes both the package and the environment simultaneously. At the same time, utilizing transparent containers enabled the food retailer to promote the attributed aspects, such as fresh, appearance, refilled and organized sections. In line with the completion process, these attributes later enabled the food retailers to attract customers by pairing the framed product with predetermined expectations in customers' mindset. For instance, the clear transparent containers enable customers to recognize when a product is fresh and meet their predetermined expectations within the completion process.

Consequently, through transparent containers, the food retailers are able to create a state of resonance by aligning familiar and fresh products with customers' long term memory.

Secondly, utilizing completion, the empirical data further imply how the food retailers are promoting familiarity by creating (2) ownership through packaging. For instance, Pica Deli and Candy King utilize their packaging container to create an anchor in their long-term memory by being closely tied with customers’ activities; transportation, consumption and storing. In relation to the completion process, the package becomes a means (anchor) which customers can recognize and utilize to create a cognitive link in their long-term memory (closely tied activity processes).

How can food retailers reframe the practice of packaging?

A world without packaging?