This case study examines the standard operating procedures that help KDM produce complex P-O-P projects successfully.
The execution of a successful 3D P-O-P display campaign takes careful consideration. If any part of the production workflow breaks down, or if any element of the display is slightly off, the result could be quite costly. At KDM, the majority of a project’s time typically is spent up front, working with the customer on the design, white samples, art creation, and prototyping. The following case study illustrates a typical 3D project. This particular job was recently completed for a national beverage manufacturer. It went something like this:
Concept and design
The customer wanted to create a quantity of 250 three-dimensional P-O-P displays (Figure 1) for a localized, in-store, product-display promotion for the Tampa Bay Buccaneers to launch the football season. The display was to hold approximately 100 20-oz bottles. The display needed to be flexible in its application by either sitting on an end cap or on top of a pallet full of product at Publix supermarkets in Florida.
Three-dimensional renderings were designed of a treasure box that would hold 100 bottles and not exceed an end cap shelf at 36 in. wide. KDM produced a white sample—a prototype with no artwork—made on E-Flute (corrugated material with 95 flutes/ft) and submitted it to Publix for review. Some minor tweaks were made to height and size. The die line was created and sent to the creative agency to create the art to fit our die line.
After receiving the art, a new printed mock-up was generated to show the client and the creative agency. It was then decided that the display would not hold product after all—the client’s prerogative. Instead, the art would make it appear like the treasure box was full of bottles, so new art was created. Another internal mock-up was made to double and triple check that the display would function properly before it went into production. The display would be constructed of a combination of 32 and 44 ECT E-Flute for structural stability and ease of assembly at the store level. By this point, the process had taken almost six weeks.
We use a management system called Enterprise. It tracks project status with modules that include estimating, order entry, inventory, scheduling, prepress, proofing, printing, finishing, packing, and shipping. It also provides production-data collection and job costing. Some of our standard operating procedures (SOP) include:
Did you enjoy this article? Click here to subscribe to the magazine.