By Kelly Dawson, co-founder and strategy partner, Studio Every

For decades, packaging and products have been unconsciously designed around a “default setting” consumer. Invariably, that old adage “design for what you know” means that this consumer often falls into the same demographic. Perhaps that is all too often a young, western consumer.

Despite being the first touchpoint between a product and its audience, packaging has at times overlooked the insights and needs of the rest of the world’s population.

Kelly Dawson, co-founder and strategy partner at specialist innovation agency Studio Every, suggests this approach isn’t just suboptimal for many consumer groups – it’s harmful for brands in the long run, too. It’s a topic she will unpack on stage at Packaging Innovations & Empack 2026, when she takes part in a discussion titled Hidden Women, Visible Impact: The female lens on packaging innovation.

The touchpoint you can touch

In the world of strategic design, Dawson is the rare sort of professional who has seen it all. Her experience has seen her work on packaging designs for everything from gaming peripherals to medical devices, and from working for some of the world’s largest companies like Unilever to co-founding her own business.

“I think we underestimate sometimes, certainly in the brand world but even in the packaging world, how much packaging can really do for brands,” Dawson says. “We underestimate those everyday encounters and interactions that drive brand loyalty. It’s easy to forget the value that it has in brand equity.

“There’s so much focus on social media and digital marketing, but in consumer goods your greatest asset is the touchpoint of your packaging. But also, it’s just one point on the spectrum, as is the product, brand image, value proposition, and so on. It’s all interlinked.

“I’ve observed a dichotomy in recent years. There are those who are going all in to make packaging one of their greatest assets. An icon, even. And there are others who are thinking more about the total experience and being realistic about what packaging innovation really is, when it comes to understanding the context for people and what feels appropriate for the brand. It often doesn’t need to be a major leap. Finding the clues is the hard part, that should make the execution simpler.”

These shifts are challenging traditional ways of thinking around demographics, bridging divides between groups that once felt impassable.

The common connection

Dawson suggests that packaging is key to closing the gaps between demographics. “I think the biggest divide is generational appeal,” she says. “But there’s a lot of energy spent on how we appeal to Gen Z, for example. That’s a big age bracket over a decade wide. Who are Gen Z? That’s a lot of people. How do we appeal to Gen A? Gen A have Millennial and Gen Z parents. So, in that case, the shopper and the user – the person who wants it and pesters for it – are different. That generational conundrum is the burning issue right now.

“It’s a challenge where demographics make me uncomfortable. We struggle to pigeonhole generations. There’s nothing to say a 65-year-old on the cusp of retiring won’t have the same sustainability attitude as a 20-year-old – but many don’t consider them because they’re not part of the target group. That challenges me.”

This demographic breakdown means that our traditional understanding of packaging design is in need of an update. Dawson believes that this is impossible without brands and designers working together to develop a renewed focus on their value propositions.

“I think in that instance, you’ve got to push and pull different levers, because you can’t say everything at once in packaging otherwise it’s chaos,” she adds. “So, you’ve got to think: what are the motivations behind the purchaser, the shopper, the parent in this instance? And what does the end user want? Sometimes, you’ve got to find a happy medium, and you’ve got to find where the value is. We call it the pull – what’s the consumer pull and why are they going to want what you’ve created as a brand?”

What’s after what’s next?

In the present day, of course, many other considerations exist. There is no simple solution to packaging innovation challenges. A more nuanced understanding is needed and it’s here that the expertise of professionals like Dawson can add value.

“Our perspective is always, ‘Have we delivered something that’s going to create a competitive edge in the future?’” she asks. “Call it differentiation, disruption, call it what you like – it’s got to stand out, show up, and win hearts and minds. We look at the market landscape, where everyone else is selling the same thing but slightly different, and say, ‘You have a license to own this space that doesn’t feel occupied.’

“Some categories can be chaotic as everyone is saying the same things. But for those more ambitious brands, we should talk about what’s after. In the current economic climate, a lot of people don’t have time for that. It’s all hands-on-deck in the here and now. But from time to time, people look ahead to the beyond the next few years or the next decade. 2030 is getting close from a launch pipeline point of view. And if you’re linking things together, then you’ve got that license to really get ahead and be a leader in your domain.

“If I’m being realistic, 80% of your focus must be on what’s next. This helps develop a coherence. No consumer will follow a brand that’s zig-zagging. However, just a little imagination beyond your next launch goes a long way.”

It’s an approach that views consumers less as personas of the kind you might find in a marketing presentation, and more as people with wants, needs, and preferences that change over time. Instead of looking at what demographics have done in the past, focus more on what they’re going to do in the future. This forward-thinking approach is at the heart of successful inclusive design.