3m Optical Systems: Managing
3M Optical Systems: Managing Corporate Entrepreneurship I. Point of View
The case was analyzed from the point of view of the manager, Mr. Andy Wong. II. Objectives * To offer new sets of products to the market. * To seek for a particular channel that would support the organization in project implementation. * To develop projects in order to increase sales. III. The Problem
How should the management develop its products considering the market status of the company? IV. Areas of Consideration * In 1979, the Optical Systems business unit was created to exploit light control film. * In 1992 3M had evolved into a highly diversified global company whose $14 billion sales were generated by a portfolio of thousands of products managed by the company’s 47 divisions and sold through its organizations in 57 countries worldwide. * By early 1900s, 3M had developed a pool of over100 technologies, extending from its roots in abrasives, adhesives and coating process to specialized high-tech expertise in areas as diverse as micro-interconnection, digital imaging and transdermal drug delivery. * Despite two previous market failures, his team assured that the totally redesigned products would now be succeed. * Optical Systems had been losing money since its formation as a business unit in 1979. V. Alternative Courses of Actions 1. Product introduction to the market with new sets of innovations. Advantages: * Sales increases. * Previous negative credits of the company will slowly diminish. * The company can get the market effectively. Disadvantages: * It is costly. * Not all prospect consumers will respond to the product introduction in the market. 2. Create products that can be positioned in the market defensively. Advantages: * One step ahead from the competitors. * There is sense
The case was analyzed from the point of view of the manager, Mr. Andy Wong. II. Objectives * To offer new sets of products to the market. * To seek for a particular channel that would support the organization in project implementation. * To develop projects in order to increase sales. III. The Problem
How should the management develop its products considering the market status of the company? IV. Areas of Consideration * In 1979, the Optical Systems business unit was created to exploit light control film. * In 1992 3M had evolved into a highly diversified global company whose $14 billion sales were generated by a portfolio of thousands of products managed by the company’s 47 divisions and sold through its organizations in 57 countries worldwide. * By early 1900s, 3M had developed a pool of over100 technologies, extending from its roots in abrasives, adhesives and coating process to specialized high-tech expertise in areas as diverse as micro-interconnection, digital imaging and transdermal drug delivery. * Despite two previous market failures, his team assured that the totally redesigned products would now be succeed. * Optical Systems had been losing money since its formation as a business unit in 1979. V. Alternative Courses of Actions 1. Product introduction to the market with new sets of innovations. Advantages: * Sales increases. * Previous negative credits of the company will slowly diminish. * The company can get the market effectively. Disadvantages: * It is costly. * Not all prospect consumers will respond to the product introduction in the market. 2. Create products that can be positioned in the market defensively. Advantages: * One step ahead from the competitors. * There is sense