Journal of Business & Industrial Marketing Branding in B2B markets: insights from the service‐dominant logic of marketing David Ballantyne Robert Aitken Article information: To cite this document: David Ballantyne Robert Aitken‚ (2007)‚"Branding in B2B markets: insights from the service#dominant logic of marketing"‚ Journal of Business & Industrial Marketing‚ Vol. 22 Iss 6 pp. 363 - 371 Permanent link to this document: http://dx.doi.org/10.1108/08858620710780127 Downloaded on: 15 November 2014‚
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Carnegie’s Contribution to Industrial Business It seems that‚ rapidly‚ business changed in the Nineteenth Century. Business transformed from a small-scale setting to a larger‚ more efficient standard. Workers went from being masters at their profession to unskilled workers making more products with the help of machinery. Not only had the physical aspect of business changed‚ but the organizational skills of being a manager were modified as well. There are many examples of businessmen that contributed
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Executive Summary 3M Singapore controls many market leading brands in their various markets‚ such as Post-It®‚ Scotch® Tapes‚ Scotch-Brite® and Command™. In this report‚ we will be focusing on the brand – Command™. We aim to address the problem of the erosion of Command™’s competitive advantage in its increasingly competitive industry by providing improved/new BTL strategies which Command can undertake. Based on our survey‚ there are 2 interesting findings which we aim to tackle through our recommendations
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3M “Profile of an Innovating Company” The 3M case traces the history of this Minnesota-based company from its inception in 1902 through 1992. By looking at the tenure of three CEOs‚ the case examines how 3M worked to maintain a culture of innovation while continuing to grow into an international multibillion dollar organization. While the organization’s values are critical to the success of 3M‚ internal and external forces also forced 3M to adjust their business model.
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Labour Relations in Canada The largest national federation in Canada‚ whose member unions account for almost three-quarters of all union workers‚ is the Canadian Labour Congress (CLC). As of 2003‚ it consisted of 113 member unions‚ which in combination comprised over 10‚000 locals (Godard 220). The CLC attempts to influence the formulation and administration of government laws and policies. Union density in Canada (that is to say‚ the percent of non-agricultural paid workers who are members of
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Hospitals $3.9M sales/month 350 hospitals by VARs Electronic Orders 1‚650 orders/months $2.15 /order Manual Orders 3‚900 orders/months $8.5 /order Direct Electronic Orders 419 orders/months $2.15 /order Manual Orders 654 orders/months $8.5 /order 3M CANADA CS Distribution Center 2.25 FTEs‚ Fixed cost: $37‚500 /month Operated by 3PL Inventory level: $4.5M Storage costs: $6‚750 /month Out-of hospitals $1.7M sales/month 5000 organizations Material Mgmt 2 Material management staffs Picking
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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
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Introduction 3M stands for Minnesota Mining and Manufacturing Co. It was founded by five businessmen in 1902 at the town of Two Harbors‚ Minn (3M‚ 2012). They originally financed the company to mine the mineral cornundum for grinding wheel abrasives but the investment became a failure because it turned out that the mineral was actually low-grade anorthosite (Goetz‚ 2011). After being done with mining‚ the founders bought a sand paper company but struggled on how to run it. Eventually‚ Lucius Ordway
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Innovation at 3M Corporation Case Summary 3M was and still is a worldwide leader in innovation. After a rough start in 1902‚ over decades‚ 3M enjoyed national and global growth as well as a reputation for remaining a hothouse of innovation. In the 1990’s‚ 3M was trying to move away from the incrementalism and it sought to change the mix of new products to truly create something new to the world‚ instead of line extensions‚ which typically had provided two out of three new-product sales dollars
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the Rooms Division operations of the new property‚ identify and discuss the different type of accommodation and front office services need to be offered and analyse the roles and responsibilities of the accommodation and reception service staff. 1.2 Evaluate the type of services provided by the room’s division department in a range of accommodation facilities such as hotels‚ holiday camps or university campuses and discuss the legal and statutory requirements that apply to rooms division operations
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