Case Analysis- 3M Corporation Case Analysis- 3M: Profile of an Innovating Company Introduction Relevant Facts The next invention was the wetordry waterproof sandpaper‚ which came about when an ink manufacturing named Francis Okie asked for samples of every mineral supply in the house. Mr. Okie was persuaded to join 3M as the company first product developer. The wetordry found immediate acceptance in automobile plants and repair shops. The next critical event occurred in 1925 when
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3M Case Study 1. Classify the Greptile Grip golf glove by the two methods discussed in the class. Identify what kind of product the Greptile Grip golf glove best belongs to. Explain why. I would have to say the Greptile Grip golf glove best belongs to business goods because it is a product that can directly or indirectly assist in providing products for resale. For instance‚ the glove can assist in the purchase of clubs from 3M or even more of their products if they like it. Gloves are not the
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3M CASE STUDY Q1) Conservative Approach: Three Product Concepts * Mandate from management * Should not risk new process; Dunlop may use “revolution” against new method * Need to validate method at least once before basing major strategic decisions on it. * Not enough data yet to make such a drastic recommendation * Three concepts appear very promising and are enough of a “success” already. Radical Approach: New Business Unit Strategy * Team was charged with finding breakthroughs;
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3M is one of the thirty businesses of the Dow Jones Industrial Average and Standard & Poor’s 500 Index. The company has worldwide sales of $29.6 billion‚ and international sales of $19.6 billion‚ which makes up about 66% of the company’s total sales. After analyzing 3M’s annual balance sheets for the past five financial years‚ we can compare the company’s assets and liabilities and predict its future progress. 3M’s current ratio is positive because its current assets are all higher than that
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and adhesives are 50%-60% division turnover and abrasives are 40%-50% ■ Access to experience and knowledge pool of the worldwide organization and profiting from close connection in the marketing strategies of over 50 divisions in 3M ■ Natural fit with the culture of the Special and Niche categories ■ Groomed employees grow and develop to become product experts Weakness ■ IBD had not concentrated on the MRO segment because it was fragmented with slight brand loyalty ■ Sales reps were not
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Library back into R&D 1.3M 2) Increase Research and Development budget for 20% R&D budget for 1993 was 6.87M x 20%=1.374M Total R&D Budget (1994) 1.3M + 6.87M + 1.374M= 9.544M (Current Operations and Sale) 3) Based on current R&D Development Costs (1-3M)... Total Budget Alliance - Strengthen distribution channels - Development of a better relationship with purchasing agent - Technological advantages and connections Key Success Factors ● ● ● ● ● Innovation Attracting and retaining talent Improvement
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Administration Department Term: Fall 2013 Assignment for Course #: MGMT 317 Course Name: Management of Human Resources Submitted to: Dr. Mussie Tessema Submitted by: Alex Tschida Due Date: December 4‚ 2013 Assignment Title: Staffing Practices of 3M CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance received in its presentation is fully acknowledged and disclosed in the paper. I have also cited any sources from which I used‚ data‚ ideas or words
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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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50‚000 Products but 3M Still Searching for Growth According to Mr. Thulin‚ 3M’s CEO‚ “.‚ is trying to maintain 3M’s reliable profitablitly while giving sales growth a bit more zip.” 3M has a vast product line already so in order for Thulin to increase profit even more he is going to have to be innovative and come up with several strategic plans. On the business side‚ he is going to have to see what products are not reaching the target sales growth and maybe sell them off to another company and
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Innovation Best Practices - 3M Case Study Introduction We have been working with a number of global organizations on innovation practices for New Product Introduction (NPI) and have found in companies like: SAP‚ Microsoft‚ Bell Canada‚ Siemens etc‚ - that operationalizing innovation from its early creative stages is a stocatto like tango. Balancing creative tension to ensure innovation downstream execution traction requires tremendous leadership navigation and skill. It is so difficult for
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