3M’s rhythm of change: 3M started as a mining and manufacturing company but soon developed into and moving toward technological innovations and products an example of steady rejuvenation. This kind of change was continuous throughout the life cycle of the company. The change started when a young book keeper named William L.McKnight took the place of 3M’s sales manager and observed the quality problems with company’s products. He started with a systematic change which eventually took effort after
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Strength : 1) Since 3M Co. holds its consistency in the industry for 80 years of operation‚ rendering good qualities of their products and services satisfying the needs of their customers and clients. 2) Taking risk in expanding of subsidiaries in the global market. Recruiting thousands of employees to be part of the company. Weaknesses: 1) No formal organizational chart was formulated in company. 2) Not advisable to put a word “ AUTONOMOUS” which is subject to its own laws or regulation only
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Minnesota Mining & Manufacturing Company Case Study Table of contents Table of contents Page 1 Introduction to 3M Page 2 Market and products Page 2 Performance over the last 5 years Page 3 International Marketing Activities Page 4 Miscellaneous Topics Page 6 Appendix 1 Page 7 References Page 8 Introduction to 3M 3M Company‚ the Minnesota Mining and Manufacturing Company‚ was founded in 1902 by five businessmen. They wanted to make a profit out of minerals for grinding
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Art Fry was in search of a bookmark for his church hymnal that would neither fall out nor damage the hymnal. Fry noticed that a colleague at 3M®‚ Dr. Spencer Silver‚ had developed an adhesive that was strong enough to stick to surfaces‚ but left no residue after removal and could be repositioned. Fry took some of Dr. Silver’s adhesive and applied it along the edge of a piece of paper. The
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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 Company - 2010 Sustainability Report 3M Corporate Headquarters 3M Center St. Paul‚ MN 55144-1000 1-888-3M-HELPS Table of Contents: • • Global Reporting Initiative (GRI) Content Index Vision & Strategy • Company Information • 3M’s Sustainability Vision • Sustainability Strategies • Key Objectives around Sustainable Development • 3M’s Governance Structure • Business Conduct • 3M Public Policy • Environmental‚ Health‚ & Safety Management • Supply Chain Sustainability • Economic Management: Building
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company – companies in over 60 countries and 139 plants worldwide ■ Strong recognition for standard innovations with practical applications ■ Operational efficiencies - cost of sales declining and margin % increasing over the years ■ IBD’s new strategy was to transform from margin expansion to top line growth ■ Corporate brand strength and technology behind its products with exclusive supplier status‚ product driven organization with strong R&D direction‚ and geographic specialization ■ Through
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Competency Model: An Internally Developed Solution • 133 3M’S LEADERSHIP COMPETENCY MODEL: AN INTERNALLY DEVELOPED SOLUTION Margaret E. Alldredge and Kevin J. Nilan This article describes the development of an executive-level global competency model at 3M. The work on this model was completed in partnership with the company’s top executives and a global team of in-house professionals. The competency model itself consists of 12 competencies and generalizable behavioral anchors for each competency. The
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3M Introduction to Business Profile An ever-growing‚ innovative company‚ 3M is considered to be a science-based‚ multinational company which develops and manufactures over 55‚000 products. 3M was originally founded in 1902 by Henry S. Bryan‚ Herman W. Cable‚ John Dwan‚ William A. McGonagle and Dr. J. Danley Budd. It was originally called the “Minnesota Mining and Manufacturing Company” (hence the ticker symbol “MMM”). The company’s headquarters is located in Maplewood‚ Minnesota. 3M
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what extent is 3M justifiably highlighted as the ‘innovating machine’? Answer: This case study has highlighted some of the key activities and principles that contribute to 3M’s performance. Many of these are not new and are indeed used by other companies. However‚ in 3M’s case they may be summarized as an effective company culture that nurtures innovation and a range of management techniques and strategies that together have delivered long-term success. There is evidence that 3M supports these
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