Week 1 Case Study – 3M’s Post-it Flag Highlighter: Extending the Concept 1 A) How did 3M’s David Windorski get ideas from college students to help him in designing the final commercial version of the Post-it Flag Highlighter? David Windorski got ideas from college students by setting up focus groups and then creating sample models to give out so long as after a month of use a questionnaire was filled out giving him feedback. B) How were these ideas important to the success of the products? By
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The Post-It notes‚ due to their innovative nature‚ turned out to be the sort of product which is difficult to describe to people who are unfamiliar with it. A Post-it note solves a problem that people were not even aware they had‚ yet it is just a sticky piece of paper. Doesn’t sound interesting... For these reasons regular advertising campaigns proved ineffective. 2. Silver – invented the adhesive and kept the "project" alive for a long time. Fry – came up with the product idea for Post-it and
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Innovation: Championing 3M’s Post-it Notes by Knowledge@SMU‚ 13 April 2010 Go ahead and experiment with your idea. But what if I fail‚ you may ask. It is okay‚ said Geoff Nicholson‚ a former senior executive with multi-product manufacturer 3M‚ famous for its wide range of innovative products for both consumers and businesses. In fact‚ that is the trait you should look for in your employees – people who are not afraid to make mistakes – if you want your company to go far in innovation‚ said
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3M Introduction 3M is fundamentally a science-based company. We produce thousands of imaginative products‚ and we’re a leader in scores of markets - from health care and highway safety to office products and abrasives and adhesives. Our success begins with our ability to apply our technologies - often in combination - to an endless array of real-world customer needs. Of course‚ all of this is made possible by the people of 3M and their singular commitment to make life easier and better for people
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| | | CONTENTS Question 2 3 Determine 3M’s core competencies and assess if 3M has a sustainable competitive advantage. Support your claim. Question 3 9 Critically evaluate the success of 3M’s strategies (acquisition included) in 2006‚ from both a strategic and financial perspective. Question 4
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3M and Norton Evolutionary vs. Classical Strategic Management A Case Study from Jim Collins & Jerry Porras‚ Built to Last‚ 1997 Questions for Discussion (1) 3M’s strategy contradicts nearly everything that an MBA program is supposed to teach you about planning and control. Explain: a. How would marketing studies and product planning benefit 3M in producing more successful products? b. How 3M can expect to survive in the long run if it is unable to compute the return on investment and cash
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CASE #4: 3M Canada: Industrial Business Division PROBLEM RECOGNITION * The target is to increase growth rate from 3-5% to 12-15% in 18 months * OEM market is mature with limited prospects of expansion * Ultimately shifting overall focus from OEM market to MRO market * High unfamiliarity and low exposure to the MRO market * IBD’s share of distributor sales was 2% of distributors’ revenue * Transitioning focus from Special and Niche accounts to Large National accounts
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Topic: How 3M draws up sales and spending forecasts? Questions: 1. Sketch out the 3M organization structure from the board of directors to the production foreman as best as you can from the information in the article Management committee (President‚ seven group vice presidents and nine vice presidents of staff departments) Controller Groups of divisions (Group vice presidents and Group head) Divisions (General managers) Departments (Department managers) Top aides Foreman 2. How many
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There is no need to change basic corporate culture of innovation at 3M. 3M already has impressive internal strengths and in order to avoid further stagnation and increase company’s earnings per share more cohesive and systematic plan is needed. We would recommend the long term strategy development to increase the efficiency and competetiveness of the 3M products. 3M is fundamentally a science-based company. We produce thousands of imaginative products‚ and we’re a leader in scores of markets -
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New companies entering the market‚ mergers‚ and globalization‚ on pricing and the sustainability of profits Sustainability at 3M grew from a commitment to both innovation and ethical conduct. By continually increasing sustainability at the economic‚ social‚ and environmental levels‚ we believe we are building a strong‚ vital company today‚ and leaving a rich legacy on which future generation. We recognized early that doing business in new‚ smarter ways would not only create a more viable
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