3M Optical Systems: Managing
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.
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.
Alternative Courses of Actions
Product introduction to the market with new sets of innovations.
Previous negative credits of the company will slowly diminish. *
The company can get the market effectively.
It is costly.
Not all prospect consumers will respond to the product introduction in the market.
Create products that can be positioned in the market defensively.
One step ahead from the competitors.
There is sense of...
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