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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is the 3M culture. The official vision statement is “to be the most innovative enterprise in the world”‚ and 3M’s basic definition is: “new ideas +action or implementation which results in an improvement‚ gain‚ or profit”. 3M has also coined the word “inventorpreneur” for those who invent and implement. The culture encourages stubborn persistence amongst employees to accept and promote their ideas - “do your own thing”. The culture is taught and conveyed through stories and myth about 3M inventorpreneurs
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objective to 3M managers and the success of Computer Privacy Screen project‚ by itself‚ is irrelevant in the scope of maintaining such entrepreneurial flow. Assuming this project fits into the desired "pace" of innovation‚ Guehler should approve it; Wong should support it unconditionally. Intrapreneurship at 3M: With a requirement that divisions derive 30% of sales from products introduced within the last four years‚ the "15% rule‚" and a heavy R&D budget (6-7% of sales) to back it up; 3M is serious
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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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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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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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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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of Western Sydney International Business- 500004 Individual Research Paper 3M Prepared for: TC Sydney Graduate School of Management By: Surbhi Suri: 16453584 Submitted On: 09/11/2010 EXECUTIVE SUMMARY 3M is a multinational company with branches operating all over the globe. 3M is looking to grow in the new markets for its long term strategy‚ and decided to service China‚ India‚ and Singapore. 3M expansion in the international markets and business strategy is build around its core
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3m Case Study Question 1 There are many examples of successful companies. To what extent is 3M justifiably highlighted as the ‘innovating machine’? 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. 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
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