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3M<br />Pam Hightower<br />Devaughn Jackson<br />Matt Sloan<br />Elitsa Voeva - Kolev<br />
3M - created in 1902 – to make sandpaper<br />First truly innovative product (masking tape) came out of being on site at a...
Functional Strategy<br />1<br />2<br />
Differentiation- staying on the edge of the Frontier Curve<br />Patient Money<br />Business Strategy<br />Cost Leadership<...
Related Diversification- one great product can parent thousands<br />First to use Profit Centers approach for each Busines...
A Progression through the chart<br />1- International- Export<br />2- Assess the market <br />Repackage exports to meet ec...
MAIN INDUSTRY<br />New Technology Development<br />6 SUB INDUSTRIES:<br />Health Care<br />Industrial and Transportation<b...
Porter’s 5 Forces<br /><ul><li>INTENSITY of RIVALRY
Main Industry: LOW
Sub industries: MODERATE
THREAT OF NEW ENTRANTS
Main Industry: LOW
Capital Intensive
Sub Industries:HIGH
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3 M Final

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Transcript of "3 M Final"

  1. 1. 3M<br />Pam Hightower<br />Devaughn Jackson<br />Matt Sloan<br />Elitsa Voeva - Kolev<br />
  2. 2. 3M - created in 1902 – to make sandpaper<br />First truly innovative product (masking tape) came out of being on site at an auto-shop<br />Break tradition of excess management in the invention process – seed money<br />Reflective Tint<br />Introduce unique aspects of company: <br />15% rule, Tech forum, Carlton Society, Challenge 81<br />Great Depression<br />Foreign Policy with Innovation <br />History<br />
  3. 3. Functional Strategy<br />1<br />2<br />
  4. 4. Differentiation- staying on the edge of the Frontier Curve<br />Patient Money<br />Business Strategy<br />Cost Leadership<br />Differentiation<br />
  5. 5. Related Diversification- one great product can parent thousands<br />First to use Profit Centers approach for each Business Unit<br />Maintained Centralized R&D, HR, Finance<br />Added Centralized Sales in 1992<br />Technical Forum of 1951 is used every <br />year to cross pollinate ideas and <br />spur new businesses<br />Corporate Strategy<br />
  6. 6. A Progression through the chart<br />1- International- Export<br />2- Assess the market <br />Repackage exports to meet economy- Globalization <br />Begin research and manufacturing based on local resources- Localization<br />3- Transnational- the GOAL<br />Global Strategy<br />Transnational<br />Globalization<br />Pressure for price responsiveness<br />Localization<br />International<br />Pressure for local responsiveness<br />
  7. 7. MAIN INDUSTRY<br />New Technology Development<br />6 SUB INDUSTRIES:<br />Health Care<br />Industrial and Transportation<br />Display and Graphics<br />Consumer and Office<br />Electro and Communications<br />Safety, Security, and Protection services<br />Business Description<br />
  8. 8. Porter’s 5 Forces<br /><ul><li>INTENSITY of RIVALRY
  9. 9. Main Industry: LOW
  10. 10. Sub industries: MODERATE
  11. 11. THREAT OF NEW ENTRANTS
  12. 12. Main Industry: LOW
  13. 13. Capital Intensive
  14. 14. Sub Industries:HIGH
  15. 15. Segmented Industries</li></li></ul><li>BARGAINING POWER OF BUYERS<br />Main Industry: LOW<br />Sub Industries: LOW<br />BARGAINING POWERS OF SUPPLIERS<br />Main Industry: LOW<br />3M provides the R&D<br />3M can buy raw materials from various suppliers around the world<br />Sub Industries: LOW<br />The industry is segmented<br />Porter’s 5 Forces<br />
  16. 16. Porter’s 5 Forces<br />THREAT OF RIVALS<br />Rivalry is based on:<br />New Product Development<br />Commercialization<br />Competitors<br />Honeywell <br />General Electric <br />DuPont<br />Johnson & Johnson<br />Main Industry: LOW<br />Sub Industries: HIGH<br />
  17. 17. SWOT Analysis<br />
  18. 18. How to increase Shareholder’s Value?<br />Alternative #1- Increase brand recognition through intensive marketing.<br />Alternative #2- Continue to increase global their global presence; invest heavily into emerging markets.<br />We recommend that 3M choice Alternative #2<br />Recommendations<br />
  19. 19. Reasons for Alternative #2<br />Excellent Growth Opportunities<br />3M has Internal Strengths; which will help ensure success<br />Management, Employees, and work culture<br />Distinctive Competences<br /> Research and Development<br />Customer Responsiveness<br />Pathfinder and Acceleration Programs<br />
  20. 20. Questions<br />
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