The document provides a SWOT analysis and strategic overview of 3M Company using several frameworks. It analyzes 3M's industry attractiveness, business strengths, and brand portfolio using a GE 9Cube matrix. It then examines 3M's strategy, structure, shared values, staff skills, style, and systems using McKinsey's 7S framework. The document outlines 3M's innovation process and positions its business sectors in a BCG matrix. Finally, it applies Porter's five forces model to 3M's industry environment to analyze threats and bargaining powers.
3. GE 9CUBE MATRIX
Industry Attractiveness:
Size, Market Growth, Pricing, Market Diversity, Competitive Structure, Industry Profitability.
Business Strength
Size
Growth
Share
Position
Profitability
Margins
Technological position.
Brand Image.
HIGH MEDIUM LOW
HIGH Investment and
Growth:
ScotchBrand
Nexcare
Investment and
Growth:
Scotch Brite
Post It
Speedglas
Filtrete Brand
MEDIUM Investment and
Growth:
Avagard
3M™ Attest Thinsulate
LOW
3M™ Comply
4. MC-KINSEY 7S MODEL OF 3M
SHARED
VALUES
STRUCTURE
SYSTEM
STYLE
STAFF
SKILL
STRATEGY
5. STRATEGY
Vision :
• 3M Technology Advancing Every Company.
• 3M Products Enhancing Every Home.
• 3M Innovation Improving Every Life.
CORE STRATEGIC DRIVERS
6. • Flexible and Innovative
corporate culture.
• Tolerance for mistakes and
encouragement to come
forward with good ideas.
• Cross Functional teams.
STRUCTURE SYSTEMS
• Digitization
• Digital connections
to other partners.
• 3M Sustainability
Program.
• Supply Shift.
• SAP System.
STYLE
• Innovation
culture
through out
organization.
• Participative
style.
7. STAFF
• Highly experienced
scientists and other
research personals.
• All departments are
headed by experts
and therefore are
well managed.
• Productions units
are controlled by
expert engineers.
SKILLS
• Various skill
enhancement
training
programmes
are conducted.
• Trainings and
career
upgradations.
SHARED VALUES
• Values like
innovation,
excellence,
profitability, morality,
honesty and
responsibility.
• Satisfy customers with
innovative technology
and superior quality,
value and services
11. PORTER’S FIVE FORCES MODEL
Threats of Substitute Products
• Excellent customer service
• Innovation and improvement
of products
Bargaining Power of Buyers
• Improving market share
• Innovation and
improvement of products
Rivalry among the Existing
Competitors
• Creating sustainable
differentiation.
• Create higher market awareness.
• Building a stronger value chain
Bargaining Power of Suppliers
• Efficient Supply Chain
• Product Design Experimentation
• Dependent suppliers
Threats of New Entrants
• Innovation DNA in
organisation
• Production in Large
Quantities
• Strong R&D Team
Partners include The Forest Trust , a not-for-profit organization specializing in sustainable forest product supply chains, and a cloud-based application called SupplyShift for responsible sourcing and traceability.
Those hand-offs include not just supply chain teams – production and logistics - but also finance, sales, and marketing, and other groups as well. The information hand offs also encompass different planning horizons – daily plant scheduling, weekly production planning, monthly integrated business planning, quarterly communication with financial stakeholders, and longer term strategic and capital planning. The key, Mr. Keel stresses, is not just a common platform – 3M is standardizing on SAP – but also a rigorous statistical-based approach to developing one version of “the truth.”
