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This is the solution for case study on 3m Lessons from 3M Corporation: managing innovation over time and overcoming the innovator’s dilemma
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3M company
The document provides an overview of 3M Company, a diversified technology company with over 35 business units organized into six sectors. In 2011, 3M reported $30 billion in global sales, with 66% from international markets. Key financial objectives include 9-11% earnings growth and 4-6% organic revenue growth through 2020. 3M aims to increase innovation through R&D investments averaging 5.3% of sales annually and derive 30% of sales from new products. Risks include currency volatility and weak economic conditions in some markets. 3M maintains a strong financial position with over $4.5 billion in cash flows and low debt.
BMG Entertainment - HBS Case Study
- By 1999, the major record companies in the music industry were starting to engage in joint ventures and strategic partnerships online, as some were struggling to shift their business online. BMG and Universal announced a new venture called Getmusic.com, while Sony and Warner announced plans to acquire CDNow.
- Quantitative analysis showed that after 1996, revenue and units sold in the global music industry stagnated, and by 1999 the top 5 companies controlled over 85% of the global market. This concentration neared an "upper medium" oligopoly according to industry analysis frameworks.
- Recommendations included that based on financial results and lower market share, BMG should consider an acquisition or merger to better position itself online and relative
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Balanced Scorecard (Case Study: Disney)
The Balanced Scorecard is a framework that helps organizations visualize their strategy and translate it into operational objectives across four perspectives: financial, customer, internal processes, and learning and growth. It includes both financial and non-financial metrics that cover past, present, and future periods, as well as internal and external metrics that are causes and effects. The document provides an example of how Disney used the Balanced Scorecard across the four perspectives, including objectives, metrics, and targets for each perspective. It also outlines action plans and initiatives for each perspective.
3.2 understanding financial objectives
Financial objectives are goals or targets set by a business regarding its financial performance. Typical financial objectives include cash flow targets, cost minimization, return on capital employed, and shareholders' returns. Cash flow targets ensure a business has enough cash when needed. Cost minimization aims to raise profits by reducing costs. Return on capital employed measures profit generated relative to money invested. Shareholders' returns objectives focus on dividend per share and dividend yield. A business's financial objectives are influenced by internal factors like stakeholders and strategy, and external factors such as economic climate, competition, and legislation.
Case analysis boeing 787
The document provides an analysis of issues that caused delays in the delivery of Boeing's 787 Dreamliner airplane. It identifies several problems that contributed to the delays, including unexpected shortages of fasteners from suppliers that caused Boeing to rush suppliers, leading to quality control issues. Overall, the delays cost Boeing over $4 billion in penalties to airlines. The document analyzes the problems from a supply chain management perspective and suggests implementing changes to prevent such delays in the future, such as better supply chain coordination and quality control measures.
Team psychic mica colgate transcend deck
This document summarizes market research conducted by Team Psychic to increase sales of Colgate Kids toothpaste. They conducted focus groups, interviews, surveys, observations and gamified research with mothers, dentists, retailers and children. Key findings showed mothers found brushing difficult and saw little difference between kids' toothpastes. The research identified target consumer segments and influencers in the buying process. An IMC campaign called "Dhakkan Khulega, Hero Niklega" was proposed using education, entertainment and enlightenment across print, TV, experiential marketing, retail partnerships, influencers and digital channels to make brushing fun and promote benefits of Colgate Kids toothpaste.
Recommended
3M company
The document provides an overview of 3M Company, a diversified technology company with over 35 business units organized into six sectors. In 2011, 3M reported $30 billion in global sales, with 66% from international markets. Key financial objectives include 9-11% earnings growth and 4-6% organic revenue growth through 2020. 3M aims to increase innovation through R&D investments averaging 5.3% of sales annually and derive 30% of sales from new products. Risks include currency volatility and weak economic conditions in some markets. 3M maintains a strong financial position with over $4.5 billion in cash flows and low debt.
BMG Entertainment - HBS Case Study
- By 1999, the major record companies in the music industry were starting to engage in joint ventures and strategic partnerships online, as some were struggling to shift their business online. BMG and Universal announced a new venture called Getmusic.com, while Sony and Warner announced plans to acquire CDNow.
- Quantitative analysis showed that after 1996, revenue and units sold in the global music industry stagnated, and by 1999 the top 5 companies controlled over 85% of the global market. This concentration neared an "upper medium" oligopoly according to industry analysis frameworks.
- Recommendations included that based on financial results and lower market share, BMG should consider an acquisition or merger to better position itself online and relative
Channels of distribution of blue star om patil(23) (1)
black book project for BMS-marketing students. i scored around 77 out of 100 in this project. good luck
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Here, our syndicate discussed about Scenario Planning for PTFI for their Contract Work extension scenario
Balanced Scorecard (Case Study: Disney)
The Balanced Scorecard is a framework that helps organizations visualize their strategy and translate it into operational objectives across four perspectives: financial, customer, internal processes, and learning and growth. It includes both financial and non-financial metrics that cover past, present, and future periods, as well as internal and external metrics that are causes and effects. The document provides an example of how Disney used the Balanced Scorecard across the four perspectives, including objectives, metrics, and targets for each perspective. It also outlines action plans and initiatives for each perspective.
3.2 understanding financial objectives
Financial objectives are goals or targets set by a business regarding its financial performance. Typical financial objectives include cash flow targets, cost minimization, return on capital employed, and shareholders' returns. Cash flow targets ensure a business has enough cash when needed. Cost minimization aims to raise profits by reducing costs. Return on capital employed measures profit generated relative to money invested. Shareholders' returns objectives focus on dividend per share and dividend yield. A business's financial objectives are influenced by internal factors like stakeholders and strategy, and external factors such as economic climate, competition, and legislation.
Case analysis boeing 787
The document provides an analysis of issues that caused delays in the delivery of Boeing's 787 Dreamliner airplane. It identifies several problems that contributed to the delays, including unexpected shortages of fasteners from suppliers that caused Boeing to rush suppliers, leading to quality control issues. Overall, the delays cost Boeing over $4 billion in penalties to airlines. The document analyzes the problems from a supply chain management perspective and suggests implementing changes to prevent such delays in the future, such as better supply chain coordination and quality control measures.
Team psychic mica colgate transcend deck
This document summarizes market research conducted by Team Psychic to increase sales of Colgate Kids toothpaste. They conducted focus groups, interviews, surveys, observations and gamified research with mothers, dentists, retailers and children. Key findings showed mothers found brushing difficult and saw little difference between kids' toothpastes. The research identified target consumer segments and influencers in the buying process. An IMC campaign called "Dhakkan Khulega, Hero Niklega" was proposed using education, entertainment and enlightenment across print, TV, experiential marketing, retail partnerships, influencers and digital channels to make brushing fun and promote benefits of Colgate Kids toothpaste.
Thomas Green Case Study Presentation.
Thomas Green recently joined Dynamic Displays as an Account Executive and has quickly been promoted due to his success in securing a large contract. However, he has developed a poor working relationship with his superior, Frank Davis, the Marketing Director. Green challenges Davis' authority and fails to provide updates or back up his claims with data as requested. He also works individually rather than collaborating with the team. Going forward, Green needs to improve his marketing knowledge, build trust with Davis and his team through communication and collaboration, and take responsibility for his mistakes.
Concord Business Plans - Pitch Deck Examples
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Toys r us
Toys "R" Us was founded in 1957 by Charles Lazarus and captured 20% of the US toy market by 1988. It faced major barriers entering Japan due to regulations protecting small retailers. It overcame this by establishing a joint venture in 1991, becoming the largest toy retailer in Japan within 20 years due to its large stores, direct buying from manufacturers, and adapting products for the Japanese market. Toys "R" Us now operates internationally with over 1,500 stores in 33 countries and revenues of $13.6 billion, pursuing strategies like eco-friendly toys and internet retailing to adapt to changing demographics.
Lone Pine cafe case study
- The Lone Pine Cafe is presenting balance sheets as of November 2, 2005 and March 30, 2006, as well as an income statement for the year ended March 30, 2006.
- As of March 30, 2006 the cafe has $35,435 in capital, $18,900 in unsecured loans, and $50,755 in fixed assets. It has $55,918 in total assets.
- For the year ended March 30, 2006 the cafe had $43,480 in sales but $33,765 in expenses, resulting in a $9,715 profit. However, after paying $23,150 to partners, it had a $13,435 loss for the year.
Zillow Group Investor Presentation November 2018
This investor presentation by Zillow Group discusses the company's strategic priorities and financial performance. It contains forward-looking statements about future financial performance that involve risks and uncertainties. Zillow Group operates the largest online real estate network and its brands reach over 195 million unique users monthly. The company generates revenue primarily from Premier Agent and Mortgage products and services that help real estate professionals with marketing and growing their businesses. Zillow Group aims to grow its audience, create better consumer experiences, evolve revenue models, and attract top talent to leverage its culture of innovation.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Microsoft corporation case analysis
Microsoft places a strong emphasis on training and developing its employees. It uses an on-the-job training approach where new employees learn from more experienced coworkers. Microsoft also offers some off-the-job training through refreshment classes. The company recruits ambitious and talented individuals and aims to develop them further through challenging assignments. Microsoft rewards high performance through stock options and links compensation closely to individual performance reviews. The company culture is informal yet hard-working, and aims to retain and motivate employees through this high-performance environment.
BP case study
This presentation summarizes BP's major safety disasters and the initiatives taken to improve safety culture. It describes three major disasters - in Texas in 2005, Alaska in 2006, and the Gulf of Mexico in 2010 - that resulted from a lack of safety practices and negligence prioritizing profit over safety. BP faced billions in fines and penalties and long-term damage to its reputation. New programs like Operating Management System and Site Alignment aim to standardize operations and improve two-way communication between levels to prevent future incidents.
LL Bean Case Study
L.L. Bean is an outdoor equipment and apparel retailer founded in 1912. They use a forecasting process to determine inventory levels, but face problems with inaccurate forecasts for new and "never out" items. Possible solutions include improving forecasting methods over time, cost-benefit analysis of stockouts vs excess inventory, gathering more data on new items before launch, and looking at qualitative factors for "never out" items rather than just historical data. Promoting new items in catalogs and having backup vendors can also help address forecasting issues.
Solution chemalite
This document contains accounting information for Chemalite for 1991, including balance sheets, income statements, and statements of cash flows for the periods ended June 30, 1991 and December 31, 1991. It records various business transactions that affected Chemalite's assets, liabilities, equity, revenues and expenses. The ending balances on the December 31 statements show cash of $113,000, total assets of $546,875, total equity of $546,875, net income of $46,875 and ending cash balance of $113,000.
Maynard company ppt
The summaries are:
1. The balance sheets as of June 1 and June 30 show an increase in equipment and corresponding decrease in retained earnings and inventory. Cash, receivables, and payables also increased.
2. Comparing the two balance sheets shows the company purchased equipment on loan, decreasing inventory but increasing sales. Accounts receivable and cash increased while a loan was paid off.
3. Retained earnings did not increase by the full net income amount because dividends were paid to the owner, and the remaining difference was transferred to cash.
Diamond chemicals section1 group5
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IBM Corporation Turnaround
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Group 1-case presentation--bmg ent.--bus. consulting
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Sonder | Series D Deck
This document discusses Sonder, a tech-enabled hospitality brand that provides alternative accommodations. It notes that millennials are the fastest growing travel segment and will make up the majority of travelers. It then outlines some common complaints with traditional hotels and compares Sonder's offerings to independent hotels, big box chains, and peer-to-peer options. The rest of the document discusses Sonder's focus on guest experience, unit economics and efficiency, growing supply, strong demand drivers, and competitive defensibility in the market.
Under armour case analysis by Njinyah Ciro
This document provides an analysis of Under Armour's current situation and strategies. Some key points:
1. Under Armour has experienced strong financial growth in recent years, with revenue increasing over 25% annually on average. However, gross margins have remained around 48% due to higher input costs.
2. External factors driving growth in the industry include a rising global youth population participating in sports and growing interest in fitness. Competitive pressures come from large rivals like Nike and Adidas, as well as potential new entrants.
3. Internally, Under Armour has succeeded through innovation in performance apparel and gear, as well as marketing. Maintaining this edge in technology and brand awareness will be
GE case study two decade transformation Jack Welch's Leadership
Jack Welch transformed GE over two decades through relentless restructuring, acquiring and divesting businesses, and developing a culture of continuous improvement. Under his leadership, GE became one of the world's most diversified and profitable companies, with annual shareholder returns of 23%. Welch instituted a "fix, sell, or close" policy for businesses and cut layers of management. He globalized operations significantly and placed strong emphasis on developing leaders and continuous improvement efforts like Six Sigma. By the time of his retirement, GE had become a global industrial powerhouse focused increasingly on services in addition to products.
WAC report
The report analyzes options for Larson Inc.'s joint venture operations in Nigeria due to challenges reported by the CEO. The options evaluated are reducing equity stake to 49% by selling 26% to the Nigerian government, transferring employees, or liquidating assets to start a business in Ethiopia. The recommendation is to reduce equity stake by selling to the government, using funds to establish training programs to develop local employees, and shifting the CEO to an advisory role while appointing a new local leader. This addresses the key issues of government regulations, human resources, and leadership concerns.
Time warner: global market analysis
warner brother comprehensive global analysis
including its products categories, competitors in different parts of world and other statistical data.
The Context For Information Technology Since The Late 20th Century
Review of the book by Manuel Castells. 2000(2nd edition)The Rise of the Network Society Volume I of The Information Age: Economy, Society and Culture. Blackwell. pp.77-215
The CMO Survey - Highlights and Insights Report - Feb 2020
The survey collected responses from 265 top marketers at US companies on their outlook and strategies. Marketers expressed renewed optimism in the US economy compared to a year ago. They anticipate customers will increasingly prioritize trusting relationships over low prices in 2020. Marketers also predicted greater customer acquisition and retention. Regarding growth strategies, marketers reported that over half of their investment continues to be focused on existing markets and offerings, while diversification receives the least investment.
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Thomas Green Case Study Presentation.
Thomas Green recently joined Dynamic Displays as an Account Executive and has quickly been promoted due to his success in securing a large contract. However, he has developed a poor working relationship with his superior, Frank Davis, the Marketing Director. Green challenges Davis' authority and fails to provide updates or back up his claims with data as requested. He also works individually rather than collaborating with the team. Going forward, Green needs to improve his marketing knowledge, build trust with Davis and his team through communication and collaboration, and take responsibility for his mistakes.
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Lone Pine cafe case study
- The Lone Pine Cafe is presenting balance sheets as of November 2, 2005 and March 30, 2006, as well as an income statement for the year ended March 30, 2006.
- As of March 30, 2006 the cafe has $35,435 in capital, $18,900 in unsecured loans, and $50,755 in fixed assets. It has $55,918 in total assets.
- For the year ended March 30, 2006 the cafe had $43,480 in sales but $33,765 in expenses, resulting in a $9,715 profit. However, after paying $23,150 to partners, it had a $13,435 loss for the year.
Zillow Group Investor Presentation November 2018
This investor presentation by Zillow Group discusses the company's strategic priorities and financial performance. It contains forward-looking statements about future financial performance that involve risks and uncertainties. Zillow Group operates the largest online real estate network and its brands reach over 195 million unique users monthly. The company generates revenue primarily from Premier Agent and Mortgage products and services that help real estate professionals with marketing and growing their businesses. Zillow Group aims to grow its audience, create better consumer experiences, evolve revenue models, and attract top talent to leverage its culture of innovation.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
Microsoft corporation case analysis
Microsoft places a strong emphasis on training and developing its employees. It uses an on-the-job training approach where new employees learn from more experienced coworkers. Microsoft also offers some off-the-job training through refreshment classes. The company recruits ambitious and talented individuals and aims to develop them further through challenging assignments. Microsoft rewards high performance through stock options and links compensation closely to individual performance reviews. The company culture is informal yet hard-working, and aims to retain and motivate employees through this high-performance environment.
BP case study
This presentation summarizes BP's major safety disasters and the initiatives taken to improve safety culture. It describes three major disasters - in Texas in 2005, Alaska in 2006, and the Gulf of Mexico in 2010 - that resulted from a lack of safety practices and negligence prioritizing profit over safety. BP faced billions in fines and penalties and long-term damage to its reputation. New programs like Operating Management System and Site Alignment aim to standardize operations and improve two-way communication between levels to prevent future incidents.
LL Bean Case Study
L.L. Bean is an outdoor equipment and apparel retailer founded in 1912. They use a forecasting process to determine inventory levels, but face problems with inaccurate forecasts for new and "never out" items. Possible solutions include improving forecasting methods over time, cost-benefit analysis of stockouts vs excess inventory, gathering more data on new items before launch, and looking at qualitative factors for "never out" items rather than just historical data. Promoting new items in catalogs and having backup vendors can also help address forecasting issues.
Solution chemalite
This document contains accounting information for Chemalite for 1991, including balance sheets, income statements, and statements of cash flows for the periods ended June 30, 1991 and December 31, 1991. It records various business transactions that affected Chemalite's assets, liabilities, equity, revenues and expenses. The ending balances on the December 31 statements show cash of $113,000, total assets of $546,875, total equity of $546,875, net income of $46,875 and ending cash balance of $113,000.
Maynard company ppt
The summaries are:
1. The balance sheets as of June 1 and June 30 show an increase in equipment and corresponding decrease in retained earnings and inventory. Cash, receivables, and payables also increased.
2. Comparing the two balance sheets shows the company purchased equipment on loan, decreasing inventory but increasing sales. Accounts receivable and cash increased while a loan was paid off.
3. Retained earnings did not increase by the full net income amount because dividends were paid to the owner, and the remaining difference was transferred to cash.
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IBM Corporation Turnaround
IBM was founded in 1911 and emerged as a superpower by the 1950s, but faced structural problems in the early 1990s that led to $16 billion in losses. Lou Gerstner was hired in 1993 to rescue IBM. He took several steps, including layoffs of 40,000-50,000 employees, cost reductions of $6.8 billion through expense cuts and selling non-core businesses. Gerstner also restored line manager accountability, reorganized IBM into one global organization, refined sales processes, and focused on services as hardware stagnated. These strategies secured IBM's core competencies, provided an outside perspective to address real problems, and dismantled a collegial culture, driving financial results. However,
Group 1-case presentation--bmg ent.--bus. consulting
BMG Entertainment was one of the world's leading record companies and a subsidiary of Betelsmann AG. The music industry was changing due to consolidation and the rise of digital music downloads and streaming online. As the first major record label to embrace new digital technologies, BMG faced questions around how to organize itself to serve digital customers while remaining loyal to traditional retailers. In 2004, BMG merged its recorded music business with Sony's to form a joint venture to better compete in the challenging market. In 2006, BMG sold its music publishing division to Vivendi.
Sonder | Series D Deck
This document discusses Sonder, a tech-enabled hospitality brand that provides alternative accommodations. It notes that millennials are the fastest growing travel segment and will make up the majority of travelers. It then outlines some common complaints with traditional hotels and compares Sonder's offerings to independent hotels, big box chains, and peer-to-peer options. The rest of the document discusses Sonder's focus on guest experience, unit economics and efficiency, growing supply, strong demand drivers, and competitive defensibility in the market.
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This document provides an analysis of Under Armour's current situation and strategies. Some key points:
1. Under Armour has experienced strong financial growth in recent years, with revenue increasing over 25% annually on average. However, gross margins have remained around 48% due to higher input costs.
2. External factors driving growth in the industry include a rising global youth population participating in sports and growing interest in fitness. Competitive pressures come from large rivals like Nike and Adidas, as well as potential new entrants.
3. Internally, Under Armour has succeeded through innovation in performance apparel and gear, as well as marketing. Maintaining this edge in technology and brand awareness will be
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Jack Welch transformed GE over two decades through relentless restructuring, acquiring and divesting businesses, and developing a culture of continuous improvement. Under his leadership, GE became one of the world's most diversified and profitable companies, with annual shareholder returns of 23%. Welch instituted a "fix, sell, or close" policy for businesses and cut layers of management. He globalized operations significantly and placed strong emphasis on developing leaders and continuous improvement efforts like Six Sigma. By the time of his retirement, GE had become a global industrial powerhouse focused increasingly on services in addition to products.
WAC report
The report analyzes options for Larson Inc.'s joint venture operations in Nigeria due to challenges reported by the CEO. The options evaluated are reducing equity stake to 49% by selling 26% to the Nigerian government, transferring employees, or liquidating assets to start a business in Ethiopia. The recommendation is to reduce equity stake by selling to the government, using funds to establish training programs to develop local employees, and shifting the CEO to an advisory role while appointing a new local leader. This addresses the key issues of government regulations, human resources, and leadership concerns.
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The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
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Group 1-case presentation--bmg ent.--bus. consulting
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The document discusses the importance of manufacturing for the U.S. economy and jobs. It summarizes trends showing a decline in manufacturing employment from 1970-2010 due largely to rising trade deficits, not productivity. Unfair trade practices like currency manipulation by other countries and their subsidies have contributed significantly. The decline can be addressed by reforming trade policies to curb manipulation, ending subsidies, and providing more support for U.S. manufacturers through job training, R&D funding, and infrastructure investment.
The Context For Information Technology Since The Late 20th Century
The document discusses a presentation about productivity, technology, and the global economy. It notes that productivity increased at different rates from 1870-1950, 1950-1973, and 1973-1993. It questions why technology takes time to impact productivity and how the rate of diffusion varies between industries. It also discusses how the world economy became globalized in the 1990s, driven by developments in technology and the deregulation of financial markets. This led to the rise of internet and information technology industries in the US.
The Context For Information Technology Since The Late 20th Century
The document discusses a presentation about productivity, technology, and the global economy. It notes that productivity increased at different rates from 1870-1950, 1950-1973, and 1973-1993. It questions why technology takes time to impact productivity and how the rate of diffusion varies between industries. It also discusses how the world economy became globalized in the 1990s, driven by developments in technology and the deregulation of financial markets. This led to the rise of internet and technology companies as well as increased financial volatility.
ingram micro Annual Report 2005
The document is Ingram Micro's 2005 annual report. It discusses how Ingram Micro has diversified its business through acquisitions in different markets and geographies like AVAD, Nimax, and Tech Pacific. This has allowed Ingram Micro to generate the highest profits since the late 1990s by mitigating risks from any single market. Strong and experienced management has also helped Ingram Micro successfully integrate acquisitions and implement new programs. The annual report outlines Ingram Micro's strategy to continue expanding into new markets and geographies with growing IT potential like Asia-Pacific to take advantage of increasing global IT adoption.
web-11_5872-imagine-magazine-issue-13-october-2015
Steve Parkin, CEO of Mayborn Group, discusses the company's rapid growth in recent years which has been driven by consolidating its UK market share, establishing direct ownership in key international markets like North America and Australia, and its focus on new product development. He outlines challenges of transitioning to a global business like significant organizational changes. Parkin details ambitions to further grow internationally through direct markets, partnerships and acquisitions. He emphasizes Mayborn Group's focus on digital marketing, social media and recommendations to engage parents. Parkin also discusses the company's emphasis on innovation, attracting talent, and evolving its culture since a private equity acquisition to focus on disruptive growth.
Imagine Magazine Issue 13
In this issue you can read about many of the significant issues affecting the North East and developments that have taken place in the region over 2015, including our special feature on the future of Teesside; in-depth analyses of some of the North East’s most important sectors and interviews with a number of influential local business leaders such as Mayborn Group CEO Steve Parkin, veteran engineering entrepreneur Dr. Tony Trapp and Digital Leaders Chair Steve Blanks.
TN Business Retention & Expansion Course 2013 Day 1 Presentation
TN Business Retention & Expansion Course 2013 Day 1 PresentationUniversity of Tennessee-Center for Industrial Services-Economic Development
The Tennessee Business Retention and Expansion Course is a one and a half day course which focuses on how to develop, implement and evaluate an effective retention and expansion program. Presentation from Laith Wardi, CEcD, President of ExecutivePulse,Inc.Similar to 3m case study rm (20)
The Context For Information Technology Since The Late 20th Century
The Context For Information Technology Since The Late 20th Century
The CMO Survey - Highlights and Insights Report - Feb 2020
The CMO Survey - Highlights and Insights Report - Feb 2020
The CMO Survey Highlights and Insights Report - Feb 2019
The CMO Survey Highlights and Insights Report - Feb 2019
State of the Nation Review of Market Research and Insights
State of the Nation Review of Market Research and Insights
ICC BANKING COMMISSION MIAMI MEETING 2018: Day 1 - Reflections on the ICC Glo...
ICC BANKING COMMISSION MIAMI MEETING 2018: Day 1 - Reflections on the ICC Glo...
Consumer FinTech deck from Charles Moldow at FinTEx
Consumer FinTech deck from Charles Moldow at FinTEx
The CMO Survey - Highlights and Insights Report - Aug 2019
The CMO Survey - Highlights and Insights Report - Aug 2019
The Context For Information Technology Since The Late 20th Century
The Context For Information Technology Since The Late 20th Century
The Context For Information Technology Since The Late 20th Century
The Context For Information Technology Since The Late 20th Century
web-11_5872-imagine-magazine-issue-13-october-2015
web-11_5872-imagine-magazine-issue-13-october-2015
TN Business Retention & Expansion Course 2013 Day 1 Presentation
TN Business Retention & Expansion Course 2013 Day 1 Presentation
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【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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https://www.oeconsulting.com.sg/training-presentations]
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4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
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8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
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12. Design Sprint Framework
13. The Double Diamond
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15. TRIZ Problem-Solving Framework
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20. Design for Six Sigma (DFSS)
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NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
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3m case study rm
- 1. Samarth Patel Rajat Maheshwari Devendra Tiwari TITLE S u b t i t l e
- 2. INDEX 1. Introduction to case 2. Question for the case 3. Answer to the question
- 3. INTRODUCTIO N • Founded in 1902 • The Minnesota Mining & Manufacturing Corporation (3M) • Headquarters: Saint Paul, Minnesota, United States • CEO: Mike Roman (current)
- 4. Reported sales revenues of $16.7 billion during the year 2000 C o m p a n y m a d e m o r e t h a n 6 0 , 0 0 0 p r o d u c t s t h a t y e a r
- 5. Sales revenues of $16.7 billion during the year 2000 Before 1995 $9.6 billion 56% 1995-1999 $5.6 billion 35% 2000 $1.5 billion 9% 2000 9% 1995-1999 35% before 1995 56% Sales Revenue for 2000 2000 1995-1999 before 1995
- 6. Revenue from 3M’s six business segments Electro and communications Consumer and office Healthcare Graphics and safety Transportation Industrial
- 7. “Points - Asia Pacific, Europe, and Latin America achieved double-digit volume growth. - Non-U.S. business represented 53% of total net sales. - Also 63% of total operating income.
- 8. More than 75,000 3M employees worked to create more than 500 new products every year. 3M had identified 21 established and new strategic brands
- 9. 3M had institutionalized a corporate culture that promoted intrapreneurship recognized for its vertical organizational structure Between 1985 and 2000, 3M’s gross profit margin averaged over 48 percent During this same 15-year time period, return on equity for the company averaged 22.2 percent
- 10. In Fortune magazine’s annual survey of “America’s Most Admired Corporations,” 3M earned a top-10 ranking in 10 of the last 15 years During 1985-2000, 3M also appeared on the Fortune top- three rankings for innovativeness in 1995 3M was awarded the National Medal of Technology, the U.S. government’s top award for innovation Early in 3M’s history, chair and CEO William L. McKnight, long considered to be the company’s “spiritual founder,” introduced policies and philosophies that were considered to be responsible for 3M’s ability to innovate consistently
- 11. “ Evaluate the policies and philosophies of 3M from the standpoint of helping the company implement its strategy, rooted in innovation? Question?
- 13. THANK YOU!