3M's current business model focuses on expanding manufacturing capacity, improving supply chains, investing in R&D, localization, and acquisitions. It is expanding overseas manufacturing and plant extensions. 3M is improving inefficient supply chains and keeping capital expenditures low. It is committed to innovation through its corporate culture and investment in core R&D. 3M localizes manufacturing and technical resources internationally to drive growth. Acquisitions advance 3M's technology, gain capacity and markets, and strengthen its core businesses.
For dying companies in dying industries, part-2Ron McFarland
This is the second part of a 2-part presentation. Just like the first part, it offers suggestions to help a declining company survive, even if it is in a declining industry. You might find what I call a good competitor and bad competitor interesting with the attitudes as to what is correct and not correct behavior in the US Presidential election (slides 24-28). Armed with knowing which your competitors are, you can plan your strategies. Also, looking at your supply chain, exploring where you should find partners is interesting. I hope they get you thinking.
For dying companies in dying industries, part-2Ron McFarland
This is the second part of a 2-part presentation. Just like the first part, it offers suggestions to help a declining company survive, even if it is in a declining industry. You might find what I call a good competitor and bad competitor interesting with the attitudes as to what is correct and not correct behavior in the US Presidential election (slides 24-28). Armed with knowing which your competitors are, you can plan your strategies. Also, looking at your supply chain, exploring where you should find partners is interesting. I hope they get you thinking.
Zero Policy = maximize profits; Clients (Refineries and petrochemical Facilit...Vincent Wedelich, PE MBA
Clients (Refineries and petrochemical Facilities) will maximize profits if they develop a zero policy.
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Zero Policy = maximize profits; Clients (Refineries and petrochemical Facilit...Vincent Wedelich, PE MBA
Clients (Refineries and petrochemical Facilities) will maximize profits if they develop a zero policy.
Zero-safety incidents
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Mergers & Acquisitions are often used as part of a
company's globalization strategy, for both intra-regional and international deals. However, substantial number of them fail. Read more to find out the challenges or visit us at: http://www.verityconsult.com
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The 2nd Thin Film Solar Summit US is taking place on December 1-2 in San Francisco.
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Unlike other general solar events, this is completely focussed on technological advances of thin-film manufacturing. Speakers already confirmed includes the DOE (to talk about securing finance for thin-film projects), First Solar, Uni-Solar, Kaneka, Ersol, Moser Baer, Solyndra ... the list goes on. All major players will be brought under one roof this December in San Francisco, make sure you secure your ticket if you don't want to miss thin-film's most important meeting this year.
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Speaker: Dr. Michael May, CEO of Rimon Therapeutics
Michael May is the CEO of Rimon Therapeutics, a company he founded to commercialize his thesis work at U of T. In this presentation, Michael discusses what it is like making the transition from the lab to the boardroom.
More information: http://www.marsdd.com/Events/Event-Calendar/Ent101/2007/Science-and-business-do-mix-20071128.html
This presentation gives actionable insight on your innovation project helping you to improve your ability to formulate innovation projects. The presentation provides five must-do's of innovation management and making innovation soar.
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The purpose of this review is to provide a deep understanding of innovation and its business potential. We will focus on innovation outcomes in terms of performance and present empirical findings linking innovation to business success. We introduce basic definitions of innovation, explore the most common forms of innovation (adding examples and case studies) and discuss disruptive innovation. We identify key innovation strategies developed and tested in academic and business research. We glance into rankings of the most innovative companies to learn on their performance and growth potential. Finally we will study how companies measure innovation and what parameters are critical for them to follow. At the end of the report, we have compiled an insightful “take away” and present extensive case study summarizing key innovation aspects in innovation implementation.
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Similar to Tracking firm presentation (vincent wedelich) mmm (20)
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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Business Valuation Principles for EntrepreneursBen Wann
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...
Tracking firm presentation (vincent wedelich) mmm
1. Tracking Firm PresentationTracking Firm Presentation
3M (MMM)3M (MMM)
Finance 6332 InvestmentsFinance 6332 Investments
Presented by:Presented by:
Vincent W. Wedelich P.E.Vincent W. Wedelich P.E.
2. Firms Current Business ModelFirms Current Business Model
Expand Manufacturing CapacityExpand Manufacturing Capacity
Improve Supply ChainsImprove Supply Chains
Investment in core R&DInvestment in core R&D
LocalizationLocalization
AcquisitionsAcquisitions
3. Manufacturing capacityManufacturing capacity
Expand Number of overseasExpand Number of overseas
manufacturing:manufacturing:
– Four new plants are beingFour new plants are being
constructed in China,constructed in China,
– Two in PolandTwo in Poland
– One each in Korea, Mexico,One each in Korea, Mexico,
Russia, India and Canada.Russia, India and Canada.
– Seven major plant extensions areSeven major plant extensions are
under constructionunder construction
in the United States and one inin the United States and one in
the U.K., principally to meet newthe U.K., principally to meet new
demand in our health care, opticaldemand in our health care, optical
films and safety businesses.films and safety businesses.
4. Supply chainsSupply chains
Managements philosophy is to keep capital expenditures low.Managements philosophy is to keep capital expenditures low.
Traditionally new products were launched supply chains for manufacturing newTraditionally new products were launched supply chains for manufacturing new
products were routed through unused marginal capacity, one process in oneproducts were routed through unused marginal capacity, one process in one
plant, the next process in another, often spread across many different plants inplant, the next process in another, often spread across many different plants in
different states, and sometimes even in different countries. It was not unusualdifferent states, and sometimes even in different countries. It was not unusual
for 3M products to touch multiple plants as they wound their way in thefor 3M products to touch multiple plants as they wound their way in the
transformation process from raw materials to finished goods.transformation process from raw materials to finished goods.
As customer demands increased and growth accelerated overseas, these longAs customer demands increased and growth accelerated overseas, these long
supply chains became increasingly stretched and worked less well, and theysupply chains became increasingly stretched and worked less well, and they
began to consume large amounts of working capital and expense.began to consume large amounts of working capital and expense.
5. Investment in core R&DInvestment in core R&D
innovation,innovation,
commitment to inventioncommitment to invention
and the introduction of new products.and the introduction of new products.
(3M is legendary for their ability to innovate).(3M is legendary for their ability to innovate).
6. 7 Pillars of Innovation7 Pillars of Innovation
• From the CEO on down, the company is committed to innovation.From the CEO on down, the company is committed to innovation.
• The corporate culture, hire good people, let them get the job done in theirThe corporate culture, hire good people, let them get the job done in their
own way, tolerate mistakes.own way, tolerate mistakes.
• Innovation is impossible without a broad base of technology.Innovation is impossible without a broad base of technology.
• Talk, talk, talk; encourage networking.Talk, talk, talk; encourage networking.
• Set individual expectations and reward employees for outstanding work.Set individual expectations and reward employees for outstanding work.
• Quantify efforts.Quantify efforts.
• Research must be tied to the customers.Research must be tied to the customers.
7. LLocalizationocalization
Where logical, 3M will keep administrative and a few otherWhere logical, 3M will keep administrative and a few other
activities centralized.activities centralized.
But localization for 3M means increasing local customizationBut localization for 3M means increasing local customization
manufacturing of products, particularly in international markets.manufacturing of products, particularly in international markets.
As more growth occurs overseas, 3M also will gradually grow andAs more growth occurs overseas, 3M also will gradually grow and
localize our technical resources in those areas.localize our technical resources in those areas.
This also will be a tremendous aid to drive growth through betterThis also will be a tremendous aid to drive growth through better
product localization.product localization.
8. AcquisitionsAcquisitions
For 3M, acquisitions are not simply about gaining volume.For 3M, acquisitions are not simply about gaining volume.
Always get a sensible return on investment.Always get a sensible return on investment.
Used to advance our technology baseUsed to advance our technology base
Gain immediate new capacityGain immediate new capacity
Fill our product linesFill our product lines
Gain access to new marketsGain access to new markets
Strengthen the coreStrengthen the core
Sometimes they are about new adjacency growth areas.Sometimes they are about new adjacency growth areas.
9. Management QualityManagement Quality
A new CEO every 5A new CEO every 5
years.years.
This is a 104 year oldThis is a 104 year old
company that to this daycompany that to this day
still produces innovativestill produces innovative
new cutting edgenew cutting edge
products like a start up.products like a start up.
The manufacturingThe manufacturing
conglomerate anconglomerate an
abrasives maker thatabrasives maker that
broke out by inventingbroke out by inventing
masking tape in 1925, ismasking tape in 1925, is
introducing new productsintroducing new products
a if it were a startup.a if it were a startup.
W. James McNerney, Jr.W. James McNerney, Jr.
(2001- 2004)(2001- 2004) Chairman of theChairman of the
Board and Chief ExecutiveBoard and Chief Executive
OfficerOfficer
George W. Buckley (2005
to present)
Chairman of the Board,
President and Chief Executive
Officer
10. W. James McNerney, Jr. (2001 to 2004)
Chairman of the Board and Chief Executive Officer
11. George W. Buckley
(2005 to present)
Chairman of the
Board, President and
Chief Executive Officer
21. 3M Returns vs. S&P 500 Returns 60 months3M Returns vs. S&P 500 Returns 60 months
22. Firm Specific & SystematicFirm Specific & Systematic
RisksRisks
On going lawsuits in AntitrustOn going lawsuits in Antitrust
Risks for Rebate Cases.Risks for Rebate Cases.
3M’s Acquisitions could open it3M’s Acquisitions could open it
up to unknown risks.up to unknown risks.
Venturing into new countries;Venturing into new countries;
intellectual property theft.intellectual property theft.
The constant innovation andThe constant innovation and
the time 3M takes to go tothe time 3M takes to go to
market. If it is too early thenmarket. If it is too early then
they could risk a lawsuit.they could risk a lawsuit.
The price tracks the S&P; if theThe price tracks the S&P; if the
economy is doing well, so iseconomy is doing well, so is
3M.3M.
Not much of a threat of entryNot much of a threat of entry
(to large).(to large).
Rivalry between competitors;Rivalry between competitors;
this is a real risk; some of thethis is a real risk; some of the
competitors are bigger andcompetitors are bigger and
stronger than 3M.stronger than 3M.
Pressure for substitutePressure for substitute
products. Not much risk here.products. Not much risk here.
Bargaining power fromBargaining power from
suppliers and buyers.suppliers and buyers.
23. Major News Events that Affect theMajor News Events that Affect the
Stock in Recent PeriodsStock in Recent Periods
3M Settles Patent Suits With 2 Companies (Lithium Ion3M Settles Patent Suits With 2 Companies (Lithium Ion
Battery) Oct. 2007Battery) Oct. 2007
3M Closes one deal; announces another. (Standard3M Closes one deal; announces another. (Standard
Abrasives) Nov. 2007Abrasives) Nov. 2007
3M Joins the Clinton Climate Initiative (Window Film)3M Joins the Clinton Climate Initiative (Window Film)
Nov 2007Nov 2007
US Leading Business Mission to Vietnam Nov. 2007US Leading Business Mission to Vietnam Nov. 2007
Is Now the Time to Panic? Investors are turning to blue-Is Now the Time to Panic? Investors are turning to blue-
chip behemoths with healthy and sustainable dividends.chip behemoths with healthy and sustainable dividends.
Nov 2007Nov 2007
24. Accordingly, 3M’s main priorities forAccordingly, 3M’s main priorities for
2007 are:2007 are:
Keeping the growth engine going and leveragingKeeping the growth engine going and leveraging
it to the bottom lineit to the bottom line
Creating an environment where creativity isCreating an environment where creativity is
strongly encouragedstrongly encouraged
Improving factory costs and gross marginsImproving factory costs and gross margins
Flawless execution of new plant and lineFlawless execution of new plant and line
startupsstartups
25. ReferencesReferences
Yahoo (Finance)Yahoo (Finance)
Methods of Corporate Valuation (NYU)Methods of Corporate Valuation (NYU)
3M’s Seven Pillars of Innovation (Arndt 2006)3M’s Seven Pillars of Innovation (Arndt 2006)
CSR Case Studies 3M (Sept 2005)CSR Case Studies 3M (Sept 2005)
Antitrust Risks for Rebate and Customer LoyaltyAntitrust Risks for Rebate and Customer Loyalty
Programs; Le Pages Inc. V.S. 3M (May 2003)Programs; Le Pages Inc. V.S. 3M (May 2003)
3M’s Acquistion of HighJump Will Enhance Its3M’s Acquistion of HighJump Will Enhance Its
Market Position (Woods 2004)Market Position (Woods 2004)
Morningstar.comMorningstar.com
All the new plants are outside the United States, where our growth rates are the highest.
All the new plants are outside the United States, where our growth rates are the highest.
When new products were launched, this often
meant that the supply chains for manufacturing new products
were routed through unused marginal capacity, one process in
one plant, the next process in another, often spread across many
different plants in different states, and sometimes even in different
countries. It was not unusual for 3M products to touch multiple
plants as they wound their way in the transformation process from
raw materials to finished goods.
It brought fabulous returns on capital
Market Cap: Market Capitalization value of the company, the market value of its outstanding shares. (stock price * outstanding shares).
(yoy) year over year