3m optical systems managing corporate entrepreneurship pdf

Growth stalled due to two basic problems: - Requirement of different sizes of screens - Perceived value of the screen costing over $100 Screen created an uncomfortable glare п‚§ Retail price to be $140 п‚§ 100% mark up for distributers п‚§ Computer privacy filter for general office applications п‚§ An entirely new market segment п‚§ Sell through computer supply distributers Museum lighting, ATM, Government computing etcД®ach segment had some problems вЂ“ as a result Rob identified a new segment as the вЂњcorporate computingвЂќ Major potential markets were identified вЂ“ for e.g. Need to capture more external opportunities by using the internal assets As a result Wong needed a marketing manager Rob Noirjean joined as marketing manager in 1990 Main challenge was to address the declining sales volume п‚Ў No new applications were developed to replace the od ones Three Initiatives taken by Wong вЂ“ДЇrom Ammunition to Aiming Device Tightening the Standards Testing the Business Manufacturing costs b/w 1987-90 were expected to come down by 50% The OS unit was merged with SSSD

Process Streamlining Process Streamlining Extrusion Process

Optical system business unit developed in 1979 Main objective was to exploit the light control film The optical microlouver technology was expected not to meet the targets Hence this was collated with other optical technologies In spite of that the unit was losing money at a rate of $3-$5 million every year Downsizing in terms of financial commitments were madeДЇocus shifted more towards developing a core technology and unique competencies Presently more focus was on new inventions rather on operation realities Hence a three year manufacturing strategy was developed Operations became more globalized As a result the management was more centralized and disciplined After 1986 Alan Jacobson took over as the CEO The traditional approach changed into a more technology driven approach and more of financial commitments were made In 1991 DeSimone took over as the CEO Focus was on the new innovations which was 3MвЂ™s legacy Large R&D infrastructure was developed and 6-7% of sales were incurred on R&D п‚Ў Implementation of the вЂњ15% RuleвЂќ п‚Ў Company had the objective of a 10% sales growth and each business unit was expected to contribute to that Started as a mining company and then shifted to sandpapers Two basic products вЂ“ Optical Systems has been losing money since 1979 as a business unit Wong faced the problem of getting the expenditure sanctioned from the senior management Suman Saha Shikha Gupta Suja Barua Suseendran Vishal GagraiДЇounded in year 1902 Business was highly diversified Sales of $14 billion 3900 profit centers, 47 divisions and operations across 57 countries Andy Wong вЂ“ manager of Optical Systems Target:25% sales from last 5 years product 30% sales from last 5 years product Anto Abraham Arpit Rastogi Ritesh Jain Sandeep Tripathy Shalina Bhatia Arun Ravindran

3m optical systems managing corporate entrepreneurship pdf