CRM/KM initiatives at 3M
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Case Details:
Case Code : ITSY010
Case Length : 08 Pages
Period : 1997-2001
Pub Date : 2002
Teaching Note : Available
Organization : 3M
Industry : Mining and Manufacturing
Countries : USA
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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"We'll probably never complete the system, since new
and improved technologies will always become available. As long as customers
have problems, we'll be looking for better ways of solving them."
- Paul Guanzini, New Business Development Manager,
Corporate Customer Contact Center, 3M, in 2000.
The Need for Change
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The story of US-based 3M (Minnesota Mining and Manufacturing
Co.) goes back to 1902, when a group of five businessmen set up a company for
mining operations in Minnesota.
Within a short span of time, the founders started making abrasives, which became
very popular among local industrial consumers.
As a result of its strong focus on research and development (R&D) and the
success of products such as Three-M-ite Abrasives Cloth, the Wetordry Waterproof
Sandpaper and the Scotch Tape, 3M's sales crossed $ 1 million in 1917. During
the 1920s, the company expanded its facilities and sales network, while
continuing to launch innovative products. |
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By the end of the 1930s, 3M had established a central research laboratory
to pursue research in technologies with long-term potential.
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This led to many breakthroughs, such as the invention
of reflective materials (used for improving highway signs and markings).
During the Second World War, 3M focused on finding more uses of its
products for industry.
In 1946, 3M stock was listed on the New York Stock Exchange.
In the early 1950s, 3M started its International Division to expand its
global operations.
The decade also saw the company getting involved in the health care
business. |
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