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How 3M Applies Lean Principles to Make Competitive Intelligence Impact Measurable

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How 3M Applies Lean Principles to Make Competitive Intelligence Impact Measurable

  1. 1. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby How 3M Applies Lean Principles to Make Competitive Intelligence Impact Measurable A Complimentary Webinar from Aurora WDC 12:00 Noon Eastern /// Wednesday 26 June 2013 ~ featuring ~ Terry Kerby Derek JohnsonDoug Quam
  2. 2. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby α Use the Questions pane on your GoToWebinar control panel and all questions will be answered in the second half of the hour. α You are welcome to tweet any comments on Twitter where we are monitoring the hashtag #IntelCollab or eavesdrop via http://tweetchat.com/room/IntelCollab α Slides will be available after the webinar for embedding and sharing via http://slideshare.net/IntelCollab α To view the recording and download the PPT file, please register for a trial membership at http://IntelCollab.com. Questions, Commentary & Content
  3. 3. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Sources of Growth – Example only 2012 Sales Est 2017 Sales Plan New Products Revenue Growth 2012 Sales Est 2017 Sales Plan Market Growth 2013 Sales Est 2018 Plan Price Growth M & A Market Penetration
  4. 4. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Remember that we have very strong competitors everywhere. I like to win, and I want this company to win. Just as we need to know our customers better, we need to understand our competition better. … So you will hear me talk a great deal about improving 3M’s competitiveness and winning in the marketplace. Inge Thulin President and CEO 2/24/12
  5. 5. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby 3M strategies 1. Expand relevance to our customers and our presence in the market place. 4. Intensify capabilities to achieve regional self sufficiency 5. Build high performing and diverse global talent 6. Drive consistent superior levels of operational excellence Invest in innovation: Invigorate existing market opportunities and focus on emerging markets 2. Gain profitable market share and accelerate market penetration everywhere 3. Invest in innovation: Invigorate existing market opportunities and focus on emerging markets
  6. 6. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby BUT IT’S HARD TO TAKE SHARE UNLESS YOU KNOW WHO TO TAKE IT FROM & HOW TO TAKE IT !
  7. 7. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby PLAN ADJUST CHECK DO “GRASP THE SITUATION” Last Year: Revenue Target = $860MM This Year: Revenue Target = $1042MM Goals Activities J F M A M J J A S O N D Last Year: Actual Revenue = $901MM This Year: Operating Income Target = $206MM 1. New Product cycle Time acceleration (J.Miller) $5MM 1.0 1.0 1.0 Last Year: Operating Income Target = $150MM 2. Bonding additional growth programs(M.Koller) $2MM 2.0 3.7 3.7 Last Year: Actual Operating Income = $141MM 3. Bonding Venture products launch (M.Koller) $5MM 0.3 0.2 0.2 Targets: 4. Converter add'l growth (R.Marchiani)$2.8MM 2.8 2.8 2.8 1% additional core growth = $19.6MM 5. Converter Venture products (R.Marchiani)$5MM 5.0 5.0 5.0 Leverage Venture = $15MM 6. MPSP add'l growth programs (C.McKenna) $3.8MM 3.8 9.6 9.6 New Prod cycle time=$5MM 7. MPSP Venture products launch (C.McKenna) $5MM 6.0 1.0 1.0 8. Government add'l growth (N.Biderman) $3MM 3.0 3.0 3.0 9. Marine add'l growth programs (M.Smith) $0.3MM 0.3 0.3 0.3 10. Northstar add'l penetration (D.Burger) $2MM 2.0 2.0 2.0 11. Channel add'l growth programs (N.Stevens) $5MM 1.0 1.0 1.0 12. Contractors add'l penetration (D.Iverson) $0.7MM 0.7 0.7 0.7 13. 1% sales erosion reduction (D.Iverson) $5.3MM 5.3 5.3 5.3 14. e-Store - Achieve plan of $4.4MM (D.Iverson) 2.8 2.8 15. Increase Price to keep pace with RM inflation 24 13.8 Subtotal as of 2/07 = $27.2MM sales = $4.7MM OI Subtotal as of 3/07 = $32.4MM sales = $5.5MM OI +$13.8MM price Activity Rating Key results and issues 16. PSA Portfolio rationalization (B.Kesting) $3MM OI 1.5 3.1 3.1 Accelerate Channel Penetration Reached 50K new customers (300K more available) 17. 10% additional LSS cost reduction (T.Gregory) $4MM OI 2.5 3.5 3.5 Need new business model to reach Tier C customers Targets: 18. Thwart RM headwinds (P.Deconinck) $5MM OI 2.5 4.0 4.0 Close multiple acquisitions Achieved topline revenue 19. Supply Chain Simplification-Deliver Plan(D.Schaefer) Acquisitions dilutive to P&L,need faster integration to realize synergy Subtotal as of 2/07 = $4MM OI Improve New Product Penetration Introduced numrous new products 10% add'l LSS Cost Subtotal as of 3/07 = $6.6MM OI Total revenue below expectations with longer than expected cycle time Thwart headwinds $5MM Total as of 2/07 = $8.7MM OI Cost Reduction (focus COPQ) Delivered $36MM LSS Cost Savings Total as of 3/07 = $25.9 x 85% probability = $22MM OI Need to realize more yield to the bottom line Manage Raw Material Pricing Headwinds considerably more than historical Need higher percentage of second sources Achieve 8% productivity improvement Not able to achieve double digit organic volume growth Need more effective stratgy deployment Portfolio Management Reduced the number of D SKU's Need to accelerate jumbo rationalization J F M A M J J A S O N D Rationale for This Year's Activities - Business Opportunity Assessment Profit = Revenue-Cost We have opportunities to accelerate improvement in both areas Soft U.S. economy putting pressure on the Op Plan 2/7 plan has $11MM of additional OI in play 2/22 Gap $16.8MM-need to implement additional actions To meet our Op Plan we must; 1) Accelerate our top line growth 2) Reduce manufacturing cost 3) Make up for an estimated $15MM shortfall in the U.S.Operating Plan Author: T.Gregory 3/25/08 Version/Date: V5 A. Find and delivery additional sources of revenue GROWTH Reduce Business Erosion = $5MM 1% Portfolio rationalization A3 - Increase OI from $141MM to $206MMFocus: U.S. Performance Dept: IATD Division Performance, Gaps and Targets This year's action plan Performance Reflection on last year's activities We need to accelerate Lean deployment to realize additional factory cost savings Performance Gap in 2008 U.S. Operating Plan: $15MM shortfall In Operating Income Cost: RM Headwinds, global captial investments need to be offset by broad based cost reduction efforts 3/20-Oil $86 to $95-Headwinds $24 to $30-5% May price increase-$6.3MM+ erosion = Gap $29MM - $22MM = $7MM Follow-up / Unresolved Issues B. Find and delivery additional COST reduction above Op plan We need to redeploy personnel to these extraordinary objectives Revenue: Capturing new customers, retaining existing customers, and accelerating new products below expectations 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 B C D E F G H I J K L M N O P Q R S T U V W X Y X-Matrix IATD Division 2008 U.S. Strategy Deployment Support Int'l Expansion Portfolio Optimization Operational Excellence - Cost, Service, Quality New Product Development Business Execution Process (BEP) Deployment Increase OI from $141MM to $206MM Grow Channel Sales from $863MM to $894MM Grow Recent Acquisitions from $50.6MM to $159.3MM; IMC Sales Grow Core Sales from $863 to $894 SimplificationofSupplyChain,Products,&Processes OperationalExcellence-EHS&R,Cost,Service,Quality ExpandIATDPSACapability TotalEngagementoftheWorkforcetoDeliverTrueNorth ImproveOperatingIncomefrom15.4%to19.6%/Sales GrowSalesfrom$901MMto$1042MM BondingBUSalesfrom$185MMto$197MM($12MM) ConverterSalesfrom$285MMto$304MM($19MM) MPSPSalesfrom$381MMto$393MM($15MM) VentureSalesfrom$32.7MMto$134.3MM($101.6MM) NorthstarSalesfrom$17.9MMto$25.0MM($7.1MM) IMCSalesfrom$860MMto$886MM ExistingChannelSalesfrom$860MMto$886MM AlternativeWaystoMarket(e-store,B&C)$2.5to$8.3MM MarketCenters(MRO,Marine,Govt)+$12MMT-Scorecard ManageCOGSfrom$515MMto$598MM(57.2%) ManageSG&Afrom$218MMto$218MM IncreaseOIfrom$141MMto$206MM LeadershipDevelopment(Deploy2levelsbelowVP) Increase US GMO Penetration ratio from 15.4 to 20 (Penetration) A3 A3 A3 A3 A3 A3A3A3 A3 A3 A3 A3 Move from the number 2 to number 1 PSA Innovative Company(Innovation) Reduce Fcost 1% point/year Operational Excellence (Create The Space) Speed Complexity Employee Engagement U.S. Performance  Targets to Improve  Long-Term ("Breakthrough") Strategic Objectives  Annual Strategic Objectives  Top-Level Improvement Priorities X Matrix, A3 “Strategy” Plans TOOLS COMPLETED ANNUALLY updated Monthly A3 CI projects ID
  8. 8. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby The program The challenge
  9. 9. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby The program The challenge MULTI Technology National Industry
  10. 10. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby $30Bn Electro & Energy $5Bn Health Care $6Bn Industrial & Transp $9Bn Safety & Graphics $5Bn Consumer and Office $4Bn
  11. 11. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby    Sales & Marketing Manufacturing/Converting Technical Capabilities 74 SUBSIDIARIES DOING BUSINESS IN > 200 COUNTRIES Mexico  Brazil  Colombia  Venezuela  Argentina  Chile  Costa Rica  El Salvador  Panama  Ecuador  Peru  Uruguay  Guatemala  Italy  France  UK  Turkey  Greece  Morocco  Canada  Jamaica  Dominican Republic  Puerto Rico  Trinidad & Tobago  Poland  Czech Republic  Germany  Lithuania  Latvia  Estonia  Hungary  Romania  Ukraine  Kazakhstan  Russia  Japan  China  Taiwan  Vietnam  Thailand  Singapore  Indonesia  Hong Kong  Korea  Philippines  India  Israel  Egypt  Pakistan  UAE  Kenya  Malaysia  Sri Lanka  South Africa Belgium  Portugal  Spain  Netherlands  Austria  Switzerland  Finland  Sweden  Norway  New Zealand  Australia  Denmark  © 3M 2011. All Rights Reserved.
  12. 12. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Ab Abrasives Bi Biotech Ac Acoustics Ce Ceramics Ad Adhesives Dd Drug Delivery Am Advanced Materials Di Display An Analytical Do Dental & Orthodontic Materials As Application Software Ec Energy Components Em Electronic Materials Fc Flexible Converting & Packaging Fe Flexible Electronics Fs Filtration, Separa tion, Purification Fi Films Im Imaging Fl Fluoro-materials In Inspection & Measure-ment Is Integrated Systems Design Lm Light Mgmt Md Medical Data Mgmt Me Metal Matrix Composites Mf Mechanical Fasteners Mi Microbial Detection & Control Mo Molding Mr Micro- replication Pe Predictive Engineering & Modeling Nt Nano- technology Nw Nonwoven Materials Rp Radiation Processing Se Sensors Po Porous Materials & Membranes Pm Polymer Melt Processing Wo Wound Mgmt Vp Vapor Processing Su Surface Modification Sm Specialty Materials Op Opto- electronics Pd Particle & Dispersion Processing Pr Process Design & Control Pp Precision Processing Tt Track and Trace We Accelerated Weathering Technologies are not industry specific Technology Platforms
  13. 13. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby 200 Countries 100 Business units 46 Technology platforms X 920,000 variables The challenge X
  14. 14. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby And local competitors are emerging Worldwide Stronger Regional Competitors Become Emerging New Multinationals
  15. 15. © 3M 2013 All Rights Reserved. 88,000 Number of employees in 3M Number of employees devoted solely to CI 1
  16. 16. © 3M 2012 All Rights Reserved. Confidential War Gaming Guidebook ‘Train-the-Trainer’ model
  17. 17. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby To provide 3M divisions & Countries with know-how, tools & process to efficiently;  IDENTIFY their competitors  UNDERSTAND their competitors  MITIGATE their competitors strategy All within the confines of 3M values MISSION COMPETITIVE INTELLIGENCE PROCESS
  18. 18. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Our Values ► Act with uncompromising honesty and integrity in everything we do ► Satisfy our customers with innovative technology and superior quality, value and service ► Provide our investors an attractive return through sustainable, global growth ► Respect our social and physical environment around the world ► Value and develop our employees' diverse talents, initiative and leadership ► Earn the admiration of all those associated with 3M worldwide
  19. 19. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby  Common Language, Tools, Methodologies  Replicatable Successes The program The challenge MULTI Technology National Industry Jan Jul AprOct
  20. 20. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby  Deep dive analysis  C SME’S appointed  So What?  Now what? Analysis  Daily / Weekly Alerts  CI Sharepoint site  Earnings reports analysis  Product evaluations  Key Intelligence Questions Confirmed or Revised Strategy  Market Competitive Factors  Competitiveness  of all market participants  Market Key Intelligent topics IDENTIFY UNDERSTAND  War Games  Trade show CI  3rd party research MITIGATE COMPETITIVE INTELLIGENCE PROCESS COMPETE Identify UnderstandMitigate Competitor
  21. 21. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby  Deep dive analysis  C SME’S appointed  So What?  Now what? Analysis  Daily / Weekly Alerts  CI Sharepoint site  Earnings reports analysis  Product evaluations  Key Intelligence Questions Confirmed or Revised Strategy  Market Competitive Factors  Competitiveness  of all market participants  Market Key Intelligent topics IDENTIFY UNDERSTAND  War Games  Trade show CI  3rd party research MITIGATE COMPETITIVE INTELLIGENCE PROCESS COMPETE Identify UnderstandMitigate Competitor
  22. 22. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby 22 Competitor COMPETITIVE INTELLIGENCE PROCESS IDENTIFY Key Success Factors People Cost CustomerService Technology Distribution Brands& Marketing Computed weight 10 9 7 5 8 4 Score % 3M 1 6 9 6 6 3 217 56% Competitor A 9 6 3 9 3 9 270 70% Competitor B 9 9 6 6 3 9 303 78% Competitor C 1 3 9 1 1 1 117 30% Market segment name Ready to compete Readiness to compete metric Market KSF’S linked directly to corporate Competitive Factors Competitiveness of all participants (including 3M) Scoring guide Competitive Factor 9 6 3 1 People Ability to support (call on) ; Customer's C suite, Procurement, Clinical, Standardization comm, GPO interactions, POE suppliers < 9 < 6 < 3 Cost For Customer - Lowest treatment cost to achieve the desired clinical outcome < 9 < 6 < 3 Customer Service Technical support 24/7, continuous educational offering, high OTIF < 9 < 6 < 3 Technology State of the art, supported by clinical evidence < 9 < 6 < 3 Distribution Supply to the continuum of care (including retail) "easy to find, easy to buy" < 9 < 6 < 3 Brands & Marketing Highly trusted in the marketplace (C suite >> Patients). Leverage of the brand around solutions. One company face to the customer < 9 < 6 < 3 Key Success Factor An asset or capability that a market participant must have to sustain their presence in the market segment
  23. 23. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby  Deep dive analysis  C SME’S appointed  So What?  Now what? Analysis  Daily / Weekly Alerts  CI Sharepoint site  Earnings reports analysis  Product evaluations  Key Intelligence Questions Confirmed or Revised Strategy  Market Competitive Factors  Competitiveness  of all market participants  Market Key Intelligent topics IDENTIFY UNDERSTAND  War Games  Trade show CI  3rd party research MITIGATE COMPETITIVE INTELLIGENCE PROCESS COMPETE Identify UnderstandMitigate Competitor
  24. 24. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Focus on the Vital Few  Complete deep dive analysis  Define Key Intelligence Topics UNDERSTAND Create an “Alert network”  Establish CI Sharepoint process  Quarterly earnings call  Appoint C SME’s  So What? Now What? Define Key Intelligence Questions COMPETITIVE INTELLIGENCE PROCESS
  25. 25. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby  Deep dive analysis  C SME’S appointed  So What?  Now what? Analysis  Daily / Weekly Alerts  CI Sharepoint site  Earnings reports analysis  Product evaluations  Key Intelligence Questions Confirmed or Revised Strategy  Market Competitive Factors  Competitiveness  of all market participants  Market Key Intelligent topics IDENTIFY UNDERSTAND  War Games  Trade show CI  3rd party research MITIGATE COMPETITIVE INTELLIGENCE PROCESS COMPETE Identify UnderstandMitigate Competitor
  26. 26. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Leads to revision or Confirmation of Strategy MITIGATE A competitive Intelligence process used to Anticipate a competitors Future Actions War Gaming 1.Start with the question(s) you want to answer about your competitor. 2.Prepare briefing documents for the team . 3.Deploy teams ( 4-6 people per team) to answer the question 4.Entire group (all teams) review each teams response 5.Entire group refine to establish the group view 6.Set / adjust strategy based on your new understanding 7.Take action What is it? How do I conduct a War Game? What’s the benefit ? - A deeper understanding of a competitors capability. - All team members get on the same page. - Confidence that we have the right plan to win. Key Intelligence Questions Trade show CI 3rd party research COMPETITIVE INTELLIGENCE PROCESS
  27. 27. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Business Competitiveness Index Measuring Success •3M •BG’s •Divisions •Regions •Countries •Markets
  28. 28. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Business Competitiveness Identify high growth markets Investment PrioritizationMeasure Our Success Aligns Business Groups/Countries/Markets Business Competitiveness Index - Designed to meet multiple planning needs Business Competitiveness Index (BCI) • Increase transparency to investors • Discuss progress with investors • Target share discussions in reviews • Simplify planning • Provide enterprise-wide visibility
  29. 29. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby BCI designed with critical questions in mind • Are we taking share (unit/volume) in our markets across the globe? • How to provide greater clarity to current/potential investors? • Bridging strategy & operations, way to track our progress? • Which markets do 3M products ultimately serve? By product code? By country? • Do Divisions/Countries align on priority markets & share gain potential? • How to identify & align on potential market gaps & future opportunities? • Validate high growth opportunities above external consensus, where can 3M outperform? • Leverage 3M’s International breadth to leap frog competitors? • Do our investments align to these markets? • How can we deploy capital spending and M&A on targeted markets and regions?
  30. 30. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby BCI Dashboard - Example Nominal ($) Real (units) Legend Above Near Mkt Less than Market Growth Market Note: Division estimates based on Feb QOR, BCI estimates based on February forecast release with revised mapping RED = Non Competitive and requires an A3 MINAL BCI Division BCI Division BCI Division BCI Division BCI Division BCI Division BCI Division BCI Division AAD 3.6% 8.8% 3.5% 8.0% -0.5% 4.8% -3.7% 4.4% 8.4% 8.2% 6.3% 19.7% 6.0% 14.6% 9.4% 11.6% ASD 3.7% 8.4% 3.9% 4.9% 0.1% 7.2% -1.6% 14.6% 7.5% 3.9% 10.8% 24.0% 7.4% 5.8% 7.2% 14.4% CHIM 3.4% 2.1% 3.3% 0.5% 4.2% -7.0% 1.9% 4.5% 8.6% 29.0% 5.6% -4.3% 3.5% 11.1% 8.2% 12.2% CMD 4.4% 5.8% 2.9% 6.0% 0.0% -1.3% -2.3% 5.2% 8.2% 8.9% 11.9% 18.6% 9.4% 9.0% 11.6% -4.8% HCD 4.8% 7.3% 2.6% 5.4% 2.6% 3.8% 0.9% -10.8% 6.8% 8.0% 12.7% 24.9% 4.9% 12.2% 9.6% 11.1% IATD 3.9% 9.7% 2.5% 5.8% -0.4% 5.5% -1.5% 8.5% 7.0% 11.9% 10.1% 32.0% 7.3% 13.8% 7.3% 13.5% IPD 5.7% 7.2% 5.9% 3.6% 4.1% 6.0% -1.2% 1.7% 6.8% 15.7% 8.4% 23.9% 10.8% 15.1% 8.3% 16.3% IsPD 6.7% 6.0% 4.4% 9.2% 1.1% 2.6% -1.4% 8.9% 7.1% 6.2% 13.8% 9.2% 13.0% 0.6% 14.5% -1.6% PSD 3.1% 10.2% 1.8% 6.9% -1.0% 6.5% -2.1% 5.6% 6.3% 9.1% 8.3% 23.8% 6.5% 15.8% 8.8% 15.6% SOSD 1.5% 3.1% 0.4% 3.3% -1.7% 3.4% 0.0% -1.0% 4.8% 11.4% 3.4% 17.5% 3.1% 2.0% 9.1% 10.2% APAC LATAMWorldwide USA Canada W. Europe CEE MEA BCI Division BCI Division BCI Division BCI Division BCI Division BCI Division BCI Division BCI Division AAD 2.4% 6.6% 3.6% 6.2% 1.1% 3.0% -2.1% 3.1% 4.9% 6.2% 0.4% 19.1% 3.6% 13.5% 3.8% 4.2% ASD 2.7% 7.3% 3.4% 3.8% 1.5% 7.1% -0.2% 13.8% 3.1% 2.6% 2.5% 20.8% 4.7% 4.8% 3.8% 12.1% CHIM 2.0% 3.3% 2.4% 2.6% 2.1% -5.4% -2.8% 3.3% 3.0% 25.9% 2.6% -4.6% 1.3% 10.5% 2.3% 6.9% CMD 3.4% 5.1% 3.5% 5.2% 1.9% -1.4% 0.8% 3.4% 2.8% 7.1% 4.5% 17.4% 6.0% 10.9% 5.7% -6.8% HCD 1.6% 5.9% 3.4% 5.3% 0.7% 4.1% -2.7% -11.1% 0.9% 5.4% 5.9% 20.4% 2.2% 10.3% 3.0% 7.3% IATD 2.9% 8.0% 2.7% 4.0% 1.0% 4.9% -0.2% 7.0% 2.8% 10.2% 2.9% 28.0% 4.9% 12.9% 3.6% 10.4% IPD 2.2% 7.1% 2.4% 4.6% 2.9% 6.8% 0.2% 13.1% 1.1% 2.1% 4.1% 13.3% 3.7% 22.2% 3.4% 13.6% IsPD 3.1% 7.9% 2.1% 14.2% 0.7% 5.7% -0.2% 7.1% 4.2% 4.1% 4.3% 8.2% 6.5% 0.6% 3.5% -4.5% PSD 1.9% 8.4% 2.0% 5.9% 0.6% 6.4% -0.5% 4.2% 2.7% 6.9% 2.4% 20.8% 4.2% 15.1% 3.2% 10.1% SOSD -0.4% 3.4% -1.4% 3.5% -3.2% 4.2% -2.8% -5.2% -0.4% 5.7% 2.7% 19.2% 2.0% 6.6% 3.7% 6.3% Worldwide USA Canada W. Europe CEE MEA APAC LATAM Division
  31. 31. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Business Competitiveness Index – Post 2013 Rhythm BCI Process Planning Workbooks Strategic Plan Operating Plan & Measurement Revised Mapping Output • Quarterly estimate of expected market performance (across 230 markets & ~50 countries and regions) Output • Align products to markets (by country/region) • Projected Share Gain (real & nominal) • Total market Penetration (real & nominal) Output • Priority markets and countries/regions • Expected share gain by market Output •Track share gain against : •Key Markets •Product Codes •Countries/Regions • Share of Total Market (real & nominal) Output • Implement revised mapping for next FY Timing: Nov-Dec Timing: October – Updated Qtrly Timing: August-September Timing: June-August Timing: Ongoing Business Competitiveness drives strategy
  32. 32. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Terry Kerby Biographies Doug Quam is Market Insights Manager in 3M's Center of Marketing Expertise. He is responsible for supporting 3M's global marketing community with market intelligence resources and tools. His most recent contribution is the development and launch of the Competing to Win center, an online site providing 3Mers with resources and tools to support their competitive intelligence initiatives. Doug has worked in a variety of divisional and corporate roles including market research, competitive intelligence, Design for Six Sigma (marketing black belt), product marketing, and business model innovation. Doug managed the market research and competitive intelligence operations for one of 3M's largest divisions. He holds an MBA from the University of St. Thomas in St. Paul, MN. Terry J. Kerby has over 30 years of experience in International business management. Terry’s past roles within 3M include, Managing Director of 3M Israel, Global Business Director, Initiative Leader and General Manager of 3M Microbiology. From 2007-2012 Terry was the responsible for Strategy and Lean Six Sigma at 3M’s $5Bn Health Care business; it was in that role that he established a high impact competitive intelligence program. In 2012 Terry assumed the role as the Director of Competitive Intelligence for 3M Company World Wide. Terry holds an M.B.A. from Ivey School of Business, Canada and is trained at the Master Black Belt level in Six Sigma. Doug Quam
  33. 33. The Intelligence Collaborative http://IntelCollab.com #IntelCollab Poweredby Questions and Comments Terry Kerby ► +1 (651) 733-2077 ► tjkerby@mmm.com The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve real- world business problems. Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time! Doug Quam ► +1 (651) 736-5879 ► djquam@mmm.com

Notes de l'éditeur

  • We need to grow – Our share holders expect us to deliver a return on their investment in terms of enhanced share price. The market values growth above all in determining the price of 3M stock. The market rewards growth and will reward double digit growth highly particularly in these turbulent times.Here is an example of the sources of growth for 3M .As I will show you later in this presentation 3M is if not the most, one of the most diverse companies on the planet and as such can expect to benefit from some modest market growth. We can expect some price, we provide ourselves on innovation , infact we are issues on average 3 patents everyday, this allowing us to be fairly confient that we can enter and expand new markets. Our M&amp;A machine is in high gear but what we must do is penetrate – take share of the market we participate in. Our CI program is focused on allowing us to do just that.
  • To understand how our program fits, I need to give you some background on the challenge within 3M
  • There are many situations, from tactical to strategic, where a war game can help. You will see a few of these situations mapped on this continuum. A common application of war games is to test competitive reactions to a 3M offering. You may be developing an important new product or promotional campaign and you have many questions about how competitors will react. A war game can help you test out a few possible reactions as part of the NPI process and then develop strategies to address those responses quickly if and when they occur. Perhaps there are rumors that a company in an adjacent market is making a series of acquisitions within your market. Or a private equity firm is rumored to be considering the acquisition of one of your main competitors. What should you do? A war game prepares you to act fast when competitors change or emerge. A very practical strategic application of war games is to add insight to our strategic plans. We need to look 3-5 years into the future, and a war game is an excellent tool for that purpose. The 4th example can help us deal with black swans if and when they happen in our business. A ‘black swan’ event is one that has a low probability of occurring, but if it does occur, its impact is great. The term is derived from the previously held assumption that ‘all swans were white‘ until the discovery of black swans in Australia. Examples of black swan events in recent history impacting 3M were the earthquake in Japan and the H1Ni outbreak. Finally, some industries change more rapidly than others, but change is inevitable in all businesses. A war game is a valuable tool to model competitive and 3M responses to major changes to industry and market forces.

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