3M Taiwan: Product Innovation in the Subsidiary
商品編號：9B11M101
出版日期：2011/03/11
再版日期：2017/09/28
商品來源：
商品主題：Entrepreneurship; General Management/Strategy; International Business
商品類型：Case (Pub Mat)
涵蓋議題：Risky Innovations;Project Management;Project Development, Health Care;Taiwan
難易度：4 - Undergraduate/MBA
內容長度：14 頁
地域：Taiwan
產業：Manufacturing
事件年度：2005
On January 17, 2005, 3M Taiwan’s function head of its health care business division found himself in a meeting with the Acne Dressing project team. In 2004, the function head had initiated a project team to exploit local market needs for 3M hydrocolloid dressing, a technology that had existed in the company for many years without any practical applications. The local project team suggested applying the material for acne treatment. The product would be known as Acne Dressing. There was no standardized solution for acne treatment in Taiwan. If developed, Acne Dressing would be a brand new product in the local market.
The biggest challenge would be how to change local consumer behaviours on new acne treatment products. In addition, since there were no similar products in the market, the project team only had limited information and potential sales and volumes were uncertain. If the local development was launched, Acne Dressing would be 3M’s first product application of hydrocolloid dressing technology. With little previous experience in product development and no similar products existing in the market, the function head had to decide fast whether to proceed with this new product development. If so, what options did the local project team have? What kind of resources and support should the local health care business segment seek from headquarters for the product development? Should the local project team collaborate with other subsidiaries?
教學手冊：3M Taiwan: Product Innovation in the Subsidiary - Teaching Note
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