3M Taiwan: Product Innovation in the Subsidiary Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

January 17, 2005 features a head in business at 3M Health Taiwan, was in a meeting with the project team to dress acne. In 2004, as head of the team initiated a project for the local market needs Hydrocolloid Dressing 3M, the technology that existed in the company for many years without any practical applications. Local project team proposed to use the material for the treatment of acne. The product will be known as Acne dress. There was no standardized solutions for acne treatment in Taiwan. If developed, acne Dressing is a brand new product in the local market. The biggest problem will be how to change the behavior of local consumers to new acne treatment products. In addition, since there was no such product on the market, the design team had only limited information. Sales potential and the estimates were uncertain. If development at the local level should be run, acne Dressing is the first application of 3M product from technology Hydrocolloid Dressing. With little experience in product development and there are no similar products on the market, the function head had to decide whether to continue this rapid development of new products. If the team is to carry on with the project? If so, what were the options of the local project team have? What resources and support to local health business segment to achieve the headquarters for product development? If the local development of the product to work with other affiliates? "Hide
by Christopher Williams, Liaw Emily Source: Richard Ivey School of Business Foundation 14 pages. Publication Date: November 3, 2011. Prod. #: W11460-PDF-ENG