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Essay / Research Paper Abstract
A 10 page paper tracing the evolution of 3M’s customer service from fragmented, erroneous and inefficient to the development of one of the most enviable systems in existence today. 3M’s first step was to develop a vast data warehouse containing all customer, sales and product information, then to link that data warehouse to the company’s website so that customers also can access their own information as well as view every one of the more than 50,000 products that the $16 billion company sells in more than 200 countries. The result is greatly improved customer service that also serves the principles of retention marketing and strategic account management. Bibliography lists 11 sources.
Page Count:
10 pages (~225 words per page)
File: CC6_KSmgmt3MCustSer.rtf
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Unformatted sample text from the term paper:
of the new century, the vice-president for supply-chain management at Staples Inc., David Crosier, credited 3M Corporation with more than a few headaches. Staples consistently was unable to maintain
inventory of Post-it Notes(r) and Scotch(r) tape either in its warehouses or its stores. An order for 10,000 rolls of Scotch tape generally would gain the company no more
than 8,000, and 3M could be counted on to deliver even the short order late. "It was always a crapshoot ... The problem was causing stock-outs of popular 3M
office products" (3M: Glued To the Web, 2000; p. EB64). Now celebrating its centennial year as a $16 billion, truly global company, the
former Minnesota Mining and Manufacturing Company has been noted for nearly all of its history for its commitment to innovation and for filling needs that no one realized existed -
witness Post-it Notes(r) and Scotch(r) tape. But while 3M perfected listening to the customer decades ago, it only recently made notable progress in providing customer service. True to
its innovative nature, when it did make improvements, it made huge strides. The 3M Culture The culture at 3M has been one that
other organizations have envied and virtually no one could duplicate. Much of the current culture at 3M can be traced to the pronouncements made in 1948 by CEO William
McKnight. Known now as the "McKnight Principles," the document states that "Mistakes will be made ... but if the man is essentially right himself, I think the mistakes he
makes are not so serious in the long run as the mistakes management makes if it is dictatorial" (Useem, 2002; p. 127). The McKnight Principles are still operational in
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