3M Touch Systems UK

M00291693

2010

Middlesex University Business School London MA Marketing Management January 2010 Intake.

MKT 4001: Contemporary Marketing Strategy

Seminar tutors name Academic Group Name Assessment Date: 12th July 2010 : : : : Mark McPherson, Kinnari Pancholi. Marketing Manzil Madhwani (M00291693) Marketing Plan Phase 1 (Situation Analysis)

Word Count- 1644.

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TABLE OF CONTENTS
1. Company Overview.......................................................................3 2. Executive Summary.......................................................................4 3. Competitor Analysis.......................................................................5 4. Environmental Analysis..................................................................6 5. Market Analysis..............................................................................7 6. Customer Analysis.........................................................................8 7. Internal Analysis.............................................................................9 8. References.....................................................................................10

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Company Overview: 3M Touch Systems is a subsidiary from business unit of the 3M Electro & Communications Business (headquarter, Texas), which is a business group of the 3M Company (headquartered in St. Paul, Minnesota, USA). 3M is a technology company with more than 35 business units, organized into six businesses: Consumer and Office. Display and Graphics. Electro and Communications. Health Care. Industrial and Transportation Safety. Security and Protection Services.

Its operations are spread in 65 countries and products are sold in nearly 200 countries. It has 75000 employees globally and sales in 2009 were $23 billion. 3M chose the UK for its first expansion outside America and the UK subsidiary was formally established in 1951 as the 3M United Kingdom PLC. With head office in Bracknell, Berkshire, it has 16 locations and 12 manufacturing sites in UK with 3500 employees and 2007 sales exceeded 817 million1. 3M Touch Systems was started in US by 3M acquisitions of Dynapro Thin Films in 2000 and MicroTouch Systems in 2001. The touch screens and monitors lie under the product categories of Display and Graphics and Electro and

Telecommunications. All the touch screens and monitors are produced at the manufacturing facility of 3M Touch Systems in Massachusetts (USA) and are distributed worldwide by 11 sales offices, one of them located in the UK2. 3M Touch Systems UK Ltd. is located at the headquarters in Berkshire and this subsidiary has 86 employees3. The products offered are multitouch displays, touchscreen systems, touchscreen displays, touchscreen controllers, touchscreen software and selections offered under the brand name of 3M Microtouch. It finds applications in gaming (casino games including single and multiplayer games), retail (digital signage, embedded kiosks, retail self service), financial (ATMs and in bank), transportation (seatback entertainment, ticketing and navigation), entertainment, industrial (process
1 2

http://solutions.3m.co.uk/wps/portal/3M/en_GB/about-3M/information/about/us/ http://solutions.3m.co.uk/wps/portal/3M/en_GB/Products2/ProdServ/

http://www.answers.com/topic/3m-touch-systems-uk-limited

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control) and healthcare4. Situation analysis will be carried out in the following sections of the marketing plan of 3M Touch Systems UK Ltd. Executive Summary: Following the company overview, the report will show the situation analysis of 3M Touch Systems UK Ltd. which will help discover the key issues to be tackled by strategies. Competitor analysis shows the market segments that 3M Touch Systems and other competitors entertain. Positioning of 3M in terms of the market end (high/low) for particular segment is shown. Key performance indicators according to the latest available data are shown in two exhibits which display percentage growth margins and segmented business report respectively followed by success and profitability factors in the market analysis. Environmental analysis shows the influence that technological environment. Customer analysis is done by the segments of direct buyers and intermediate buyers. Finally the internal analysis sums up the current situation in terms of a SWOT analysis. Companys present product portfolio which is an outcome of the diversification strategy is very promising and there is an opportunity to capitalise on systems market. Company faces some issues like cheap competition and customers preference of cheap touchsreens for commercial applications. Competitor Analysis: The competitor analysis is displayed in Table1. 3M has different competitors respective to application sectors like industrial equipment applications, touch screens PCs, touchscreen monitors and miscellaneous applications.

No. 1 1.1 1.2 1.3 1.4 1.5 1.6

4

TABLE 1. Competitors separated on the basis of the customers segments entertained by them Industrial Applications NEC Touch Tech Impulse Nemacom Clever Interfaces Distek Ltd. Protouch UK

Market End

http://solutions.3m.co.uk/wps/portal/3M/en_GB/TouchSystems/TouchScreen/

Low

3M Touch Systems UK 1.7 1.8 1.9 1.1o 1.11 1.12 2 2.1 2.1 2.3 2.4 3 3.1 3.2 3.4 3.5 3.6 3.7 3.8 3.9 3.1o 3.11 3.12 4 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 Dicoll Ltd. Zytronics Plc Tyco Electronics Siemens Emerson Honneywell

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New Windows 7 PC touch Dell HP Samsung Touch screen monitors 22" to 52" Distek Ltd. G-Vision Touchscreens Firebox Touchscreens Continental Monitors Dicoll Ltd. Zytronics Plc Tyco Electronics Samsung Sanyo Miscellaneous Applications NESO RDS Displays UK U-Touch Protouch UK Zytronics Plc Tyco Electronics Others Medium and Higher Dicoll Ltd. 3M Low High LG 3M Medium 3M Low Nemacom High ACER

In industrial applications 3M competes with high and medium end suppliers, which are generally used by high quality and top/ middle end OEMs as low grade manufacturers will use the low end screen models. For touch screen experience, it competes with big PC manufacturers like Acer, Dell, Samsung and HP as they convert touchscreen monitor buyers into PC buyers. In touchscreen monitors it competes with LG, Samsung and Sanyo. All the previous three sections make use of 3M Multitouch displays. Various miscellaneous applications like gaming and kiosk make use of 3M Multitouch systems which have more implications than to merely display.
5

High

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Industry/Market Analysis: Key performance indicators- Performance for 3M United Kingdom is monitored against the strategic plan through three key indicators as shown in the table below.

Segmental Analysis by class wise business-

From the total of 45.54 million for Display and graphics, in 2008 25.3 million were for 3M Touch Systems product sales, 25% higher from 20075. Factors for SuccessRelevant and Differentiated Promise. (Full range of touch screen products). Management of Expectations and Experience. (First 10 years of Microtouch incubation were critical from 2001.) Process Alignment Common metrics of various businesses. Distinctive technological advantage of capacitive touch technology.

Profitability factors and competitive development: Industry profitability derives from the structure, conduct and performance6.
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http://www.answers.com/topic/3m-touch-systems-uk-limited

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Level of competition varies according to the industry segment served by the particular range of products. 3M Microtouch monitors face severe competition from established electronics brands whereas the 3M Microtouch systems face less degree of competition. Different profitability from different segments.

The market for touch screens has grown quietly for years, both in commercial applications like restaurant point-of-sale systems, credit card signature readers or automated teller machines, and in consumer devices like global positioning systems and game platforms7. Environment Analysis: Easy-to-use interactive screens that use touchscreen technology are replacing keypads in several commercial and retail environments as well as government departments across the UAE8. While demand for touch screens in the UAE is a fraction of what it is in a single European or American state. Where earlier enquiries were for 2 or 3 units per customer, now the demand is in the region of 10s or 100s of units per customer. Technological and product innovation are the most important environmental factors in present and coming time as the market has a huge potential and latest upgrades are necessary as the basic touch screen features are also provided by the local companies mentioned in Table 1. 3M Company as usual has to show a quick response to the technologically changing environment and set into the current strategies the aims of coming out with market driving innovative touchscreen products, as a delay in introduction can lead to a loss of opportunity9. Customer Analysis: The customers are segmented on basis of the product portfolio and the market end (i.e quality and price of the product they purchase). Table 1 shows sections 1 to 4. It is indicated in each section the market end served by the 3M products for that application by 3M written in red letters.

6 7

Porter, M. (1980). Competitive Strategy : Techniques for analysing industries and competitors. The Free Press.

http://www.nytimes.com/2008/08/24/technology/24proto.html?_r=2&sq=ntrig&st=cse&adxnnl=1&oref=slogin&scp=2&adxnnlx=1219557759-dalIEsd0wodH1z5WCcM60w 8 http://www.mul-t-media.com/pdf/pr-masonlite_june2005_eng.pdf 9 http://www.manufacturingnews.com/news/editorials/shor.html

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Section 1 is for industrial applications. OEMs include touchscreen interface for MMI (Man Machine Interface), for machine operators. Each OEM serves to customers of different level. High quality OEMs supply equipments to companies which do afford to buy costly and high quality products. For section 2 of Windows PCs 3M does not make touch screen PCs, but a customer buying a touch screen PC would have been a probable customer for 3M if they opted to buy 3M Microtouch monitor to get a touchscreen experience.

Section 3 shows that tocuhscreen monitor/display users as customers of 3M and 3M being towards medium and high end suppliers.

Miscellaneous applications in section 4 are all customers with customised requirements of a programmed touchscreen who may be supplied by local Kiosk developers and either of them could be a potential 3M Touch Systems customer. Section 4 is a very crucial market with major volume. Typical Kiosk Manufacturers are shown in Table 2.

Solution Providers Using touchscreens for devices like games, kiosks, retail seftchecks etc.

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Internal Analysis / SWOT: Physical resources, financial resources, human resources and intellectual capital, report no problem in 3Ms six sigma management. Below is the SWOT analysis for 3M Touch Systems UK Ltd.

The SWOT analysis outcomes show the strengths, weaknesses, opportunities and threats for 3M Touch Systems UK. This will help further in forming marketing objectives.

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References: 3M UK, (2010) About us. (online). Available from: http://solutions.3m.co.uk/wps/portal/3M/en_GB/about-3M/information/about/us/ (Accessed, 6-7-2010). 3M UK, (2010) Products and Services. (online). Available from: http://solutions.3m.co.uk/wps/portal/3M/en_GB/Products2/ProdServ/ (Accessed, 6-72010). 3M UK, (2010) Touch Screen. (online). Available from: http://solutions.3m.co.uk/wps/portal/3M/en_GB/TouchSystems/TouchScreen/ (Accessed, 6-7-2010). Manufacturing and Technology News. (2009). Managed Innovation: 3Ms Latest Model For New Products. (online). Available from: http://www.manufacturingnews.com/news/editorials/shor.html. (Accessed, 6-7-2010). Mul-t-media, (2005). PR Masonite. (online). Available from: http://www.mul-tmedia.com/pdf/pr-masonlite_june2005_eng.pdf. (Accessed, 6-7-2010). Porter, M. (1980). Competitive Strategy : Techniques for analysing industries and competitors. The Free Press. The New York Times. (2009). Turning point for TouchScreens. (online). Available from: http://www.nytimes.com/2008/08/24/technology/24proto.html?_r=2&sq=ntrig&st=cse&adxnnl=1&oref=slogin&scp=2&adxnnlx=1219557759dalIEsd0wodH1z5WCcM60w. (Accessed, 6-7-2010).

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3M Touch Systems UK

M00291693

2010

Middlesex University Business School London MA Marketing Management January 2010 Intake.

MKT 4001: Contemporary Marketing Strategy

Seminar tutors name Academic Group Name Assessment Date: 12th July 2010 : : : : Mark McPherson, Kinnari Pancholi. Marketing Manzil Madhwani (M00291693) Marketing Plan Phase 2

Word Count- 2919.

3M Touch Systems UK

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TABLE OF CONTENTS
1. Executive Summary.......................................................................3 2. Marketing Objectives......................................................................3 3. Targeting and Positioning...............................................................3 4. Growth Strategies...........................................................................6 5. Competitive Advantage...................................................................7 6. Marketing Mix..................................................................................7 7.Conclusions and Recommendations................................................9 8. Appendix........................................................................................11 9. References.....................................................................................12

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Executive Summary:

Following the situation analysed marketing objectives are set which are SMART framed (Specific, Measurable, Actionable, Realistic and Time bound). Targeting and positioning start with the segmentation of the diverse market, which is done based on the applications, where market nature is considered as important. Particular segment is targeted and positioned based on the attractiveness. Original examples from the field are used and are hyperlinked for web reference. Growth strategies evaluate separately, the growth alternatives for the two main segments of B2B (industrial and commercial) and B2C (home entertainment/ displays). Competitive advantages evaluate the advantages gained through the technology benefits and the appropriateness of the resources in the big corporation. Marketing mix includes details of PR and internet strategies and their effectiveness in the B2B and B2C markets. Recommendations are made for the changes in strategies wherever applicable. Marketing Objectives: A company has to select the strategic objective from build, hold, harvest and divest. Looking at the growth of 25% in one year and considering the increasing market volume the selection will be to build where the objective is to increase sales and market share1. The objectives mentioned will ensure that they are specific, measurable, actionable, realistic and time-bound. One of the objectives will be to register a growth of 35% in sales of 2010 and achieve a target of minimum 33.75 million for fiscal year. Strategies for capitalization on the core competency held for technology in capacitive touch electronics, to capture the anticipated market of the applications. Targeting more intermediate buyers and forming success stories of multiple order sales to gain higher volume. To win customers in the home entertainment sector, who can buy the 3M Microtouch monitors for their existing systems, 3M competes with some established and famous electornics brands. Targeting and Positioning Strategies: Market segmentation is the step prior to targeting and positioning. Market segmentation is the process of identification of consumers and organisations having
1

Doyle P. (1998). Marketing Management and Strategy. (2

nd

edition). UK: Prentice Hall.

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similar set of characteristics which derive significant implications for deciding the marketing strategy2. The nature of market is necessary to understand before deciding the targeting and positioning strategies. The strategies are different for B2B markets and B2C markets. The market can be considered as a mixture of business market and consumer market. Most of the industry applications have an intermediate OEM (Original Equipment Manufacturers) company using the touchscreens in making the equipments to their client company. The displays monitors are directly purchased by home or office clients from the web portal or local distributors. The commercial sector customers can be either a direct buyer for own use or intermediate buyer (example: A kiosk developing and manufacturing company using 3M touchscreens in the orders for kiosk, retail selfcheck or library catalogues). As it is a mixed market the strategies will be combination of various strategies. 3M Touch Systems has various products and there can be multiple markets for each product. The application of 3M Touch Systems products can be in any sectors like gaming,
retail, financial, transportation
3

entertainment, industrial (process control) and

healthcare . For 3M, each segment can have direct (B2C) and intermediate consumers (B2B, like dealers and system developers). Table 3: End User Segments
Segments 1. Gaming Applications Slot Games (misc.) Video Card Games (misc.) Multiplayer Table Games (misc.) Point of Sale (comm.) Digital Signage(comm.) Self Service (comm.) Food Service (comm.) Hospitality (comm.) ATM's (comm.) Trading Rooms Terminals (comm.) In-bank Systems (comm.) Navigation Devices (misc.) Ticketing Systems (misc.) Seatback Entertainment Systems (Monitor) Manufacturing and Process Controls (industrial) Food Processing (industrial) Logistics and Handling Equipment (industrial)
th

2. Retail

3. Financial

4. Transportation

5. Industrial

Jobber D. (2004). Principles and Practice of Marketing. (4 edition). Berkshire, UK: McGraw-Hill; Winsten A. th (2004). The Handbook of Market Segmentation. (3 edition). Binghamton, NY: The Haworth Press
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6. Health Care

7. Entertainment

Medical Records Access (misc.) Pill Dispensing Equipment (misc.) Bedside Patient Controls (misc.) Diagnostic Equipment (misc.) Amusement Arcade Games (Monitor) Skill Games (Monitor) Bar Top Games (Monitor)

Each segment is further fragmented into high end market, middle market and high end market. The aim is to communicate and capture consumers in the middle and high end markets. Target Market Strategy: The nature of market in terms of number of segments and the diversity of those segment determined upto a great extent the target market strategy. Appendix 1 shows the types of marketing strategies that are suitable for the different kinds of market4. A differentiated marketing strategy is required for a market with diverse segments. Separated marketing mixes will be used for each segment according to the feasibility and suitability. Segment Attractiveness and Positioning: The attractiveness of the segments will also vary. Products each segment too can belong to a separate area of application, as shown in table 3 indicated by words that are in ( ). Customers power, profitability, market volume and competitors are different too. The external environment of the targeted industry can also affect the segment. Miscellaneous and commercial applications mainly make use of touchscreen systems which will most probably be supplied by some developers who embed the touchscreens in the equipments like kiosks, game stations and self checkouts. These system developers decide the parts to be used in the equipment and they are the key targets. Table 2 will be recalled below to see who such developers in current practice are as the prospects. If these developers are pursued on the basis of the quality and experience of Microtouch brand, they can lead to generation of multiple orders example 10 x 3MMicroTouch System 5 SCT3250EX for developing a touch screen game for casino in London. It can go even be an order for 50 such systems for a chain of casinos.

4 5

Jobber D. (2004). Principles and Practice of Marketing. (4 edition). Berkshire, UK: McGraw-Hill http://solutions.3mindia.co.in/wps/portal/3M/en_IN/TouchSystems/TouchScreen/Applications/Gaming/

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Some examples of such existing customers are e-screens6, Display Solutions Limited7, Innovations in Technology Limited8 and Power Products9. It never means though that these customers use only 3M screens as they do buy from cheaper suppliers when applicable. The positioning in this case will be on basis of the situation will be done on the quality and experience of brand and the target will be for medium and higher end customers to have profitable margins. Same positioning applies for the industry segment. The positioning for the touchscreen monitors (not systems!!) used for house hold entertainment and office interfaces should be based on quality in relation with the competitors who are mainly big successful and specialist electronics manufacturers. (Refer table 2 of Phase 1). The relative positioning should be pushing part innovation into consumer segment. ( monitor for existing PC). Growth Strategies: The strategies are primarily applicable to the industry and commercial segments. Looking at the variety of applications and innovative uses of touchscreens and the growing market in last few years (considering the recession proof nature) the product is in a pure growth stage. Boston Consultancy Groups growth matrix works on the basic logic that many companies are involved with products in many industries, appendix210. This is the same case with 3M Touch Systems. The industrial and commercial application systems are in high growth market (greater than 12%) and high relative market share it belongs to the Star and is on the path of growth. The touchscreen monitors though are in the high market growth rate and they have a lesser market share, so they belong to Question Mark. The current strategies can be determined by the use of Ansoffs growth strategies in appendix311. The most applicable strategy relating to the objectives are market penetration and market development as there is no need of further diversification because it is highly diversified and there is no need for product development and just keep with the present pace of innovation. Market penetration can be achieved as described in the targeting strategy, by enhancing the business relationships with the
6 7

http://www.e-screen.co.uk/ http://displaysolutions.co.uk/?page=news&news_id=52 8 http://www.innovations-av.co.uk/cms.php?op=view&content_type=11&content_id=7 9 http://www.power-kiosk.com/index.php 10 th Jobber D. (2004). Principles and Practice of Marketing. (4 edition). Berkshire, UK: McGraw-Hill
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Aaker D. and McLoughlin D. (2007). Strategic Market Management. (European edition). Sussex, UK: John

Wiley and Sons Ltd.

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intermediates. Intermediates indirectly facilitate the market development as they use the touchscreen for customised applications. Also to encourage and enhance the business relationship with the dealer is a useful strategy for market penetration. For the touchscreen monitors section too it is the most effective way to penetrate market. For example: 3M Touch Systems has chosen Midwich Limited as a value added distributor for its range of MicroTouch LCD Touch Monitors in the UK12. Competitive advantage: The resources of the company like physical resources, financial resources, human resources and intellectual resources are up to the best industrial standards in the diversified technology company. There is a perfect mix of the resources backing the product. The mix of people and finance give enough support to the growth strategies. 3M owns the best accuracy capacitive touch technology which is unique to them and it can be a winning factor in many critical commercial applications relating to finance industry and sensitive uses in multiplayer games and many other advantages. The effectiveness and efficiency of the industrial and commercial products, backed by the capacitive touch technology suggests its capability for sustainable competitive advantage is in thriving position and 3M will be the first runner in certain applications. Also 3M follows the NADA system for mounting of the touchscreens into frames of various kiosks which are universal approved standard which many of the other producers do not have. In Bowmans Strategy clock shown in the appendix 4, the touchscreen monitors lie in the higher price and low perceived value (comparative) whereas the industrial and commercial screen belong between the hybrid strategy zone and differentiation strategy as the perceived usefulness (performance benefits) are high13. Marketing Mix: Branding/Product Strategies: 3M Mictorouch, Brand name of Microtouch still in use. Product mix has the product line of touchscreens used for various applications in the segments. For example 5, 7, 9, 11, 15 monitors and systems for industrial and commercial applications, 17, 19, 21, 25, 29 monitors various for touchscreen
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http://www.itrportal.com/absolutenm/templates/article-av.aspx?articleid=3432&zoneid=61 Bowman, C. And Faulkner D. (1995). The Essence of Competitive Strategy, Pretince Hall.

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displays and 32 to 52 touchscreens for miscellaneous applications. The accessories, controls and software required for the hardware form the product depth. The brand as a combination of both 3M and Microtouch has specific values attached to them. 3M stands for quality, support, market success which is general and not product specific whereas Microtouch stands for innovation, experience in the technology, first runner in market (started 25 years ago) and these characteristics are product specific. For industrial applications it is looked upon by the buyers as a reduced risk strategy to buy the products as the presence of the brand in market enhances the standardization. At the same time for 3M Microtouch, it helps them to from a basic platform for slightly premium prices and differentiation from the competitors. 3M can always target for repeat orders for the touch screen and provide identification and re-identification of the product/brand through establishing a loyal customer base. The week products in the home entertainment sector should be protected by specific strategies against competition to preserve overall brand identity of 3M Microtouch. Price Strategies: From previous discussion of the price issues, different price strategies imply for industrial/commercial applications. The price basically sets directly into the positioning strategies of the products relating to different segments. The price is determined by the cost, target market and product strategy. The price quality matrix suggest that for the segment of monitors, as compared to the premium positioning product quality is medium and the price matches the highest and it comes as an active strategy14. The placement of industrial/ commercial systems seems to be premium positioning as the price and quality are highest and it also comes as a passive strategy. Distribution Strategies: Midwich, Europe's largest AV distributor and the UK's leading distributor of AV, digital imaging, computing, displays, printing, consumables and peripherals, will market the MicroTouch M150 (15") and M170 (17") desktop monitors from 3M through its IT reseller channel for various commercial and consumer applications.

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Cravens, D. and Piercy, F. (2006). Strategic Marketing. (8 edition). NY, USA : McGrawHill.

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The 3M monitors will be sold through professional sales teams based in Midwich's Head Office in East Anglia. Customers will benefit from a value-added support package with each monitor sold, including dedicated account management, access to skilled technical specialists, product training, warranty support, marketing support and a range of AV installation services. Similar relationships of downward vertical integration are aimed to develop with the distributors of industrial and commercial sector. Promotional Strategies, Internet and Direct marketing strategies: 3M is a big corporation and uses most of promotional tools in the promotion mix, like internet promotion, direct marketing, sales promotions, advertising, PR communications and personal selling. Direct marketing, personal selling, and Sales promotion are more related to the sales process. For 3M Touch Systems UK, internet promotions and PR will be discussed in details. For advertising, platforms like internet sites, print media (technology magazines) are mostly used. Most advertisements are within the technology industry and the expenditures on radio and television advertisements are very low. But greater focus is on internet promotions. The consumer segment products are active in social media and trying to engage consumers. Technology review online magazines are the best utilised platforms for them. Some of them are politics.co.uk, newsweaver.co.uk, euroinvestor.co.uk, electornicsweekly.com. The distribution channel activities, the exhibition participation activities, opinion former reviews, press releases, customer review articles, new product launch news, product capabilities and superiorities are displayed on these kind of websites. Also the banner and picture advertisement is done on internet using the tagline Innovations you can touch which is a very effective message. The products and innovations are being regularly displayed in the relevant exhibitions. Conclusions and recommendations: The market targeting and positioning and the growth objectives are accurately related to the marketing objectives for the industrial and commercials segment product ranges. The market penetration is likely to be achieved in the desired segment of medium and the high end market. Also the strategies aim at market development and on the basis of change in perceived usefulness and value of the product in a longer period the market development is favourable. The new applications and multiple orders will provoke market development. Also the segment attractiveness is higher and the positioning for medium and high end customers is appropriate. The prices are in the correct slot according to the positioning. The internet strategies are very targeted and effective. It helps the overall brand image in

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the customers. The distribution strategies need to be still more impulsive on the intermediates and they should be gradually converted into loyal. Personal communications of the advantages and added values of products will help achieving loyalty in long run. The market targeting and positioning and the growth objectives are not accurately related to the marketing objectives for the home/entertainment/touchscreen displays segment product ranges. The market penetration is unlikely to be achieved in this segment of medium and the high end market. There is a single application and lack of multiple orders. Also the segment attractiveness is very low and the positioning for medium and high end customers is not appropriate. The prices automatically are out of the correct slot due to the unfavourable positioning considering the competition. The prices need to be on the lower side as the perceived value in the consumer market is ought to be lower than the specialist electronics brands. The internet strategies are not sufficient as the market aimed is broader and television ads and radio. It presently does not help the overall brand image in the customers. The distribution strategies need to be impulsive on the direct market, online sales and placing product in the correct electronic stores which is missing in the distribution structure. Downward vertical integration is the way to reach the stores and have an interaction and comparison with the favourite brands of market.

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Appendix: 1. Target Market Strategies.

2. Boston Consultancy Group Matrix.

3. Anzoffs Growth Strategies.

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4. Bowmans Strategy Clock.

References: 3M United Kingdom & Ireland, (2010) About us. (online). Available from: http://solutions.3m.co.uk/wps/portal/3M/en_GB/about-3M/information/about/us/ (Accessed on 6-7-2010). 3M United Kingdom & Ireland, (2010) Touch Screen. (online). Available from: http://solutions.3m.co.uk/wps/portal/3M/en_GB/TouchSystems/TouchScreen/ (Accessed, 6-7-2010). Aaker D. and McLoughlin D. (2007). Strategic Market Management. (European edition). Sussex, UK: John Wiley and Sons Ltd. Bowman, C. And Faulkner D. (1995). The Essence of Competitive Strategy, Pretince Hall. Cravens, D. and Piercy, F. (2006). Strategic Marketing. (8th edition). NY, USA : McGrawHill. Doyle P. (1998). Marketing Management and Strategy. (2nd edition). UK: Prentice Hall. Jobber D. (2004). Principles and Practice of Marketing. (4th edition). Berkshire, UK: McGraw-Hill Palmer R.A. and Millier P. (2004). Segmentation : Identification, intuition and implementation. Industrial Marketing Management., 33 , p779-82.

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IT Retailer Magazine. (2009). 3M Touch Systems, sign Midwich as UK distributor. (online). Available from: http://www.itrportal.com/absolutenm/templates/article-

av.aspx?articleid=3432&zoneid=61 (Accessed on 6-7-2010). Winsten A. (2004). The Handbook of Market Segmentation. (3th edition). Binghamton, NY: The Haworth Press.

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