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CHAPTER 7 • IMPLEMENTING STRATEGIES: MANAGEMENT AND OPERATIONS ISSUES 225

company ABB Ltd. recently scrapped its two core divisions, (1) power technologies and
(2) automation technologies, and replaced them with five new divisions: (1) power prod-
ucts, (2) power systems, (3) automation products, (4) process automation, and (5) robotics.
When a few major customers are of paramount importance and many different
services are provided to these customers, then a divisional structure by customer can be the
most effective way to implement strategies. This structure allows an organization to cater
effectively to the requirements of clearly defined customer groups. For example, book
publishing companies often organize their activities around customer groups, such as
colleges, secondary schools, and private commercial schools. Some airline companies
have two major customer divisions: passengers and freight or cargo services.
Merrill Lynch is organized into separate divisions that cater to different groups of
customers, including wealthy individuals, institutional investors, and small corporations.
Motorola’s semiconductor chip division is also organized divisionally by customer, having
three separate segments that sell to (1) the automotive and industrial market, (2) the mobile
phone market, and (3) the data-networking market. The automotive and industrial segment
is doing well, but the other two segments are faltering, which is a reason why Motorola is
trying to divest its semiconductor operations.
A divisional structure by process is similar to a functional structure, because activities
are organized according to the way work is actually performed. However, a key difference
between these two designs is that functional departments are not accountable for profits or
revenues, whereas divisional process departments are evaluated on these criteria. An exam-
ple of a divisional structure by process is a manufacturing business organized into six divi-
sions: electrical work, glass cutting, welding, grinding, painting, and foundry work. In this
case, all operations related to these specific processes would be grouped under the separate
divisions. Each process (division) would be responsible for generating revenues and profits.
The divisional structure by process can be particularly effective in achieving objectives
when distinct production processes represent the thrust of competitiveness in an industry.

The Strategic Business Unit (SBU) Structure
As the number, size, and diversity of divisions in an organization increase, controlling and
evaluating divisional operations become increasingly difficult for strategists. Increases in
sales often are not accompanied by similar increases in profitability. The span of control
becomes too large at top levels of the firm. For example, in a large conglomerate organiza-
tion composed of 90 divisions, such as ConAgra, the chief executive officer could have
difficulty even remembering the first names of divisional presidents. In multidivisional
organizations, an SBU structure can greatly facilitate strategy-implementation efforts.
ConAgra has put its many divisions into three primary SBUs: (1) food service (restau-
rants), (2) retail (grocery stores), and (3) agricultural products.
The SBU structure groups similar divisions into strategic business units and delegates
authority and responsibility for each unit to a senior executive who reports directly to the
chief executive officer. This change in structure can facilitate strategy implementation by
improving coordination between similar divisions and channeling accountability to
distinct business units. In a 100-division conglomerate, the divisions could perhaps be
regrouped into 10 SBUs according to certain common characteristics, such as competing
in the same industry, being located in the same area, or having the same customers.
Two disadvantages of an SBU structure are that it requires an additional layer of
management, which increases salary expenses. Also, the role of the group vice president is
often ambiguous. However, these limitations often do not outweigh the advantages of
improved coordination and accountability. Another advantage of the SBU structure is that
it makes the tasks of planning and control by the corporate office more manageable.
Citigroup in 2009 reorganized the whole company into two SBUs: (1) Citigroup,
which includes the retail bank, the corporate and investment bank, the private bank, and
global transaction services; and (2) Citi Holdings, which includes Citi’s asset management
and consumer finance segments, CitiMortgage, CitiFinancial, and the joint brokerage
operations with Morgan Stanley. Citigroup’s CEO, Vikram Pandit, says the restructuring
will allow the company to reduce operating costs and to divest (spin off) Citi Holdings.