Managing Different Strategic Business Units at the Minnesota Mining and Manufacturing Company
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Managing Different Strategic Business Units
The Minnesota mining and manufacturing company has operated for over a century and were currently leading in technical areas with over 60,000 different products. The larger number of products is divided into a number of strategic business units of 35 product divisions organized into six market sectors. The transportation sector and the drug delivery unit are two examples.
The transfer from the Tape SBU to the Healthcare SBU under the same position is a positive step in the development of career (McGraw, 2014).This is because the drugs unit mostly pursue prospecting strategy aimed at the rapid development of new products for newly emerging markets, which is the primary focus of the corporations’ growth strategy. The sector SBU deals in a variety of surgical, medical, pharmaceutical and dental products and services, developing new goods and improving existing products for current customers and new markets.
Responsibility as a manager in a new unit will change as customer needs, and life-cycle stages will differ. At the new unit, the focus will be pursuing the growth objectives in an entirely different ways. The industrial tape division operates in an industry where the product technologies and the customer segment are mature and stable. It majors on the extension of the scope of technology and the improvements of products with the extension to product markets.
The firm’s drug delivery industry can change the scope of decision-making influence as a manager since its scope contrasts the tape unit. The segment develops new medical applications for new markets and requires sensitivity to market environment factors and incorporating trends in the decision-making. Its unit growth is depended on the growth of new products and seeking alliances with other pharmaceutical firms, aiming new markets. The competitive strategies and the innovativeness are more on the drug unit than the tape unit(Gerybadze and Reger, 2014).