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Case
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Reference no. 9-395-142
Published by: Harvard Business Publishing
Originally published in: 1995
Version: 18 October 1995

Abstract

Describes Citibank''s worldwide operations, which include activities in developing and developed markets. The bank''s structure also varies across markets and regions, varying from autonomous national affiliates to an industry / product-based structure in its domestic US market. While the bank has an existing organization for handling large multinational customers with significant operations (and thus business) in multiple regions, the bank is considering how also to serve local customers who are in the process of expanding to more than one region. Examines the complexity of managing and coordinating business with multinational customers with activities crossing geographic-based organizational borders. Raises potential organizational approaches for managing global customer activities, enabling discussion on the strengths and weaknesses of various alternatives.

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Abstract

Describes Citibank''s worldwide operations, which include activities in developing and developed markets. The bank''s structure also varies across markets and regions, varying from autonomous national affiliates to an industry / product-based structure in its domestic US market. While the bank has an existing organization for handling large multinational customers with significant operations (and thus business) in multiple regions, the bank is considering how also to serve local customers who are in the process of expanding to more than one region. Examines the complexity of managing and coordinating business with multinational customers with activities crossing geographic-based organizational borders. Raises potential organizational approaches for managing global customer activities, enabling discussion on the strengths and weaknesses of various alternatives.

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