SBI Forms Interactive-, Enterprise-Consulting Units

NEW YORK SBI and Company, an Internet services firm that has grown over the past couple of years through acquisition, said it has reorganized itself into two divisions to emphasize its interactive- and enterprise-consulting capabilities. As a part of the restructuring, SBI has changed its name to SBI Group.

“Today’s changes are being made to better focus on helping clients meet their business needs through more customized offerings and dedicated resources,” said Ned Stringham, CEO of SBI Group, which claimed revenue of $87 million in 2002 and projects revenue to reach $150 million this year.

The online-consulting division, SBI.Razorfish, will create interactive campaigns, portals and employee and self-service Intranets for clients like Adidas and Ford Motor Company. The unit will combine creative, design, technology and analytic services to drive greater adoption, sales, loyalty and satisfaction from customers, partners and employees.

The name is a take-away from SBI’s $8.5 million purchase of Razorfish, the once-high-flying interactive agency founded in 1995 by Jeff Dachis and Craig Kanarick. That deal closed in March following a two-year string of acquisitions, which included Scient and some of the assets of marchFirst.

The enterprise consulting division, SBI.Enteris, will help clients like Dell and Duke Energy boost performance by improving their business processes and supporting technologies. The unit will offer business process design, information-technology architecture, software package integration, custom application development and Sarbanes-Oxley compliance, among other services.

SBI.Enteris will be headed by New Jersey-based evp Jim Serafin. SBI.Razorfish will be led by Portland-based evp Darin Brown, who will steer strategy and program development; New York-based evp Bob Lord, who will oversee clients in the Eastern U.S.; and San Francisco-based evp Karen Hamilton, who will be responsible for accounts in the West.

SBI.Razorfish and SBI.Enteris will target different decision makers. The former will sell its services to marketing and information technology executives, while the latter will likely appeal to business unit presidents, CFOs and CIOs, according to a company representative.

Though the divisions will have separate profit and loss centers, incentives have been established to encourage cooperation. The Salt Lake City-based company, which has about 1,000 staffers in 15 offices worldwide, will provide a single source of back-office and support services for the two divisions.