Synrise如何“多样化成功和成功多样化”？
Symrise has set itself some ambitious goals in terms of business development. The company aims to continue growing faster than the market and to do so profitably. To get there, the company is pursuing a strategy based on three pillars: growing the Group, increasing its efficiency and expanding the portfolio intelligently, as Chief Executive Officer Dr. Heinz-Jürgen Bertram explains in this interview. This can only be achieved if Symrise breaks new ground in the right areas.
Heinz-JürgenBertram博士在化学博士上掌握了博士学位，自1990年以来一直在公司，当时他加入了Haarmann＆Reimer的研究部门。自2006年首次公开募股以来，Heinz-JürgenBertram一直是执行委员会的成员。最初，他负责味道和营养。乐动体育买球他于2009年8月被任命为首席执行官，他的合同再次过早扩展到2022年。
Bertram博士，Symrise扩大销售额为29亿欧元，EBITDAN于2016年提高到625亿欧元。该公司再次发展到市场平均水平。与竞争对手有何不同的方式实现这一级别的成功水平？
We developed a three-pillar strategy in 2009, which we’ve been consistently pursuing and further developing ever since. The focus is on three areas: growth, efficiency and portfolio. We approach these areas individually while always taking into account how they work in harmony with each other. At the same time, whenever it comes to making a decision, we think about how to distinguish ourselves from the competition through special concepts, acquisitions and innovations, which means we also explore diverse areas outside of the classic fragrance and flavor market.
Let’s take a moment to talk about growth. How does Symrise position itself in this area?
在过去的六年里,我们已经约twice as fast as the rest of our market. It’s only by operating on different levels that we’re able to achieve this. To begin with, organic growth is important to us, and takes the form of expanding and, in part, redefining our traditional business units through innovation and new products. One example of this – and there are many – is the Fragrances division, in which we’re currently repositioning ourselves. We utilize our traditional strengths in the development of new fragrances, draw on our extensive product base and, at the same time, promote the use of sustainable raw materials. As part of our efforts to optimize the company structure in 2016, we subdivided the Fragrances division into four global business units: Fine Fragrances, Personal Care, Home Care and Oral Care.
You can’t achieve your goals through organic growth alone. What other areas are you looking at?
虽然我们专注于有机增长，但我们还在多年来上进行了重要的，转型的收购 - 购买，这是大大改变了我们的投资组合和我们的结构。随着戴安娜的收购，我们的产品系列已进入全新维度。我们现在参与了宠物食品市场，并在营养领域显着扩展。乐动体育买球在这里，我们还看到了一个例子，除了增长，我们还成功地追求了我们战略组合的另一个支柱。随着戴安娜，我们完全实施了将投资组合扩展到其他领域的想法。我们现在在典型的口味和香水之外产生大约三分之一的销售额。乐动安卓
In 2016, Symrise acquired Renessenz as part of Pinova Holdings. The US-based company manufactures substances for fragrances and oral care products as well as ingredients for foods and beverages. How is integration coming along?
Renessenz has already been fully integrated into the Symrise Aroma Molecules division of the Scent & Care segment. With these steps, we’ve further boosted our ingredient portfolio. As in many other business units, we concentrate on solutions based on renewable materials, and the company is a powerful partner in this respect. Clearly defining the portfolio also meant reselling the technical applications we’d acquired through the acquisition that did not belong to our core business. We will continue to collaborate with the new owners and supply each other with strategically important raw materials, among other things.
近年来，你表示您希望特别是新兴市场。到目前为止你是如何实现的？
2016年，我们在该地区实现了15％的增长。在中期，我们希望确保销售额超过50％。我们正在全面循环促进这些地区的创新，并在不断的基础上进一步发展我们的基础设施。2017年初夏季，我们将在新加坡揭示我们新的开发中心，这是东南亚的重要枢纽。我们将在中国的另一个网站上开始建设，我们去年在伊朗建立了自己的公司。通过这种方式，我们正在利用这些新兴地区可用的增长机会。
让我们来看看第三次战略支柱 - 效率。你也能够增加这个吗？
在过去的几年里，我们已经变得越来越高效。我们通过改进程序，优化供应链和彻底检查我们的工厂，以彻底审查我们的工厂，在我们的部门中加强了具有几个方案的价值链。在研究中，我们越来越多地利用整个公司的技术平台，用于各种材料和从中创造的产品。与此同时，我们现在更频繁地获得客户的创新流程的早期发展阶段，这对我们的业务也有益。我们还在可持续采购方面不断优化我们的原材料组合。
»我们的目标是创建创新解决方案，以应对营养，健康和福祉所产生的需求。乐动体育买球
在我们满足这一目标的旅程中，我们始终考虑到未来几代人，从优先考虑社会责任，以创造适合未来的技术和使用保存和保护资源的流程。
With passion and drive, our employees live the Symrise promise of ›always inspiring more…‹ every single day. In this way, everyone at Symrise plays a role in sustainably developing both our company and the world around them.«
Sustainability is a huge issue for Symrise across all areas. What do you do differently in this area that allows you to do so well in a highly competitive environment?
A good example is our raw materials supply. If we’re successful here, it benefits the environment, society and us as a company. One of our biggest goals is to have all of our strategically important raw materials generated sustainably by 2020. We’ll be pursuing several approaches to achieve this, including monitoring the cultivation and processing of important raw materials. In this way, we can ensure the availability of high-quality materials as well as guarantee sustainable cultivation.
Can you name a few examples?
我们经常涉及到直接从这地区h we source our raw materials, including Madagascar for vanilla, the Amazon region for fragrances, Ecuador for bananas and Germany for onions – and we’re constantly expanding this principle. We also think it’s important to dedicate ourselves to protecting the environment and, in particular, maintaining biodiversity at all our sites and those of our suppliers. It’s only by preserving nature’s diversity that the world can maintain its balance – and it goes without saying that we, our customers and consumers benefit from nature’s bounty, including its countless fragrances and flavors.
你在哪里在哪里看到的岁月？
Having promptly established ourselves as a leading company in the industry over the past seven years, our goal can only be to consolidate and expand this position. This, of course, conforms to our focus on growth. We want to achieve this not by being hasty but instead by implementing a well-thought-out and, more importantly, sustainable strategy. One aspect of this is our desire to make our many different areas of expertise much more interconnected, which promotes synergies. We can address brand-new customer groups with the new products that come from these connections. And that makes it all the more important for us to allow our researchers and developers plenty of scope for innovation. More and more often, innovations these days are based on methods of green chemistry and biotechnology in product development. At the same time, research needs to be perfectly aligned with the markets, which we can ensure through tight-knit networking within the company along the entire value chain – and this is where we come full circle. These days, innovations primarily occur because we know the customers and consumers so well. This is where Symrise excels.
In 2016 you celebrated the anniversary of the IPO, which took place in 2006. How would you evaluate these past ten years?
As a success story. As a company we’ve done excellent work as well as made exceptional use of the financial market instruments. In this way, we’ve managed to more than double our sales, profit and net income during this period as well as increase the company value, which has also benefited our shareholders. Rather than resting on our laurels, this success has encouraged us to continue along our sustainable journey.
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