20211117-科尔尼-C3X_looking_back_at_five_years_in_the_chemicals_industry_9页_1mb

报告摘要

A study examining market developments and interactions between chemical manufacturers and their customers.
Conducted every 6-12 months since mid-2008 (6 editions total), involving executives and senior managers. Includes a survey and executive interviews, focusing on Europe initially, now expanded to the U.S., China, etc.
Key insight: Compares manufacturers' and customers' perceptions of each other's performance. Launched to mark the 5th anniversary in 2013.

Launched in late 2008 amidst the global economic crisis.
Initial market predictions proved historically accurate regarding demand downturns and rebounds.

General Alignment: Both sides agree increased collaboration benefits the industry.
Key Customer Priorities: Competitive pricing, supply chain performance, innovation (new product applications identified strongly by customers, less so by manufacturers).
Misalignment:
- Technical/Commercial Services: Manufacturers overestimate the importance of services like sales force efficiency. Customers value value-added services, process excellence, and tailored offerings more. Pricing excellence is consistently critical for customers.
- IT Interfaces: Both groups understand their importance, but manufacturers significantly underestimate it.
- Innovation Focus: Customer demand for innovation remains high, while manufacturers' R&D focus has become more narrow (product features, existing applications). Customers prioritize what can be delivered over mere innovation leader status. Respondents rated importance of new innovations higher in 2012 than process improvement/complexity reduction/risk management (but lower than growth).

Chemical industry spends ~3% of revenue on R&D, historically stable (~50% EBIT). Focus is reactive.
Gap: Manufacturers prioritized innovation leadership, but their focus areas saw declining interest (new product features, apps, tech) while customer needs differed slightly (more on tech, existing apps).
Potential: Collaboration could yield massive long-term sales (est. $15-30B in Europe alone) and growth.

Both parties see sustainability as required, but not top priority. However, customer focus shifted: from technical services (2009) to alternative raw materials, waste disposal, and supply chain sustainability (post-2008). Manufacturers share these priorities.

Collaboration should focus on areas of alignment, especially supply chain excellence and price management.
Crucial: Closely bridge the perception gap through targeted innovation efforts aligned with customers' evolving demands (especially for growth and innovation benefits). Understand customer-centric value.