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PROCESS: That sounds more like questions than answers.
Van Meirvenne: Of course it is our mission to provide leadership technology for Bayer, so that the various operating units in the corporation have a competitive advantage. However, you cannot be the leader to the same degree in every market. You have to focus your resources. The challenge will be to manage this added role which the organization has and find the right balance between flexibility and specialization.
PROCESS: The crucial question is how BTS is going to balance its roles as internal technology service provider at Bayer and service provider to the external market. How much freedom are you going to have in the external market and what strategies have been laid down by the new Bayer CEO? Could it be that the internal Bayer business will have greater priority again?
Van Meirvenne: We continually take a critical look at what we are doing. Reacting to market challenges is an ongoing process. Continuous improvement of our technological performance for the benefit of our customers is the key strategic driver which rules the internal and external business. We intend to achieve substantial growth and we will invest in areas where we identify long-term growth potential.
PROCESS: You said that your portfolio is very extensive. In which areas would you like to expand, and what activities do you plan to curtail?
Van Meirvenne: I hope you understand that it is still too early for me to make any definitive statements. It is clear, however, that growth dynamics vary within our portfolio. We will have to manage that, and we may well have to make some adjustments. Our structural and regional positioning for emerging markets is already well organized. Our business in China has expanded significantly. We have a presence in Russia and Brazil, and we are satisfied with the growth rate in India. Which activities from our portfolio we pursue in which markets depends to some extent on our local capabilities and expertise.
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