Introduction Novozymes is a leading biotech company headquartered in Denmark and specialises in industrial enzymes and microbes. Novozymes was recently ranked as the most innovative Danish company and as number 3 in the world within the field of biotechnology by the European Patent Office. Novozymes’ revenue comes from B2B sales of enzymes and microorganisms. Around 13% of sales revenue is reinvested in R&D, benefiting both innovation and production economy. However, innovation has traditionally been focused on product features whereas the supply chain and service experience were not previously a competitive differentiator. They are now changing this to constantly live up to customer expectations. Novozymes essentially wanted to enable an improved customer experience supported by digital solutions, AI and data. Customers in the B2B segment increasingly expect access to a seamless digital buyer experience similar to the digital buyer experience they experience as private individuals. Why the need for change? As a growth company exclusively in the B2B segment, Novozymes is dependent on growing with their customers. When the traditional customers are not growing, the company innovate in other parameters than traditional product R&D. They rethink their service and operating model as well as their entire business model, which is illustrated in Figure 1 below. Novozymes wanted to increase their focus on the small and medium-sized customer segments as part of their new growth strategy “Unlocking growth – powered by biotech”. To realise these growth ambitions, Novozymes set out to transform and modernise their customer service with the following objectives: • Design a differentiated service model to unlock emerging markets and new customer segments • Deliver an up-to-date, digital and instant customer experience • Deploy a scalable operating model to enable profitable growth The new service model should be designed to handle not only diversified customer segments but also a highly diversified product portfolio as well as regional differentiation, including in the order to cash workflow. Novozymes also wanted to become even more customer- oriented and to be able to offer their customers a wider range of differentiated products and services, but this would only be feasible if resources were spent more efficiently than previously. It would also require a higher degree of transparency across units to promote more efficient collaboration and smoother work processes, and the key to this transparency was data and technology. In short, the solution was digital. Fig. 1: Novozymes’ business model 3
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