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The study is a comprehensive analysis with two volumes of data, one including chemical treatments and the other covering pesticide seed treatments. It is designed to provide suppliers with the latest information on the size, structure, and outlook for seed treatments in each of the 4 regions and 12 featured countries.
A comprehensive analysis examining the mosquito control/disease vector and the pesticides used for its treatment control by governments*, this report provides suppliers and formulators with the latest information on product usage for the mosquito control market with a breakdown for adulticides and larvicides.
An in-depth look at the controls used for nematode pests in soils of major crop markets, this report features non-chemical and chemical treatments, including the top brands, active ingredients, and suppliers.
3 Ways to Better Target Salons and Independent Stylists
Innovation has been called the “lifeblood of the organization,” fueling the development of new and improved products and services, identifying ways to satisfy unmet customer needs, and creating growth and value for the business. While innovation is most often discussed in a B2C context, many B2B companies have also earned recognition for tremendous strides in implementing a culture of innovation.
Despite the success of companies such as BASF and Dow, there are still many other B2B executives who are concerned about the ROI of innovation within their own companies and are worried that “they do not do innovation well.”
Lubricant demand is impacted by many factors such as vehicle/equipment/machinery sales and production, miles driven, operating rates, fuel prices, employment, synthetic penetration, industrial production and activity, OEM technical demand, maintenance practices, fluid drain intervals, government and industry policies, transportation preferences, construction activity, infrastructure spending, consumer behavior, and GDP growth. Demand for high performance, “premium” quality lubricants is expected to accelerate in both developed and developing country markets, regardless of whether there is overall top level growth, stagnation, or contraction.
Companies are confronted on a daily, even hourly, basis with the need for data about their own businesses and intelligence about their competitors. Easily available, secondary data may be adequate for the purpose provided that they are reliable. Unfortunately, that is the essence of the problem: is secondary data reliable?
Complex Strategies Based on Questionable Data
All too often companies spend an inordinate amount of time and effort constructing complex strategies based on questionable, unvalidated data. Companies prepared to spend hundreds of millions of dollars on an acquisition appear ready (or resigned) to pay for good legal, tax, and environmental advice, but may base the commercial analysis on casual data found on various unsubstantiated websites.
Prospective acquirers are now diving into the details on the soon-to-be former brands of Procter & Gamble’s struggling beauty business. The assets reportedly include small yet prestigious fragrance brands, such as Gucci and Hugo Boss, the substantial professional and retail hair care businesses of Wella and Clairol, and the legendary Max Factor and Cover Girl color cosmetic brands. While this partial dismantling of P&G’s beauty empire ends an era of the company’s impressive growth trajectory in personal care, it sets the stage for exciting growth opportunities for strategic and financial buyers. The beauty research and consulting team at Kline has a unique and deep perspective on the history, performance, and potential of this array of brands, as well as what the future may look like for the new owners of these P&G equities.
