Imagine if scientists could
recreate you—or at least part of you—on a chip. That might help doctors
identify drugs that would help you heal faster, bypassing the sometimes
painful trial-and-error process and the hefty costs that burden our
healthcare system.
Right now, inside a lab at the University of California, Berkeley,
researchers are working to make that happen. They’re trying to grow
human organ tissue, like heart and liver, on tiny chips. These aren’t
your standard computer chips. They’re miniature networks, derived from
adult skin cells coerced into becoming the type of tissue scientists
want to study, that grow on miniscule pipe-like plastic chambers glued
atop a microscope slide.
The research is designed to find ways to get that tissue to live and
mimic how real human organs function. If so, they could provide a cheap
and quick way of weeding out treatments that are toxic or just don’t
work. The aim is to weed them out early on, in the lab, replacing at
least some of the tedious years of testing on animals and humans.
What’s more, because drugs traditionally are developed with a
one-size-fits-all approach, clinicians often don’t know how well
medications will work on individual patients. According Anurag Mathur,
one of the Berkeley researchers, these chips could lead to “a personalized medicine, patient-specific readout of any drug you want to test.”
The research is designed to find ways to get that tissue to live and mimic how real human organs function.
Funded by $1.2 from the Cures Acceleration Network—a
new agency established by the “Obamacare” federal health law—the
Berkeley project is part of a larger effort to explore what are called
“organoid chips.” The Cures is funding several other biochip projects, and in a study published in the journal Nature Medicine
this past May, scientists from Harvard University and other researchers
used a “heart-on-chip” approach to research Barth syndrome, a genetic
disorder that affects cardiac tissue. This type of research is still in
the early stages, but if it’s successful, it could significantly
streamline drug studies and maybe even reduce drug prices.
Right now, it can take billions of dollars and years to develop a
single medication. For every one that gets the Food and Drug
Administration’s approval, 40,000 others
don’t make it through the process. That raises companies’ expenses, and
experts often point to these bleak trends as one of the root causes for
the high prices for new drugs. If the organoid research pans out, there
could be as much as a 10-fold improvement in the speed, cost, and
accuracy of developing new drugs, according to Dr. Chris Austin, the
director of the National Center for Advancing Translational Sciences
(NCAT), an agency within the National Institutes of Health that oversees
the Cures Acceleration Network.
Living Semiconductors
The technology borrows from techniques developed by the semiconductor
industry decades ago to make transistors—the building blocks of the
modern computer. The ability to print ever smaller transistors at faster
speeds allowed computers to shrink from expensive room-sized behemoths
into cheap, widely available portable machines with many more uses than
the inventors ever imagined. That revolution was seeded with money from
the nation’s space program, and now, some scientists say, biotech has a similar opportunity. Click to Open Overlay GalleryAn organoid chip, atop a microscope slide. UC BerkeleyOnce the blueprint is set for specific types of biochips—ones that
mimic the structure of the liver or gut, for instance—manufacturing them
could eventually cost as little as a few bucks, says Peter Loskill, one
of the Berkeley scientists. The difficult—and expensive—part is making
sure that the cells assemble themselves properly and that these
microtissues work like the real thing. That’s what the Berkley lab, run
by bioengineer Kevin Healy, is focusing on now.
Eventually, scientists believe they could run multiple experiments on
different drug candidates and various doses in different tissues at
once. It would be something like the equivalent of a massive parallel
computer, but for biology. Mathur and Loskill are starting with building
a combination chip containing heart and liver tissue in collaboration
with another bioengineer, Luke Lee, and his lab at Berkeley. If their
work is successful, they hope to collaborate with other groups in the
Cures Acceleration Network to hook up various proto-organs, Lego-style,
to create a very simple model of the human body. This type of work could
give scientists insights into how and why medications work on
individual organs and how they affect whole systems.
In Lieu of Animals
Certainly, some experts are skeptical. Fundamentally, they question
how well these chips mimic real organ structure and function. After all,
they lack blood vessels, so they live only for months at most. Plus,
they don’t replicate all the intricacies of real organs and organ
systems. In the case of those that mimic the brain, researchers have
said that the full-fledged circuitry underlying adult brain function
isn’t entirely there.
Meanwhile, others question whether this work will ultimately
translate into lower prices. “Right now, [for] any drug that’s
discovered, people can charge what they want because there’s no
competition,” says Atul Butte, a data scientist at Stanford University
and co-founder of NuMedii, a Palo Alto-based startup that is looking for
new ways to use existing medications.
But if they come to fruition, organoids could lead to even larger
opportunities, beyond the speed of drug research and the price of
medications. Today, much pre-clinical work is done in animals and
doesn’t always yield results that mimic how human systems work. “The
knowledge gaps we face in biomedical research are enormous. We just
don’t know all that much about what causes diseases,” says Bernard
Munos, the founder of the Innothink Center for Research in Biomedical
Innovation who also sits on the Cures Acceleration Network board. “We’re
really throwing darts.”
Organoids can change that. At least in theory.
Kaiser Health News
is an editorially independent program of the Henry J. Kaiser Family
Foundation, a nonprofit, nonpartisan health policy research and
communication organization not affiliated with Kaiser Permanente.
Interventional radiology has been described as the surgery of the new millennium by Stanford Healthcare, offering less invasive procedures, more precise placement of catheters and, often, fewer complications for patients and higher throughput for healthcare facilities. Robotics is making this new area of medicine possible. Cary G. Vance, CEO of Hansen Medical Inc., tells The Life Sciences Report about disruptive advances in interventional radiology and Hansen's own revolutionary robotic catheters.
Management Q&A: View From the Top
The Life Sciences Report: Robotic catheter developer Hansen Medical Inc. (HNSN:NASDAQ) is one of the pioneers of interventional radiology. How are robotic procedures helping new surgical approaches to emerge or providing alternatives to open surgeries?
Cary Vance: In key areas, intravascular robotics are leading the way to less invasive treatments of certain disease states. For example, robotic prostatic artery embolization is a possible treatment for benign prostatic hyperplasia (BPH) or enlarged prostate. Robotics help the interventional radiologist perform this challenging procedure, which deals with tortuous anatomy where catheter stability is paramount. Patients are eager to learn more about this approach. They're very excited about the smaller incisions, possible quicker recovery times and the potential for fewer complications, compared to such conventional approaches as transurethral resection of the prostate or other invasive procedures.
In women's health, uterine artery embolization is a potential alternative to hysterectomy for symptomatic fibroids. Interventional radiologists are demonstrating an ability to effectively access the uterine arteries, even though this is typically associated with very difficult and tortuous anatomy. Many women have been drawn to the less invasive nature of uterine fibroid embolization versus hysterectomy or myomectomy.
Intravascular robotics are valuable for procedures like transarterial chemoembolization (TACE) or radioembolization, to treat tumors in various organs. In these procedures, the robotic catheter navigates through the vasculature to reach, and then treat, the tumor. We also furnish the Magellan Robotic System to vascular surgeons. With our devices, the surgeons can perform complex vascular procedures in a minimally invasive way, avoiding much more invasive surgical procedures.
For physicians and patients both, the predictability of robotics is very attractive, as is the potential for shorter recovery times and fewer complications.
TLSR: What is the potential market for interventional radiology?
CV: The potential market is extremely large given the size of the patient populations. For example, in the United States alone there are 20 million (20M) men with BPH, more than 15M women with symptomatic fibroids and more than 40,000 people with metastatic liver cancer who can benefit from the procedures we just discussed—prostatic artery embolization, uterine artery embolization and either TACE or radioembolization.
There also is quite a large market for interventional radiology in that the physicians want to reduce their own exposure to radiation throughout their careers. They have a desire to move away from the radiation source, and robotic surgery allows them to do that. Robotic procedures also reduce the chronic orthopedic issues caused by standing for extended periods as they perform these procedures. With our robot and robotic catheters, the benefits clearly extend beyond the patients to physicians and their staff. With these new devices, physicians and staff members can be seated comfortably away from the radiation source, thereby improving quality of life and the working environment. This also improves their ability to concentrate, because they now can perform their procedures more comfortably.
TLSR: What factors are limiting the growth of robotics in interventional radiology?
CV: There are several limiting factors, but they're changing as people become more familiar with the concept of interventional radiology and the new tools that support it.
One of the first limitations is the traditional role of the radiologist. Many radiologists do not have an office-based patient source like other specialists. Their referrals are quite often from other specialties. That's changing as interventional radiology is expanding, but it can be limiting if the infrastructure is lacking for direct patient referral. Interventional radiologists (IRs) are addressing that limitation by marketing directly to patients, highlighting their abilities to perform cutting-edge robotic procedures.
For interventional radiology to reach its potential, the hospital strategic planning processes also must evolve. Today, for example, major capital purchases tend to take time and generally don't consider the complete robotic system acquisition process. Capital purchases for interventional radiologists generally involve imaging systems and large central purchases. But also purchasing our Magellan Robotic System oftentimes isn't included in the original budgeting, although this system helps healthcare providers maximize the return on investment of their imaging systems. As a result, we—along with clinical stakeholders—may need to intervene and become involved in the whole capital equipment purchasing and budgeting process to ensure the necessary elements are included for a comprehensive solution, and to help speed the purchasing process.
TLSR: Is there anything specific that can be done to improve the planning and acquisition process?
CV: Our goal is to help physicians, staff, department heads and administrators all understand the value of the robotic system from a clinical, financial, operational, competitive, technological, and safety standpoint. They have a significant opportunity to reduce costs, experience more predictable interventional lab times, and increase revenues by drawing incremental patients into the system. Healthcare providers further benefit from a "halo effect" when these newer patients continue with ancillary treatments offered at the facility. For us to drive the level of urgency and interest alongside a better understanding of the value of our system, it's important for us to communicate those benefits and to validate that value for the hospital, the radiologist, the patient and the community.
TLSR: What are your top new products or product candidates?
CV: The Magellan™ Robotic System and Magellan™ Robotic Catheter are designed to enable physicians to remotely manipulate robotically steerable catheters and standard guidewires with precision. It features a variety of catheter sizes. The 6 French (6Fr), 9 French (9Fr) and 10 French (10Fr) robotic catheters allow physicians to use the smaller catheters to navigate smaller vessels during embolization procedures, and to use the larger catheters during more complex vascular procedures. It was developed in partnership with Philips Medical Systems.
We also have our Sensei X Robotic System and Artisan catheter. This system makes it easier for radiologists to accurately position catheters and manipulate them during electrophysiology procedures.
TLSR: What can you tell us about some of the products still in development?
CV: Hansen is very focused on improving the customer experience, so we're in constant development to improve work flow for physicians and their staffs. We're consistently looking for ways to engineer our costs down and our margins up. We're doing that in two ways in the coming months, by introducing new products. Our new, next-generation microcatheter driver will allow physicians to robotically navigate the vasculature using most off-the-shelf microcatheters. We're also developing an electromagnetic-sensing driver system and smaller, steerable catheters. In addition, we're working on image tracking to allow visualization of our robotic catheters in 3-D imaging systems.
TLSR: How would the imaging tracking system work?
CV: Our robotic catheter is paired with the facility's existing imaging systems. Electromagnetic sensors are built into the catheter, which are read by existing 3-D imaging systems. We are working together with some of our imaging partners as we develop our technology so that interventional radiologists will be able to see catheter motion in 3-D.
TLSR: You mentioned imaging partners. How are you partnering with other technology companies to enhance value and grow markets?
CV: We maintain close communication with the major imaging and therapeutic equipment manufacturers to ensure compatibility with their tools and devices. Several imaging companies' products are used alongside our equipment. Therapeutic devices developed by several large and small companies also are used with our catheters. Therefore, it's important for us to partner with them to understand their technology and their next-generation innovations and, in some cases, to work together to distribute products or to educate customers regarding the abilities of the two technologies when they are working together closely. In some cases, we collaborate with our imaging and therapeutic partners on designs and structures. We also communicate regularly with key opinion leaders and early adopters in this industry. Their insights help us in the design and implementation of our systems.
TLSR: Your partners include St. Jude Medical Inc. (STJ:NYSE), Philips Healthcare (Koninklijke Philips N.V.: PHG:NYSE), GE Healthcare (GE:NYSE) and Siemens Healthcare (Siemens AG: SIE:ETR, SIEGY:OTC, SIE:GR). Are these distribution or development partnerships?
CV: Hansen Medical has a distribution agreement with St. Jude Medical in France. Additionally, St. Jude Medical makes an ablation catheter that is used within our electrophysiology catheter, so it's important that we have a relationship with the company, and that we stay in close communication with St. Jude and with other key companies like Biosense Webster, a Johnson & Johnson (JNJ:NYSE) company, and other therapeutic companies in the vascular space.
Philips Healthcare, GE Healthcare and Siemens Healthcare are imaging companies. It's important that our robot is able to communicate with their systems, and to ensure that all the components—our robots, their imaging systems, their tables, etc.—work optimally for the physician. The objective for each of us is to ensure physicians see what needs to be seen so they can perform their procedures to the best of their abilities.
TLSR: What catalysts can investors expect from Hansen Medical in the coming quarters?
CV: We anticipate FDA approval and EU approval (CE mark) on additional technology throughout 2016. We expect to receive a CE mark and FDA approval for our microcatheter driver in early 2016. For our Sensei Electrophysiology Robot, we expect to submit a pre-market approval application to the FDA in the first half of 2016. In the near term, investors can expect to see new technology introduced and for emerging technology to be moved along in the approval process.
From a financial standpoint, we feel very good about our investor base and our ability to access necessary capital in the months ahead, and I think investors will see that. I also think investors will see us gain further traction and success in the U.S. market, with system placements and procedure growth in both endovascular and embolization segments.
TLSR: What are the goals for Hansen Medical Inc. for the next year or two, and how do you plan to meet those goals?
CV: We anticipate generous geographic and global expansion in the next year or so as we enter markets with large populations in Asia and other parts of the world. We also anticipate high levels of patient and physician interest. With that, I expect more systems to be sold. We expect to increase the number of procedures performed using our robots and catheters. I expect each robotic system already in the field to increase its use of catheters.
We plan to increase work flow, sales and profitability. We expect to move closer to profitability to dramatically decrease our level of spend and cash burn, to dramatically improve our return on investment on new technologies and to ramp up awareness and adoption as we educate patients and providers about the benefits of our robotic systems. That will improve our adoption rate exponentially.
We anticipate investing in next-generation technology that will expand our installed base of users. We believe that introducing new technology, like the microcatheter driver and small robotic catheters, will improve our profit margin, as well as the usability and effectiveness of our products. I also expect that patients will begin, at a much greater rate, to demand our technology for procedures they want to have performed robotically.
TLSR: How much do the patients know about this? How are you educating them?
CV: On a local level, we work with hospitals to create awareness that robotic technology for interventional radiology exists in their communities. We also have a robust social media presence and a direct patient campaign, so patients can learn which procedures can be performed robotically, research their options and go to our website to find a physician who performs those procedures near them.
TLSR: There are many companies that say they are in the interventional radiology market, so why will you succeed?
CV: Well, there really are no other robotic companies effectively competing in this space. There are some quasi-robotic companies out there, but they don't offer a true robotic catheter. They really aren't in the peripheral vascular space doing these types of procedures.
I will say, in all honesty, that our lack of competitors creates a challenge for us. We are alone right now in trying to educate physicians to change the way they practice medicine. I believe we will be successful by leading, by continuing to come up with disruptive and next-generation technology, and by continuing to make our products easier to use, more clinically efficacious and more cost-effective for hospitals.
TLSR: Is there anything else you'd like to tell our readers?
CV: We're an innovative company. We develop creative ideas and help bring them to market, and we rigorously solve problems faced by healthcare providers and patients. It's what we call purpose-driven innovation.
At Hansen Medical, we start our processes and projects by asking ourselves the question, "Why? For what purpose are we here, and for what purpose do we strive to innovate?" Any company can explain what it does, or how it does what it does, but it's the "why"—the reason behind that activity—that is at the core of this company. That purpose-driven mindset drives the innovators who are here. We will continue the relentless pursuit of unmet clinical needs—and they are out there—in a way that benefits patients, providers and society. That's why we're here.
Patients and providers, customers and clinicians, are all waiting for what we have or will have in the near future. Often, they don't even really know they're waiting, but they are waiting. They're looking for something better. Clinicians have been practicing medicine the same way, in many cases, for decades. For that reason alone, people are counting on us.
The use of robotics and robotic catheters will be the way interventional medicine is practiced in the months and years to come, and we are leading that effort. Along with some of our early adopters, we will continue to dominate the space. We will continue to have a robust, highly profitable business with huge impact on the lives of patients around the world.
TLSR: When do you think the wide-scale adoption of robotics for interventional radiology will occur?
CV: It will all happen sooner than most people imagine. Most people think it won't happen for decades, but I believe we'll see the broad adoption of interventional radiology within the next decade. If you walk into a hospital in the year 2025, it will be filled with computers and robots and, when it comes to vascular robotics, Hansen Medical will be there.
TLSR: Thank you for talking with us today.
Cary G. Vance was appointed president and chief executive officer of Hansen Medical on May 23, 2014. Vance served as president of the anesthesia and respiratory global business at Teleflex Inc. for three years and as executive vice president North America in 2010. Before joining Teleflex, Vance was an executive at Covidien, and served as vice president and general manager of Interventional Oncology–Americas, and was vice president and general manager for the energy-based Devices unit since 2007. Vance served in a series of roles with progressive responsibility at GE Healthcare from 1997 to 2007, principally in diagnostic imaging sales, sales and marketing management and executive leadership. He holds a B.A. in economics and an M.B.A from Marquette University.
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DISCLOSURE:
1) Gail Dutton conducted this interview for Streetwise Reports LLC, publisher of The Gold Report, The Energy Report and The Life Sciences Report, and provides services to Streetwise Reports as an independent contractor. She owns, or her family owns, shares of the company mentioned in this interview: None.
2) Hansen Medical Inc. is a sponsor of Streetwise Reports.
3) Cary Vance had final approval of the content and is wholly responsible for the validity of the statements. Opinions expressed are the opinions of Cary Vance and not of Streetwise Reports or its officers.
4) The interview does not constitute investment advice. Each reader is encouraged to consult with his or her individual financial professional and any action a reader takes as a result of information presented here is his or her own responsibility. By opening this page, each reader accepts and agrees to Streetwise Reports' terms of use and full legal disclaimer.
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When I was a little kid about ten or so, back in the early 1930s, my father took me to the Hall of Fame. No, not the Baseball Hall of Fame in Cooperstown, which didn’t open until late in the 1930s, or the Pro Football Hall in Canton, founded in 1963, or the Basketball Hall in Springfield (1968), or any of the others that came along. This was the original Hall of Fame, the real one, which the Cooperstown hall copied, and on which all the other sports halls are based.
The hall my father took me to was The Hall of Fame for Great Americans, on the campus of New York University on University Heights in the Borough of the Bronx in New York City. NYU has since shifted its main campus to the Washington Square section of Manhattan, and the Bronx Community College of the City University of New York now occupies the University Heights area. The Hall of Fame is still there, but it doesn’t have the stature it once had, or the glamour that infused it in the early decades of the 20th Century. Hardly anyone goes to that hall of fame anymore. Hardly anyone knows it’s even there.
I don’t know what happened, except that times change, and places change. I do know that when I was a kid it was big stuff. The Hall of Fame for Great Americans was beautiful, almost majestic. It had beautifully sculptured bronze, life-sized busts of the honored Americans, each in its own space in a wonderful outdoor colonnade, curving 630 feet along a terrace high above the Harlem River, which separates the Bronx (on the mainland) from the upper reaches of Manhattan Island. I remember the excitement you felt whenever you saw the great curving colonnade from the roadway far below.
That Hall of Fame opened more than a century ago, in 1900, the brainchild of a man named Henry MacCracken, who was Chancellor of New York University. He found a wealthy philanthropist, a woman named Helen Gould Shepard, who put up the money to start it – $250,000 – an enormous sum back when people could own a house and support a family on $25 a week.
There were supposed to be busts of 50 great Americans at first, with five more to be added every five years. It didn’t quite work that way. Only 29 made the initial cut in 1900. The picks were made by a 100-person College of Electors, which had to have at least one person from each of the states. There were only 45 states then; I suppose that when Oklahoma, New Mexico, Arizona, Alaska and Hawaii joined the Union later on, they also joined the College of Electors, although I’m not sure. In any case, the voting rules changed pretty quickly, and in 1905, not five but eight famous Americans were added, and another nine were anointed in 1910. By the time I visited in the 1930s, there were 70 in the Hall of Fame for Great Americans, and there are more than 100 now, although since the 1970s the election process has more or less withered. Four electees are still waiting for their busts to be sculpted and installed. Sports halls of fame work much better.
Apparently, I have already attainted the requisite standard of success in life. Apparently, that standard merely requires acceptance and enrollment into the Harvard Law School. All one has to do is look at the pedigree of Harvard University to understand. The famed halls of Harvard have tutored the likes of John F. Kennedy Jr., Ralph Waldo Emerson, W.E.B. DuBois, FDR, and many other luminaries. More specifically, the Harvard Law School can claim five of the nine current Supreme Court Justices. Even the Harvard dropouts have tycoon potential. Last I heard, Bill Gates and Matt Damon aren’t doing too badly these days.
Two years ago, when I was contemplating where I should enroll in law school, my father broke down the decision-making process in very simple terms. “There will be people at Columbia and NYU who weren’t able to get into Harvard or Stanford, but there won’t be anybody at Harvard and Stanford who couldn’t have gotten into NYU or Columbia,” he said. “By going to Harvard, you’ll have a greater chance of ultimately having more influence in the world by working with a larger, and frankly, much more influential alumni base, while also broadening your own scope within the larger world.”
I have to admit that there seems to be whole lot of common sense in those statements. A pure example of a father being a father, sharing some simple truths with his son. I’m not stupid, I listened to my father, he’s a lot smarter than I am, and we all know where I ended up.
Without a doubt, Harvard University has reverential prestige in almost every place that the human race resides, but that unparalleled respect is decidedly undeserved in so many respects. There is a key distinction between my father’s perspective on Harvard and my own. Like most other people, he could only formulate his opinions about the Harvard experience from the outside, while I live the insider’s life. Grinding out a couple of semesters in Cambridge can greatly change one’s perspective. That’s why I know that it’s far too easy to glamorize the history of the university by focusing on its tradition of producing distinguished alumni. Let’s stir up some controversy by focusing on a couple more practical questions.
Question 1: Will a Harvard education make me or any of my classmates a better lawyer than someone who has attended NYU, Columbia, Georgetown, or for that matter Howard? Of course my Harvard degree won’t make me a better lawyer or any other kind of professional. But, the classification has – and will continue – to at least create the appearance that my abilities are of a certain caliber, and that my presence adds a certain panache to the scene. Honestly, I would like people to realize that I possess these qualities even without my recently acquired Harvard status, but they often don’t, usually when they don’t know me that well. In my eyes, the “H-Bomb” is simply a good way to reaffirm the positive personal qualities that I already retain. With that said, unlike many others who may use the “H-Bomb” as a crutch, I am more apt to see my Ivy League affiliation as a scarlet letter rather than a brand of privilege.
Question 2: Does Harvard equal a “Golden Ticket?” Well, in many respects it does. There are so many people who assume that I am “set for life” now that I am a Harvard Law student. Unfortunately, these people do not understand that financial security comes at a price – it costs you your soul. Well, maybe not your entire being, but I do think that the Harvard Law School experience suppresses so many of the creative aspects of an individual’s persona. Independent thought and acknowledgement of emotion are discouraged while the “infallible” realm of “objective thought” is glorified. These are some of the many reasons that the law school process can become quite unbearable.
Polyphenylene Sulfide Market (PPS) is a polymer that is natural in nature and primarily
comprises of the sweet-smelling rings which are connected with sulfides. The
engineered strands fabricated from polyphenylene sulfide are known not high
imperviousness to the warm and compound assaults. Polyphenylene sulfide is a
solidified thermoplastic polymer that displays qualities, for example,
brilliant substance resistance, high warmth avoidance temperature, fire
retardance and exceptional dimensional security. Polyphenylene sulfide
primarily discovers applications in the autos, electrical and gadgets, family
unit and mechanical machines among others.
The
developing car industry is relied upon to support the general development of
the polyphenylene sulfide market. China is the biggest purchaser of
polyphenylene sulfide attributable to the becoming electrical and vehicles
industry. Polyphenylene sulfide is generally utilized as a part of assembling
in the cars' engine particularly inferable from its high temperature resistance
attributes. The polymer likewise shows high fuel and fire resistance which
further settles on it a flawless decision for assembling different vehicles
parts. China is developing as one of the real maker of the electrical and
electronic products and along these lines thusly is the real shopper of
polyphenylene sulfide which is discovers its real applications in the
electrical and other modern and family unit apparatuses. Numerous driving
vehicles producers have outsourced the assembling of car parts to China in this
way expanding the general increment in the interest for polyphenylene sulfide
in China. The vicinity of a note worthy’s percentage vehicles makers in Japan
has helped it to be the following real buyer of polyphenylene sulfide. The
expanding interest for channel sacks in coal boilers and dust chamber channels
has further helped the general interest for the polymer. China is required to
witness the quickest development in the interest for polyphenylene sulfide
attributable to the developing end-use commercial enterprises in the nation.
The
expanding utilization of polyphenylene sulfide can be chiefly credited to its
exceedingly worthwhile physical properties. Polyphenylene sulfide has physical
properties, for example, fantastic concoction resistance, exceptional warm
solidness, extraordinary dimensional dependability, fire retardance and great
electrical properties. Attributable to such properties, polyphenylene sulfide
Market is utilized as a part of a few commercial ventures including coatings, filtration,
car, electrical and hardware and other modern applications. In addition, the
key members in the market are growing new applications and inventive items
produced using polyphenylene sulfide for giving better execution attributes to
the purchasers. Applications and items, for example, electrical protection,
capacitors, filtration media, tram protectors and development of scaffolds are
produced and made by real players in the market.
Polyphenylene
sulfide utilized as a part of the business can be of two sorts, virgin and
reused. The reused polyphenylene sulfide is less expensive when contrasted with
the virgin polyphenylene sulfide; in any case, it accompanies sub-par
properties and higher debasements. However, the utilization of reused
polyphenylene sulfide (PPS) Market demonstrates useful to item producers as far
as expense investment funds, the developing natural regulations on its
utilization would positively bring about the developing interest for virgin
polyphenylene sulfide. In addition, end-client commercial enterprises, for
example, electrical and hardware, car, channel sack and other exceptional item
markets incline toward virgin polyphenylene sulfide in the event that it is
acquired at a sensible expense with least natural dangers. Besides, considering
the polyphenylene sulfide value decrease in the late years, the industry would
keep on moving its inclination towards virgin polyphenylene sulfide (PPS).
A key's portion members in the market incorporate:
China
Lumena New Materials Corporation
DIC
Corporation
INITZ
Co. Ltd
Kureha
Corporation
Chengdu
Letian Plastics Co., Ltd
Lion
Idemitsu Composites Co. Ltd.
Solvay
S.A
Toray
Industries, Inc
Tosoh
Corporation
This
exploration report investigates this market on the premise of its market
fragments, real topographies, and current market patterns. Topographies
dissected under this examination report incorporate
North
America
Asia
Pacific
Europe
Rest of
the World
MEA
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and in-depth research report on the world's major regional market conditions of
the Bonsa industry, focusing on the main regions (North America, Europe and
Asia) and the main countries (United States, Germany, Japan and China).
The report firstly introduced the Bonsa basics:
definitions, classifications, applications and industry chain overview; industry
policies and plans; product specifications; manufacturing processes; cost
structures and so on. Then it analyzed the world's main region market
conditions, including the product price, profit, capacity, production, capacity
utilization, supply, demand and industry growth rate etc. In the end, the
report introduced new project SWOT analysis, investment feasibility analysis,
and investment return analysis.
The report includes six parts, dealing with: 1.)
basic information; 2.) the Asia Bonsa industry; 3.) the North American Bonsa
industry; 4.) the European Bonsa industry; 5.) market entry and investment
feasibility; and 6.) the report conclusion.
Part I Bonsa Industry Overview
Chapter One Bonsa Industry Overview
1.1 Bonsa Definition
1.2 Bonsa Classification Analysis
1.2.1 Bonsa Main Classification Analysis
1.2.2 Bonsa Main Classification Share Analysis
1.3 Bonsa Application Analysis
1.3.1 Bonsa Main Application Analysis
1.3.2 Bonsa Main Application Share Analysis
1.4 Bonsa Industry Chain Structure Analysis
1.5 Bonsa Industry Development Overview
1.5.1 Bonsa Product History Development Overview
1.5.1 Bonsa Product Market Development Overview
1.6 Bonsa Global Market Comparison Analysis
1.6.1 Bonsa Global Import Market Analysis
1.6.2 Bonsa Global Export Market Analysis
1.6.3 Bonsa Global Main Region Market Analysis
1.6.4 Bonsa Global Market Comparison Analysis
1.6.5 Bonsa Global Market Development Trend Analysis
Chapter Two Bonsa Up and Down Stream Industry Analysis
2.1 Upstream Raw Materials Analysis
2.1.1 Upstream Raw Materials Price Analysis
2.1.2 Upstream Raw Materials Market Analysis
2.1.3 Upstream Raw Materials Market Trend
2.2 Down Stream Market Analysis
2.1.1 Down Stream Market Analysis
2.2.2 Down Stream Demand Analysis
2.2.3 Down Stream Market Trend Analysis
Part II Asia Bonsa Industry (The Report Company Including the
Below Listed But Not All)
Chapter Three Asia Bonsa Market Analysis
3.1 Asia Bonsa Product Development History
3.2 Asia Bonsa Process Development History
3.3 Asia Bonsa Industry Policy and Plan Analysis
3.4 Asia Bonsa Competitive Landscape Analysis
3.5 Asia Bonsa Market Development Trend
Chapter Four 2010-2015 Asia Bonsa Productions Supply Sales Demand
Market Status and Forecast
4.1 2010-2015 Bonsa Capacity Production Overview
4.2 2010-2015 Bonsa Production Market Share Analysis
4.3 2010-2015 Bonsa Demand Overview
4.4 2010-2015 Bonsa Supply Demand and Shortage
4.5 2010-2015 Bonsa Import Export Consumption
4.6 2010-2015 Bonsa Cost Price Production Value Gross Margin
Chapter Five Asia Bonsa Key Manufacturers Analysis
5.1 Company A
5.1.1 Company Profile
5.1.2 Product Picture and Specification
5.1.3 Product Application Analysis
5.1.4 Capacity Production Price Cost Production Value
5.1.5 Contact Information
5.2 Company B
5.2.1 Company Profile
5.2.2 Product Picture and Specification
5.2.3 Product Application Analysis
5.2.4 Capacity Production Price Cost Production Value
5.2.5 Contact Information
5.3 Company C
5.3.1 Company Profile
5.3.2 Product Picture and Specification
5.3.3 Product Application Analysis
5.3.4 Capacity Production Price Cost Production Value
5.3.5 Contact Information
5.4 Company D
5.4.1 Company Profile
5.4.2 Product Picture and Specification
5.4.3 Product Application Analysis
5.4.4 Capacity Production Price Cost Production Value
5.4.5 Contact Information
Acute
Market Reports is the most sufficient collection of market intelligence
services online. It is your only source that can fulfill all your market
research requirements. We provide online reports from over 100 best publishers
and upgrade our collection regularly to offer you direct online access to the
world’s most comprehensive and recent database with expert perceptions on
worldwide industries, products, establishments and trends. Our database
consists of 200,000+ market research reports with detailed & minute market
research.
Our
market research professionals have detailed knowledge of the publishers and
different kinds of reports in their particular business domains. They will
guide you in finding the complete range of available market research reports, review
the scope and procedure of the research studies that you select, and provide
you guidance in order to assist you in taking the correct business decisions
related to the purchase of the market research reports.
2015 Global Gluten Market Report is a professional
and in-depth research report on the world's major regional market conditions of
the Gluten industry, focusing on the main regions (North America, Europe and
Asia) and the main countries (United States, Germany, Japan and China).
The report firstly introduced the Gluten basics:
definitions, classifications, applications and industry chain overview;
industry policies and plans; product specifications; manufacturing processes;
cost structures and so on. Then it analyzed the world's main region market conditions,
including the product price, profit, capacity, production, capacity
utilization, supply, demand and industry growth rate etc. In the end, the
report introduced new project SWOT analysis, investment feasibility analysis,
and investment return analysis.
The report includes six parts, dealing with: 1.)
basic information; 2.) the Asia Gluten industry; 3.) the North American Gluten
industry; 4.) the European Gluten industry; 5.) market entry and investment
feasibility; and 6.) the report conclusion.
Part I Gluten Industry Overview
Chapter One Gluten Industry Overview
1.1 Gluten Definition
1.2 Gluten Classification Analysis
1.2.1 Gluten Main Classification Analysis
1.2.2 Gluten Main Classification Share Analysis
1.3 Gluten Application Analysis
1.3.1 Gluten Main Application Analysis
1.3.2 Gluten Main Application Share Analysis
1.4 Gluten Industry Chain Structure Analysis
1.5 Gluten Industry Development Overview
1.5.1 Gluten Product History Development Overview
1.5.1 Gluten Product Market Development Overview
1.6 Gluten Global Market Comparison Analysis
1.6.1 Gluten Global Import Market Analysis
1.6.2 Gluten Global Export Market Analysis
1.6.3 Gluten Global Main Region Market Analysis
1.6.4 Gluten Global Market Comparison Analysis
1.6.5 Gluten Global Market Development Trend Analysis
Chapter Two Gluten Up and Down Stream Industry Analysis
2.1 Upstream Raw Materials Analysis
2.1.1 Upstream Raw Materials Price Analysis
2.1.2 Upstream Raw Materials Market Analysis
2.1.3 Upstream Raw Materials Market Trend
2.2 Down Stream Market Analysis
2.1.1 Down Stream Market Analysis
2.2.2 Down Stream Demand Analysis
2.2.3 Down Stream Market Trend Analysis
Part II Asia Gluten Industry (The Report Company Including the
Below Listed But Not All)
Chapter Three Asia Gluten Market Analysis
3.1 Asia Gluten Product Development History
3.2 Asia Gluten Process Development History
3.3 Asia Gluten Industry Policy and Plan Analysis
3.4 Asia Gluten Competitive Landscape Analysis
3.5 Asia Gluten Market Development Trend
Chapter Four 2010-2015 Asia Gluten Productions Supply Sales Demand
Market Status and Forecast
4.1 2010-2015 Gluten Capacity Production Overview
4.2 2010-2015 Gluten Production Market Share Analysis
4.3 2010-2015 Gluten Demand Overview
4.4 2010-2015 Gluten Supply Demand and Shortage
4.5 2010-2015 Gluten Import Export Consumption
4.6 2010-2015 Gluten Cost Price Production Value Gross Margin
Chapter Five Asia Gluten Key Manufacturers Analysis
5.1 Company A
5.1.1 Company Profile
5.1.2 Product Picture and Specification
5.1.3 Product Application Analysis
5.1.4 Capacity Production Price Cost Production Value
5.1.5 Contact Information
5.2 Company B
5.2.1 Company Profile
5.2.2 Product Picture and Specification
5.2.3 Product Application Analysis
5.2.4 Capacity Production Price Cost Production Value
5.2.5 Contact Information
5.3 Company C
5.3.1 Company Profile
5.3.2 Product Picture and Specification
5.3.3 Product Application Analysis
5.3.4 Capacity Production Price Cost Production Value
5.3.5 Contact Information
5.4 Company D
5.4.1 Company Profile
5.4.2 Product Picture and Specification
5.4.3 Product Application Analysis
5.4.4 Capacity Production Price Cost Production Value
5.4.5 Contact Information
Acute
Market Reports is the most sufficient collection of market intelligence
services online. It is your only source that can fulfill all your market
research requirements. We provide online reports from over 100 best publishers
and upgrade our collection regularly to offer you direct online access to the
world’s most comprehensive and recent database with expert perceptions on
worldwide industries, products, establishments and trends. Our database
consists of 200,000+ market research reports with detailed & minute market
research.
Our
market research professionals have detailed knowledge of the publishers and
different kinds of reports in their particular business domains. They will
guide you in finding the complete range of available market research reports, review
the scope and procedure of the research studies that you select, and provide
you guidance in order to assist you in taking the correct business decisions
related to the purchase of the market research reports.
UC Berkeley
