Wednesday, January 26, 2011

Global Wind Turbine Market Will Reach $73.5 Billion by 2015


China Wind Turbine Market
Wind Turbine Market

According to a new market research report, ‘Global & China Wind Turbine Market (2010 – 2015)’, published by MarketsandMarkets (www.marketsandmarkets.com), new wind turbines capacity of 236.6 GW would be installed between 2010 and 2015, representing a CAGR of 17% in global installed capacity for the same period. In 2015, the market will generate $73.5 billion revenue from turbine sales.

Browse 108 market data tables/figures and in-depth TOC on Global and China Wind Turbine Market. Early buyers will receive 10% customization of reports
http://www.marketsandmarkets.com/Market-Reports/china-wind-283.html

Increasing price of non-renewable energy sources, growing energy consumption especially from emerging countries, pro-wind regulatory environment for wind projects and increase in utility scale wind energy generation farms have put the world at 159 GW installed capacity at the end of 2009. Investments in wind energy, new trends of technological improvements and increased focus towards offshore wind potential made the industry to grow at compound annual growth rate (CAGR) of 6% in per year installations and 17% in cumulative installed capacity between 2010 and 2015.

The fastest growing region would be Asia Pacific, with per year installations CAGR of 11.3% is expected to outpace Europe by 2013. At the end of 2015, Asia Pacific will be at 183 GW installed capacity followed by Europe at 144 GW and American (North & South) at 105 GW. The growth of Asia Pacific is lead by China, with CAGR of 15.4% in annual installations and 24.6% in cumulative installed capacity during 2010 to 2015. China’s turbine market growth is supported by the internal market drivers such as government support through various subsidies, increasing turbine demand from existing and proposed wind farms and inexpensive raw material availability.

China will also be the best place for turbine and component manufacturing with top 15 OEMs’ are expected to have presence in the country. However policies and regulations in China are mainly supporting the domestic players. About 70% of turbine components should be manufactured within china as per government rule. Chinese players utilized and have lion’s share of the domestic market with market share of more than 75% in 2009. However, recently Chinese government has relaxed the rule in order to support more competition from foreign players. So it is expected that many MNC’s would set up new manufacturing facilities in china. Hence domestic players will likely to face pressure on their margins and also have to compete with technically superior foreign players. The price per MW of wind turbine is also expected to come down from 2009 levels by 2015 due to increased supply.

The report ‘Global & China Wind Turbine Market’ is divided into two chapters. Chapter one will have extensive analysis of Global wind turbine market and Chapter two is about China wind turbine market. The objective of report is to highlight key market trends which can be strategically useful and actionable for the stakeholders i.e. turbine manufacturers, turbine component suppliers, raw material suppliers, wind farm developers, investors government agencies and industry associations. The entire report is supported with lot of facts and figures about market size, market revenues, prices per MW, raw materials and cost structures. The total number of tables and figures are about 108 in the report. The report also forecasts the wind turbine market and possible scenario till 2015.

About MarketsandMarkets
MarketsandMarkets (M&M) is a global market research and consulting company based in the U.S. We publish strategically analyzed market research reports and serve as a business intelligence partner to Fortune 500 companies across the world.

MarketsandMarkets also provides multi-client reports, company profiles, databases, and custom research services. M&M covers thirteen industry verticals, including advanced materials, automotive and transportation, banking and financial services, biotechnology, chemicals, consumer goods energy and power, food and beverages, industrial automation, medical devices, pharmaceuticals, semiconductor and electronics, and telecommunications and IT.

We at MarketsandMarkets are inspired to help our clients grow by providing apt business insight with our huge market intelligence repository. To know more about us and our reports, please visit our website www.marketsandmarkets.com

Contact:
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7557 Rambler Road,
Suite 727, Dallas, TX 75231
Tel: +1-888-600-6441
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http://marketsandmarkets.blogspot.com

Tuesday, January 18, 2011

Pharma & Healthcare Social Media Marketing Strategies

pharma social media
healthcare social media


The high and rapidly increasing popularity of social media platforms such as Facebook, YouTube, and Twitter is expected to revolutionize the marketing strategies employed in the pharmaceuticals industry. In addition to marketing, an increasing number of pharma players have also begun leveraging these platforms to enhance consumer relationships and improve brand management, based on the market intelligence generated by monitoring and analyzing user-generated content.

The ability to incorporate consumer feedback to develop new products is also expected to initiate a strategic shift in the operational model of pharma companies. Social media involvements are expected to increase product sales, especially those of OTC drugs, in the long term. Novartis for instance has already begun using Youtube and Facebook to enhance the sales for its OTC drugs such as Comtrax, Orofar and Bufferin. J&J, one of the first pharma giants to enter the social media space, has used online platforms for crisis management – when the company recalled its products (Tylenol and Benadryl tablets) it used social websites to apologize to consumers for irregularities in its manufacturing plant found during FDA inspection.

Market estimates and forecast
The report provides in-depth social media usage in pharmaceutical industry and analyses top 20 pharmaceutical players individually, for their social media presence. Further effective social media strategies are discussed in detail that can be useful in developing a successful social media campaign for pharmaceutical market. Benefits, Risks and Future impact of social media are analyzed separately. Geographic variations in terms of social media usage and regulations are also covered.

What makes our reports unique?

  • We provide the longest market segmentation chain in this industry- not many reports provide market breakdown upto level 5.
  • We provide 10% customization. Normally it is seen that clients do not find specific market intelligence that they are looking for. Our customization will ensure that you necessarily get the market intelligence you are looking for and we get a loyal customer.
  • 15 pages of high level analysis including benchmarking strategies, best practices and the market’s cash cows (BCG matrix). We conduct detailed market positioning, product positioning and competitive positioning. Entry strategies, gaps and opportunities are identified for all the stakeholders.
Powerful Research and Analysis
MarketsandMarkets (M&M) is a global market research and consulting company based in the U.S. We publish strategically analyzed market research reports and serve as a business intelligence partner to Fortune 500 companies across the world. MarketsandMarkets also provides multi-client reports, company profiles, databases, and custom research services.

M&M covers thirteen industry verticals, including advanced materials, automotive and transportation, banking and financial services, biotechnology, chemicals, consumer goods energy and power, food and beverages, industrial automation, medical devices, pharmaceuticals, semiconductor and electronics, and telecommunications and IT.

We at MarketsandMarkets are inspired to help our clients grow by providing apt business insight with our huge market intelligence repository. To know more about us and our reports, please visit our website www.marketsandmarkets.com


Table of Contents
Executive Summary
Social media overview
Key social media tools
Effective social media strategies
Benefit & risk analysis of social media in healthcare
Impact of social media on healthcare stakeholders
Geographic analysis of use of social media
Future impact of social media
Case studies of top 20 pharmaceutical companies
1.INTRODUCTION
  1.1 Key take-aways
  1.2 Report description
  1.3 Scope and format
  1.4 Stakeholders
  1.5 Research methodology
2.SOCIAL MEDIA OVERVIEW
  2.1 Introduction
  2.2 Drivers and restraints of socail media use in pharmaceutical industry
  2.3 Conventional media vs. online social media
  2.4 Role of internet in healthcare
      2.4.1 Web 1.0 to web 2.0
      2.4.2 Web 2.0 & health 2.0
  2.5 Social media evolution in healthcare
      2.5.1 Social Media: a strategic shift in communication choices
  2.6 Use of social media by top pharmaceutical players
  2.7 Social media strategies used by top pharmaceutical players
3.KEY SOCIAL MEDIA TOOLS
  3.1 Introduction
  3.2 Types of social media tools
      3.2.1 Twitter
      3.2.2 Facebook
      3.2.3 Youtube
      3.2.4 Blogs
      3.2.5 Condition-specific communities
      3.2.6 Other social media tools
  3.3 Comparative analysis
4.EFFECTIVE SOCIAL MEDIA STRATEGIES
  4.1 Introduction
  4.2 Determine the right social media mix
      4.2.1 Define goals & target audience
      4.2.2 Effective listening & monitoring
      4.2.3 Use multiple tools
  4.3 Enlarge user-base/online audience
      4.3.1 Generate traffic on social media
      4.3.2 Trigger conversations to explore business opportunities
  4.4 Develop brand perception
      4.4.1 Integrate offline & online campaigns
      4.4.2 Build consumer engagement & trust
      4.4.3 Online video distribution
  4.5 Building consumer communities
      4.5.1 Create/sponsor collaborative tools
      4.5.2 Increase transparency & respond to criticism
  4.6 Integrate consumer in the business
      4.6.1 Involvement in product testing
      4.6.2 Respond to consumer needs/issues
  4.7 Polices on communicating via social platforms
      4.7.1 Determine the right speakers
      4.7.2 Post relevant content
      4.7.3 Balancing engagement with promotion
5.BENEFIT & RISK ANALYSIS OF SOCIAL MEDIA IN HEALTHCARE
  5.1 Benefit analysis
      5.1.1 Marketing and sales
     5.1.1.1 Business exposure and generation
      5.1.2 Consumer relationship management
     5.1.2.1 Public relations
     5.1.2.2 Consumer feedback and satisfaction
      5.1.3 Treatment and RX decisions
      5.1.4 Other benefits
     5.1.4.1 Recruitment for clinical trials
     5.1.4.2 Enhancing health awareness
     5.1.4.3 Criticism/crisis management
  5.2 Risk Analysis
      5.2.1 Intellectual property concerns
      5.2.2 Privacy and security issues
      5.2.3 Accountability/content validation
      5.2.4 Regulatory risk management
6.IMPACT OF SOCIAL MEDIA ON HEALTHCARE STAKEHOLDERS
  6.1 Introduction
  6.2 Pharmaceutical/lifescience companies
  6.3 Hospitals
  6.4 Health-related government bodies
  6.5 Healthcare professionals
  6.6 Patients/consumers
  6.7 Health insurance providers
7.GEOGRAPHIC ANALYSIS OF USE OF SOCIAL MEDIA  7.1Introduction
     7.1.1 Total number of internet users and infrastructure
     7.1.2 Social media traffic
     7.1.3 Regulatory environment for social media usage
8.FUTURE IMPACT OF SOCIAL MEDIA
  8.1 Introduction
  8.2 Increase in social engagement of pharmaceutical companies
  8.3 Consumer engagement in business development
  8.4 Reinvention of marketing and sales strategies
  8.5 Innovation in products and services
  8.6 Support to sales force
  8.7 Enhance business operational efficiencies
9.CASE STUDIES OF TOP 20 PHARMACEUTICAL COMPANIES
  9.1 Introduction
      9.1.1 ABBOTT LABS
      9.1.2 AMGEN
      9.1.3 ASTELLAS PHARMACEUTICALS
      9.1.4 ASTRA-ZENECA
      9.1.5 BAYER PHARMACEUTICALS
      9.1.6 BAXTER
      9.1.7 BOEHRINGER INGELHEIM
      9.1.8 BRISTOL MYERS SQUIBB
      9.1.9 DAIICHI SANKYO
      9.1.10 ELI LILLY
      9.1.11 GLAXOSMITHKLINE
      9.1.12 JOHNSON & JOHNSON
      9.1.13 MERCK
      9.1.14 NOVARTIS
      9.1.15 NOVO NORDISK
      9.1.16 PFIZER
      9.1.17 ROCHE
      9.1.18 SANOFI-AVENTIS
      9.1.19 TEVA PHARMACEUTICALS
      9.1.20 UCB
LIST OF TABLES
1 Social media presence of top 20 pharmaceutical companies
2 Social media presence of top 5 pharmaceutical companies
3 Traffic on popular social platforms for top 5 companies
4 Disease area focus of top 5 pharmaceutical players on social media
5 Disease focus and objectives of top 20 pharmaceutical companies on social media
6 Abbott social media presence
7 Amgen social media presence
8 Astellas social media presence
9 Astra-zeneca social media presence
10 Bayer social media presence
11 Baxter social media presence
12 Boehringer ingelheim social media presence
13 BMS social media presence
14 Daiichi sankyo social media presence
15 Eli lilly social media presence
16 GSK social media presence
17 J&J social media presence
18 Merck social media presence
19 Novartis social media presence
20 Novo nordisk social media presence
21 Pfizer social media presence
22 Roche social media presence
23 Sanofi aventis social media presence
24 Teva social media presence
25 UCB social media presence
LIST OF FIGURES
1 Impact of web technology development on pharmaceutical industry
2 Types of web 2 tools used for health 2
3 Benefits of health 2.0 for healthcare industry and patients
4 Shift of communication model from taditional media to social media
5 Relative time of initiating social media efforts by top 10 pharmaceutical players
6 Youtube and twitter entry time of top 5 pharmaceutical players
7 Number of views/followers of key social media tools by top 5 pharmaceutical players
8 Objectives of social media usage and pharmaceutical players’ involvement
9 Relative adoption of social media stratigies by top 5 pharma players
10 Qualitative ROI from social media to pharmaceutical industry
11 Twitter involvement of top 20 pharmaceutical companies
12 Objectives of top 20 pharmaceutical companies on twitter
13 Facebook involvement of top 20 pharmaceutical companeis
14 Objectives of top 20 pharmaceutical companies on facebook
15 Youtube involvement of top 20 pharmaceutical companies
16 Objectives of top 20 pharmaceutical companies on youtube
17 Blogs involvement of top 20 pharmaceutical companies
18 Steps to initiate social media involvement
19 Relative involvement in selecting right social media mix
20 Benefits for Pfizer after collabration with Sermo
21 Social media platforms
22 Relative involvement in enlarging user base
23 Benefits of higher traffic for different stakeholders
24 Process of starting social media conversation with consumers
25 Relative involvement in developing brand perceptions
26 Integrating online & offline marketing campaigns
27 Relative involvement in building consumer communities
28 Consumer engagement and services on social web
29 Relative policy ratings for social media involvement
30 Selecting the right social media speakers
31 Features of effective social media content
32 Balancing social media communication
33 Benefits of social media
34 Methods of content validation
35 Social media impact on pharmaceutical companies
36 Maximising consumer response for pharmaceutical companies
37 Global distribution of internet users
38 Internet penetration rate in different geographies
39 Average time spent on social websites in different geographies
40 Consumer response and product development
41 Social media involvement of top 20 pharmaceutical companies


Pharma & Healthcare Social Media Marketing Strategies

pharma social media
healthcare social media


The high and rapidly increasing popularity of social media platforms such as Facebook, YouTube, and Twitter is expected to revolutionize the marketing strategies employed in the pharmaceuticals industry. In addition to marketing, an increasing number of pharma players have also begun leveraging these platforms to enhance consumer relationships and improve brand management, based on the market intelligence generated by monitoring and analyzing user-generated content.

The ability to incorporate consumer feedback to develop new products is also expected to initiate a strategic shift in the operational model of pharma companies. Social media involvements are expected to increase product sales, especially those of OTC drugs, in the long term. Novartis for instance has already begun using Youtube and Facebook to enhance the sales for its OTC drugs such as Comtrax, Orofar and Bufferin. J&J, one of the first pharma giants to enter the social media space, has used online platforms for crisis management – when the company recalled its products (Tylenol and Benadryl tablets) it used social websites to apologize to consumers for irregularities in its manufacturing plant found during FDA inspection.

Market estimates and forecast
The report provides in-depth social media usage in pharmaceutical industry and analyses top 20 pharmaceutical players individually, for their social media presence. Further effective social media strategies are discussed in detail that can be useful in developing a successful social media campaign for pharmaceutical market. Benefits, Risks and Future impact of social media are analyzed separately. Geographic variations in terms of social media usage and regulations are also covered.

What makes our reports unique?
  • We provide the longest market segmentation chain in this industry- not many reports provide market breakdown upto level 5.
  • We provide 10% customization. Normally it is seen that clients do not find specific market intelligence that they are looking for. Our customization will ensure that you necessarily get the market intelligence you are looking for and we get a loyal customer.
  • 15 pages of high level analysis including benchmarking strategies, best practices and the market’s cash cows (BCG matrix). We conduct detailed market positioning, product positioning and competitive positioning. Entry strategies, gaps and opportunities are identified for all the stakeholders.
Powerful Research and Analysis
MarketsandMarkets (M&M) is a global market research and consulting company based in the U.S. We publish strategically analyzed market research reports and serve as a business intelligence partner to Fortune 500 companies across the world. MarketsandMarkets also provides multi-client reports, company profiles, databases, and custom research services.

M&M covers thirteen industry verticals, including advanced materials, automotive and transportation, banking and financial services, biotechnology, chemicals, consumer goods energy and power, food and beverages, industrial automation, medical devices, pharmaceuticals, semiconductor and electronics, and telecommunications and IT.

We at MarketsandMarkets are inspired to help our clients grow by providing apt business insight with our huge market intelligence repository. To know more about us and our reports, please visit our website www.marketsandmarkets.com


Table of Contents
Executive Summary
Social media overview
Key social media tools
Effective social media strategies
Benefit & risk analysis of social media in healthcare
Impact of social media on healthcare stakeholders
Geographic analysis of use of social media
Future impact of social media
Case studies of top 20 pharmaceutical companies
1.INTRODUCTION
  1.1 Key take-aways
  1.2 Report description
  1.3 Scope and format
  1.4 Stakeholders
  1.5 Research methodology
2.SOCIAL MEDIA OVERVIEW
  2.1 Introduction
  2.2 Drivers and restraints of socail media use in pharmaceutical industry
  2.3 Conventional media vs. online social media
  2.4 Role of internet in healthcare
      2.4.1 Web 1.0 to web 2.0
      2.4.2 Web 2.0 & health 2.0
  2.5 Social media evolution in healthcare
      2.5.1 Social Media: a strategic shift in communication choices
  2.6 Use of social media by top pharmaceutical players
  2.7 Social media strategies used by top pharmaceutical players
3.KEY SOCIAL MEDIA TOOLS
  3.1 Introduction
  3.2 Types of social media tools
      3.2.1 Twitter
      3.2.2 Facebook
      3.2.3 Youtube
      3.2.4 Blogs
      3.2.5 Condition-specific communities
      3.2.6 Other social media tools
  3.3 Comparative analysis
4.EFFECTIVE SOCIAL MEDIA STRATEGIES
  4.1 Introduction
  4.2 Determine the right social media mix
      4.2.1 Define goals & target audience
      4.2.2 Effective listening & monitoring
      4.2.3 Use multiple tools
  4.3 Enlarge user-base/online audience
      4.3.1 Generate traffic on social media
      4.3.2 Trigger conversations to explore business opportunities
  4.4 Develop brand perception
      4.4.1 Integrate offline & online campaigns
      4.4.2 Build consumer engagement & trust
      4.4.3 Online video distribution
  4.5 Building consumer communities
      4.5.1 Create/sponsor collaborative tools
      4.5.2 Increase transparency & respond to criticism
  4.6 Integrate consumer in the business
      4.6.1 Involvement in product testing
      4.6.2 Respond to consumer needs/issues
  4.7 Polices on communicating via social platforms
      4.7.1 Determine the right speakers
      4.7.2 Post relevant content
      4.7.3 Balancing engagement with promotion
5.BENEFIT & RISK ANALYSIS OF SOCIAL MEDIA IN HEALTHCARE
  5.1 Benefit analysis
      5.1.1 Marketing and sales
     5.1.1.1 Business exposure and generation
      5.1.2 Consumer relationship management
     5.1.2.1 Public relations
     5.1.2.2 Consumer feedback and satisfaction
      5.1.3 Treatment and RX decisions
      5.1.4 Other benefits
     5.1.4.1 Recruitment for clinical trials
     5.1.4.2 Enhancing health awareness
     5.1.4.3 Criticism/crisis management
  5.2 Risk Analysis
      5.2.1 Intellectual property concerns
      5.2.2 Privacy and security issues
      5.2.3 Accountability/content validation
      5.2.4 Regulatory risk management
6.IMPACT OF SOCIAL MEDIA ON HEALTHCARE STAKEHOLDERS
  6.1 Introduction
  6.2 Pharmaceutical/lifescience companies
  6.3 Hospitals
  6.4 Health-related government bodies
  6.5 Healthcare professionals
  6.6 Patients/consumers
  6.7 Health insurance providers
7.GEOGRAPHIC ANALYSIS OF USE OF SOCIAL MEDIA  7.1Introduction
     7.1.1 Total number of internet users and infrastructure
     7.1.2 Social media traffic
     7.1.3 Regulatory environment for social media usage
8.FUTURE IMPACT OF SOCIAL MEDIA
  8.1 Introduction
  8.2 Increase in social engagement of pharmaceutical companies
  8.3 Consumer engagement in business development
  8.4 Reinvention of marketing and sales strategies
  8.5 Innovation in products and services
  8.6 Support to sales force
  8.7 Enhance business operational efficiencies
9.CASE STUDIES OF TOP 20 PHARMACEUTICAL COMPANIES
  9.1 Introduction
      9.1.1 ABBOTT LABS
      9.1.2 AMGEN
      9.1.3 ASTELLAS PHARMACEUTICALS
      9.1.4 ASTRA-ZENECA
      9.1.5 BAYER PHARMACEUTICALS
      9.1.6 BAXTER
      9.1.7 BOEHRINGER INGELHEIM
      9.1.8 BRISTOL MYERS SQUIBB
      9.1.9 DAIICHI SANKYO
      9.1.10 ELI LILLY
      9.1.11 GLAXOSMITHKLINE
      9.1.12 JOHNSON & JOHNSON
      9.1.13 MERCK
      9.1.14 NOVARTIS
      9.1.15 NOVO NORDISK
      9.1.16 PFIZER
      9.1.17 ROCHE
      9.1.18 SANOFI-AVENTIS
      9.1.19 TEVA PHARMACEUTICALS
      9.1.20 UCB
LIST OF TABLES
1 Social media presence of top 20 pharmaceutical companies
2 Social media presence of top 5 pharmaceutical companies
3 Traffic on popular social platforms for top 5 companies
4 Disease area focus of top 5 pharmaceutical players on social media
5 Disease focus and objectives of top 20 pharmaceutical companies on social media
6 Abbott social media presence
7 Amgen social media presence
8 Astellas social media presence
9 Astra-zeneca social media presence
10 Bayer social media presence
11 Baxter social media presence
12 Boehringer ingelheim social media presence
13 BMS social media presence
14 Daiichi sankyo social media presence
15 Eli lilly social media presence
16 GSK social media presence
17 J&J social media presence
18 Merck social media presence
19 Novartis social media presence
20 Novo nordisk social media presence
21 Pfizer social media presence
22 Roche social media presence
23 Sanofi aventis social media presence
24 Teva social media presence
25 UCB social media presence
LIST OF FIGURES
1 Impact of web technology development on pharmaceutical industry
2 Types of web 2 tools used for health 2
3 Benefits of health 2.0 for healthcare industry and patients
4 Shift of communication model from taditional media to social media
5 Relative time of initiating social media efforts by top 10 pharmaceutical players
6 Youtube and twitter entry time of top 5 pharmaceutical players
7 Number of views/followers of key social media tools by top 5 pharmaceutical players
8 Objectives of social media usage and pharmaceutical players’ involvement
9 Relative adoption of social media stratigies by top 5 pharma players
10 Qualitative ROI from social media to pharmaceutical industry
11 Twitter involvement of top 20 pharmaceutical companies
12 Objectives of top 20 pharmaceutical companies on twitter
13 Facebook involvement of top 20 pharmaceutical companeis
14 Objectives of top 20 pharmaceutical companies on facebook
15 Youtube involvement of top 20 pharmaceutical companies
16 Objectives of top 20 pharmaceutical companies on youtube
17 Blogs involvement of top 20 pharmaceutical companies
18 Steps to initiate social media involvement
19 Relative involvement in selecting right social media mix
20 Benefits for Pfizer after collabration with Sermo
21 Social media platforms
22 Relative involvement in enlarging user base
23 Benefits of higher traffic for different stakeholders
24 Process of starting social media conversation with consumers
25 Relative involvement in developing brand perceptions
26 Integrating online & offline marketing campaigns
27 Relative involvement in building consumer communities
28 Consumer engagement and services on social web
29 Relative policy ratings for social media involvement
30 Selecting the right social media speakers
31 Features of effective social media content
32 Balancing social media communication
33 Benefits of social media
34 Methods of content validation
35 Social media impact on pharmaceutical companies
36 Maximising consumer response for pharmaceutical companies
37 Global distribution of internet users
38 Internet penetration rate in different geographies
39 Average time spent on social websites in different geographies
40 Consumer response and product development
41 Social media involvement of top 20 pharmaceutical companies


Wednesday, January 12, 2011

MarketsandMarkets: Global Video Surveillance Market to reach US $37.7 billion By 2015

The ‘Global video surveillance market, applications and management services forecasts (2010-2015)’ analyze the video surveillance market by components and applications and study the major market drivers, restraints, and opportunities for the video surveillance market in North America, Europe, Asia Pacific, and ROW.

Browse market data tables and in-depth TOC on Global video surveillance market, applications and management services forecasts (2010-2015)
http://www.marketsandmarkets.com/Market-Reports/surveillance-277.html
Early buyers will receive 10% customization of reports.

The increasing need for security is driving the growth of the global video surveillance market. The video surveillance market is expected to grow from $11.5 billion in 2008 to $37.7 billion in 2015 at a CAGR of 20.4% from 2010 to 2015.

Cameras, storage, servers, encoders, and software are the major components of a video surveillance system. The camera accounted for almost 47% of the total video surveillance market in 2008 and is expected to grow at a CAGR of 21.1% from 2010 to 2015. The software market is expected to grow at the fastest rate with a CAGR of 21.7% from 2010 to 2015 owing to the introduction of video analytics which makes the video surveillance system intelligent. The market for storage is expected to grow at a comparatively lower rate owing to the introduction of VSaaS (Video surveillance as a service). The players of video surveillance market as well as IT industries have together introduced the concept of cloud computing in this market. Video surveillance is now offered as a service to the end users. The desired location is monitored with the help of cameras and the recordings are stored by the service providers which eliminates the need for storage at each site.

Scope of the report

This research report categorizes the global market for video surveillance on the basis of components, applications, and geography; forecasting revenues and analyzing trends in each of all the markets:

On the basis of components:

Cameras, storage, servers and encoders, and software

On the basis of applications:

Retail, government, education, banking, transportation, and others

On the basis of geography:

North America, Europe, Asia Pacific, ROW (Rest of the World)

Analyst Briefing Presentation on Global Video Surveillance Market, Applications and Management Services Forecasts (2010-2015) to be held on February 8, 2011

http://www.marketsandmarkets.com/AnalystBriefing/surveillance.asp

The Semiconductors and electronics practice at MarketsandMarkets is pleased to announce its Analyst Briefing Presentation on the Global video surveillance market, applications and management services forecasts (2010-2015)to be held on February 8, 2011.

About MarketsandMarkets

MarketsandMarkets (M&M) is a global market research and consulting company based in the U.S. We publish strategically analyzed market research reports and serve as a business intelligence partner to Fortune 500 companies across the world. MarketsandMarkets also provides multi-client reports, company profiles, databases, and custom research services.

M&M covers thirteen industry verticals, including advanced materials, automotive and transportation, banking and financial services, biotechnology, chemicals, consumer goods energy and power, food and beverages, industrial automation, medical devices, pharmaceuticals, semiconductor and electronics, and telecommunications and IT.

We at MarketsandMarkets are inspired to help our clients grow by providing apt business insight with our huge market intelligence repository. To know more about us and our reports, please visit our website www.marketsandmarkets.com

Contact:
Ms. Sunita
7557 Rambler road,
Suite 727, Dallas, TX 75231
Tel: +1-888-989-8004
Email: sales@marketsandmarkets.com
http://www.marketsandmarkets.com
video surveillance systems market
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Monday, January 3, 2011

Global and China Mobile Phone Baseband Industry Report, 2010 now available ReportsnReports

ReportsnReports announces it will carry Global and China Mobile Phone Baseband Industry Report, 2010 Research Report in its store.

STMicroelectronics, EMP and NXP’s wireless division merged to be ST-ERICSSON, which has not given play to the synergywhile its revenue has started to decline, with the more drastic drop in growth margin than other mobile baseband peers. ST-ERICSSON has suffered losses for consecutive 13 quarters, mainly on account of the competition from Qualcomm, TI and Infineon. Particularly in the field of smart phones, ST-ERICSSON really has nothing good or unusual to report, while Qualcomm develops well in the world since 90% of the smart phones made by Samsung and SonyEricsson adopt Qualcomm’s basebands. Nokia develops more suppliers actively, and the shipment of its mobile phone with the basebands of Infineon and Broadcom soared in 2010, which grasps the market shares of ST-Ericsson. In respect of TD-SCDMA, ST-Ericsson is challenged by MTK.

In 2010, Spreadtrum took the chance of MTK's mistake to aggressively seize MTK’s shares in knockoff cellphone market, so that the shipment of Spreadtrum increased significantly, its revenue tripled and its operating profit rose greatly. However, MTK will not always make mistakes, and the absence of Spreadtrum in the arena of 4G and smart phone limits its development.
In 2010, MTK almost made a fatal error because of the application of QFN packaging. MTK overrated the SMT chip placement capability of mobile phone manufacturers in Mainland China. Fortunately, MTK timely adjusted its strategy, and the SMT chip placement capability of mobile phone manufacturers in Mainland China was enhanced hereby. Finally, MTK protected its position. Yet, MTK does not have the ability to achieve high-speed growth any more. Like Spreadtrum, that MTK is not engaged in the field of 4G and smart phone restricts its development, which can be shown from the brain-drain of top talents of MTK.

Qualcomm has further consolidated its leading position in the areas of CDMA, WCDMA and smart phones. Also, the leadership of Qualcomm in smart phone field gets enhanced. After Intel acquired Infineon’s wireless division, Qualcomm is likely to enter Apple's supply chain. If smart phone is defined in a stricter sense, Qualcomm is almost Intel which is the giant in PC industry. Apart from Apple, the CPU of all top mainstream smart phones comes from Qualcomm. In 2010, Qualcomm had to keep a low profile and lowered its prices slightly in order to occupy market shares. With many years of cooperation with TSMC as well as 65nm and 45nm technologies, Qualcomm will see the rising gross margin in spite of the lowered prices. Qualcomm has placed an additional order to TSMC for 700,000 pieces of 12-inch wafer in 2011, because the order backlog of Qualcomm has arranged till 2012.

TI performed well in 2010. Thanks to the massive shipment of Nokia’s smart phones, TI has stable shipment of high-priced products. TI’s RAPUYAMA has replaced RAPIDOYAWE jointly developed by Nokia and FREESCALE. New smart phones of Nokia without exception employ RAPUYAMA as basebands. Although RAPUYAMA doesn’t deliver high operating speed, to Nokia it’s competent and economical. However, excessive correlative dependence is risky for both Nokia and TI. Nokia has tried to apply the basebands of QUALCOMM to its smart phones.

FREESCALE has transferred from baseband to application processor, so a decline in performance is inevitable.
INFINEON’s wireless division was acquired by Intel at the end of August 2010, and the acquisition will be completed in Q1 2011. INFINEON’s business is booming in 2010, its largest client Apple has delivered a remarkable performance, and its large initial-stage investment in Nokia has finally been paid back with soaring shipments. INFINEON’s wireless division experienced even higher profit growth. Its operating profit achieved EUR142 million in the first three quarters of 2010, a substantial increase compared with EUR8 million in the same period of 2008. However, as mobile phone business needs continuous considerable financial and human resource investment, INFINEON has acknowledged its inferiority in this regard, especially to its rival QUALCOMM which has established an extensive presence in 4G and 5G areas. Compared with INFINEON's automotive, industrial control and smart card divisions, the wireless division made meager profit, so INFINEON decided to sell the division. At the time, Intel had been seeking for new development opportunities in the fields other than PC, and was confident that it’s powerful enough to contend with QUALCOMM, so it acquired INFINEON’s wireless division. In a short term, the wireless division will bring satisfying profit to Intel. Apple will not give up the long-term partner and design architecture quickly. In the CDMA field, INFINEON has no corresponding products, so Apple will adopt QUALCOMM's products.

Related Reports

BROADCOM has a very wide business scope and diversified products. With insufficient investment, its mobile phone baseband business has been sluggish for years. However, in 2010, after years of development, BROADCOM finally saw its shipment to Nokia and Samsung rise significantly. At the same time, BROADCOM develops 4G actively. In October 2010, BROADCOM acquired Beceem for USD316 million.

Benefitting from the growth of its major client RIM and the smart phone sector, Marvell has achieved good financial results. As RIM is losing the battle with Apple, Marvell has to consider how to develop new clients or increase the shares of new clients.

MStar, going public recently, has been widely recognized as a promising enterprise, but will encounter the difficulties of MTK and SPREADTRUM sooner or later. During the first three quarters in 2010, MStar only gained RMB220 million from the mobile phone business into which it has put much effort.

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