Global earth warming plays a major role in climate change, in some parts of the world wreaking havoc with uncontrollable veld fires, severe flooding and drought. The major contributing factor being high levels of carbon dioxide that is released into the atmosphere by gas emissions from internal combustion engines. A renewed focus on climate change and stricter policies are changing the way in how motor vehicles will be produced in future. Manufacturers are downsizing engine size but increasing engine capacity by adding turbochargers - placing huge emphasis on the quality and surface finish requirements of engine components. The reduction in weight of alloys and material chosen poses a great challenge in the machining of these components.
Grinding Techniques, a Tyrolit company, has the experience and expertise locally in providing cost effective grinding solutions to cater for the original equipment manufacturers (OEM) automotive component and automotive reconditioning market, especially the grinding of crankshafts. Our local research and development (R&D) facility enables us to provide the best possible product specification whilst obtaining low machining costs per unit.
When considering the overall grinding process, business development specialists are able to offer support on all technical issues taking into account the preferred grinding solution, machine, grinding wheel and dressing tool. One of the major challenges experienced in crankshaft grinding is wheels being “out of balance” and this is particularly due to lack of training on the correct safety checks, mounting and balancing procedures, as well as crankshaft wheels having bigger outside diameters and smaller widths, which accentuates any “out of balance” conditions. With proper training of operators this problem can be eliminated. Grinding Techniques is able to provide the necessary training.
With our local range of ANDOR grinding wheels, we can produce wheels of up to 1 015 mm in diameter.
The change to lightweight alloys and higher surface finish requirements on engine components has established a dynamic shift on the production of grinding wheels in both conventional and super abrasives. By using the latest technology in high quality aluminum oxide, CBN grain and bonding systems challenges experienced with issues relating to parts being ground out of round, and to non-sufficient tolerances, are minimised and further employed to the automotive reconditioning market, earthmoving equipment and armor-plated vehicles.
Specific to the automotive reconditioning market, we have products available to suit crank-and-camshaft grinding, polishing, valve seat and stem end grinding as well as the brake and clutch industry, amongst others. We also employ the latest CNC machining which enables us to produce wheels for the gear industry with a range of modules, pressure angles and starts required for continuous generating and profile gear grinding. With the addition of sintered aluminum oxide in various products, we are able to cut down on the overall production cost per unit, whilst still attaining a cool cut and good form holding on the grinding wheel.
Partnering with Grinding Techniques offering tailor-made products with competitive lead times and custom grinding solutions will go a long way in moving the automotive industry forward.
For more information contact us: +27 11 271 6400 | firstname.lastname@example.org | www.grindtech.com
For manufacturing companies, a different perspective on the value proposition offered – the package of 'benefits' that a company offers its customers – can increase both value creation and value retention and thus the degree of circularity. A shift in focus from maximum product sales to more sustainable customer solutions, and from a production-oriented approach to a more service-oriented approach can achieve a great deal – not only greater circularity, but also improved revenue, customer relations, and a more stable cash flow. In addition, it is important to take more low threshold steps and to tackle avoidable loss of product value already in the design phase by means of circular design strategies.
In a 2021 publication, we argued that, despite ambitious policy goals, the EU and UK are making slow progress towards a circular economy. Circularity is a crucial part of the strategy to achieve a climate-neutral society by 2050. But so far, reducing material consumption has lagged behind reducing and greening energy consumption. Judging by the circularity rate – or used materials rate – most European economies are steadily increasing their circularity. However, on average, this has only led to a limited reduction in material consumption within the EU by 2020. The UK has made a noticeable improvement but is trailing four countries in terms of recycling. In fact, both the UK and EU have produced a higher amount of waste in recent years.
Markets for more circular products generally do not emerge spontaneously. The negative externalities of raw material extraction and processing, such as damage to nature and the environment, and climate change, are not yet sufficiently reflected in the prices of linear products and services. As long as this is the case, a more circular product will often be a relatively expensive option. The creation of markets for more circular products is hampered by both supply and demand factors.
Pursuing circular initiatives usually results in higher operating expenses due to:
...and complexity of implementation
Circular strategies still often require intense cooperation between parties who dare to stick their necks out. In addition to the often higher costs, an abundance of caution, lack of knowledge and skills, and insufficient coordination in the production or value chain still often form too great a barrier for the development of more circular products.
Uncertain benefits due to higher product prices and price-conscious customers
For many consumers, price is a decisive factor when making purchases. According to previous ING research, for example, 54% of consumers still prefer cheap, short-lived clothing, food or electronic devices over more expensive, longer-lasting versions. This results in price pressure for manufacturers. However, circular awareness among consumers seems to be growing, and there are indications that consumers are increasingly willing to pay a little more for sustainable products.
1. Governments push for circularity
The European Commission and the UK government are committed to moving towards a more circular economy. The most concrete manifestation of this policy is the circular procurement by governments and the requirements for recycling and the use of recyclate in plastic and the tax on plastic packaging. Based on its ‘Green Deal’ and ‘New Circular Economy Action Plan’, the EU is formulating further rules for electronic devices with a focus on repairability and product life extension. The EU Taxonomy establishes criteria that make it possible to classify business activities as circular or non-circular.
2. Digitalisation: data usage and software updates can extend the life of parts and products
Installations in modern factories are becoming increasingly complex and generate massive amounts of data. Electronics, such as integrated software and sensors, can provide critical information about a machine, facilitating life-extending (‘predictive’) maintenance techniques. This can promote more circular use of materials because parts replacement is required less frequently, so fewer parts are used overall, and the replacement of the entire product is necessary less often, which increases its service life and reduces material consumption. Additionally, updating control software allows manufacturers of consumer electronics and capital goods to Excellerate the performance of their products, extending their lifespan before being replaced.
3. Servitisation: offering product use as a service creates circular incentives
Rising technological complexity and far-reaching specialisation increase the ‘knowledge gap’ between manufacturer and user. Manufacturing companies are increasingly providing services alongside the installation of a product, such as maintenance or training in the use of the product. Trends such as ‘product as a service’ along with customer demand for flexible solutions bolster this development. In a circular scenario, the manufacturer may retain ownership of the product and only receive payments for its use (the service provided). The manufacturer – and product owner – then has an incentive to extend the product life and thus postpone more expensive replacements as long as possible.
A different value proposition for more value creation and retention…
For manufacturing companies, a different perspective on the value proposition offered – the package of 'benefits' that a company offers its customers – can increase both value creation and value retention and thus the degree of circularity. For example, additional after-sales service can lead to more sustainable use of a delivered machine or appliance, because it is then used correctly and more preventive or predictive maintenance is carried out. The manufacturer’s suppliers can also develop their components or semi-finished products in such a way that they last longer. Consider, for instance, a coating – or better yet, a biodegradable coating – that improves the wear-resistance of a metal part.
…can lead to circular and business benefits
A different perspective on the value proposition can lead not only to circular benefits but also business ones. This starts with a better understanding of customer needs. The customer has a need for a solution to a problem that can be in many different ways. For example, the customer may want a certain task or process to run smoothly, but may not care whether he becomes an owner of the product or just purchases a service using the product.
Three important reasons for servitisation and ‘as a service’
In practice, service innovation often proves more profitable than product innovation. There are important reasons to consider a servitisation or as-a-service (PaaS) model:
A transition to servitisation is almost always a complex network operation, involving customers, suppliers and new partners. In contrast, setting up one circular activity, such as refurbishment, is largely an internally focused activity that is much less far-reaching. In that case, changes to the business model are limited to purchasing, relationships with partner companies and internal activities such as repair and replacement of parts. This makes such practical circular innovations more attainable for manufacturing subcontractors and smaller manufacturing companies.
Circular steps on the ‘value hill’
The value hill concept can serve as a guide for putting circularity into practice. The central theme is value retention. Recycling – already widely implemented – is only a jumping-off point. Manufacturing companies that are truly committed to pursuing circularity make value retention a priority and organise their activities in such a way that they gradually become more circular. The value hill offers the necessary starting points.
1. Focus on value retention: identify loss of value
In circular innovations, the focus is on preserving value. In order to increase value retention, it is important to determine what loss of value occurs at the time of production, during product use and after product use. Focusing on this from the product design stage is the best way to prevent unnecessary loss of product value.
2. Create a circular product design
Circular product design focuses on business activities in a product’s design, production and distribution phases. Various circular design strategies are possible:
3. Optimise product use
At the top of the value hill, the use phase can be made as long and intensive as possible so that there is no loss of value and fewer products and materials are needed overall. Three circular business models are useful in this regard:
4. Minimise loss of value at end of life
Down the value hill, there are various ways of restoring or recovering product value. All the way at the bottom is recycling (see also the R-ladder). The downside is that by the time recycling occurs, a lot of value has already been lost. Reuse, refurbishing and remanufacturing provide greater value retention and often require less energy to put the old materials or product components back in use. Large manufacturers, such as Philips and Bosch/Siemens, are developing – in addition to ‘access for service’ concepts – use cases for the reuse of complete systems, components and materials.
Finally: organise circularity in cooperation with suppliers and external partners
A more circular approach to manufacturing can only be achieved by working together with partners. These include suppliers, customers and supporting network partners, such as recycling companies and financial backers. Cooperation proves to be an indispensable element of all circular innovations.
Vepa puts circularity in practice, thanks in part to circular tenders
Dutch furniture maker Vepa is benefitting from the increasing number of customers opting for circular alternatives. The government also plays an important role in this. Vepa is already well on its way to completely waste-free business operations by using its own residual flows and those of third parties as raw materials for new products. Vepa’s chief executive Janwillem de Kam says: “We achieved this by working with regional partners to reuse residual materials in innovative ways. We make pressed tabletops out of our own wood waste, acoustic fillers from our upholstery offcuts, new parts from steel waste and a whole new furniture collection from PET plastic that we fish out of the Amsterdam canals in partnership with Plastic Whale”.
From production to broader services
Unburdening customers by providing a complete solution rather than a product can have many benefits: more satisfied customers, more revenue, and opportunities for a more circular approach. Aebi Schmidt, which produces gritting machines and sweeping machines, among other things, now offers the municipalities it serves not just machines but a way to get roads clean as quickly as possible. By providing intense support, through logistics advice and training in the proper operation of the machines, for example, Aebi Schmidt was able to optimise driving routes, which in a specific situation reduced the number of required machines from 20 to 18, making the overall operation much more economical and sustainable. Vanderlande has also found that providing a service can prevent less than optimal use of delivered products. This approach also saves a lot of material and energy at Vanderlande. Both companies operate a business model that combines servitisation with sustainability.
Commercial transportation is well on its way to zero-emissions vehicles, and the changes are happening quickly. An increased number of fleets in market segments such as urban delivery and regional haul are beginning to place orders or are already utilizing electric vehicles as part of their operations. Meanwhile, EV manufacturers are moving to larger-scale production, and we’re beginning to see more regular occurrences of these vehicles on our roads. With this shift comes a host of new considerations, maintenance being one of them. With fewer moving parts, it’s anticipated that EVs will require less maintenance. However, understanding EV maintenance requirements will be quite different from the practiced technician’s current knowledge on conventional drivetrain maintenance.
An important step in the successful transition to commercial vehicle sustainability includes fully educating service professionals on new maintenance protocols, including new diagnostics and the necessary tools to keep EVs serviced and maintained for maximum uptime. While a portion of EV maintenance will revolve around familiar conventional componentry (e.g., steer axles, wheels, tires, etc.), technicians must be prepared to handle high-voltage e-Powertrains and ancillary systems that will no longer be mechanically driven. Most importantly, safety precautions and emergency procedures should be a principal tenet of any EV training program to protect technicians from additional safety hazards posed by high-voltage cables and batteries.
New Technology, New Procedures
Ensuring technicians have access to the essential training needed as fleets increase the number of EVs in use across the country is of critical importance to e-Propulsion suppliers like Dana. Demonstrating this belief is the recent introduction of the company’s new EV-focused training videos that are part of its Driveline Forensics program, a technician training series dedicated to preparing today’s technicians to service and maintain evolving vehicle and component technologies.
The new videos, hosted by multi-media personality and skilled vehicle technician, Cristy Lee, provide vital information on the care and servicing of EVs, including key safety and maintenance tips, an overview of electric vehicle charging, as well as safe battery handling and what to do if servicing an EV that’s been in an accident. An overview of the video content is outlined below and the videos can be found on Dana’s YouTube channel or on the company’s training page.
Dana also recognizes that fleets and vehicle OEs may require more personal, hands-on EV training, hence the launch of its Sustainable Mobility Center (SMC) located on its world headquarters campus in Maumee, Ohio, United States. The SMC serves as an electrification technology center where Dana engineers and production teams work together to develop fully integrated e-Propulsion and e-Power systems while developing safety and maintenance materials to support their customers’ electrified products. The vehicle integration area offers a dynamic customer experience providing specialized equipment and expert Dana staff to accommodate bespoke education programs designed around a specific fleet and/or OE’s EV training needs.
As fleet adoption of electrified technologies progresses, Dana will continue to support the maintenance professionals who are servicing these vehicles in the field with the most up-to-date and comprehensive training materials available.
Tampa Convention Center is the location for this year’s event. Photo Credit: IBEX
The International BoatBuilders’ Exhibition and Conference (IBEX, Tampa, Fla., U.S.) has announced that registration for visitors is now available for this year’s show, set to take place Sept. 27-29, 2022 at the Tampa Convention Center. Owned and produced by the National Marine Manufacturers Association (NMMA, Chicago, Ill., U.S.) and RAI Amsterdam (Netherlands), IBEX is North America’s largest trade event for marine industry professionals.
Attracting professionals from all sectors of the marine industry, IBEX 2022 will offer visitors access to more than 600 exhibitors from 14 countries spread throughout three exhibit halls, docks and outdoor displays. To date, 61 new companies will be exhibiting, with more expected to fill the limited exhibit space still available. There is high demand for the IBEX docks and outdoor demo space, both expected to sell out before the show, according to event organizers.
For marine professionals looking to stay up-to-date on the latest technologies and techniques, IBEX will offer its world-class training and education from industry experts and associations. The IBEX Education Conference will provide a full pre-conference day on Monday, Sept. 26 and technical training available in the Seminar Series. In addition, Tech Talk Workshops will be held Tuesday and Wednesday.
New for 2022, IBEX and American Boat and Yacht Council (ABYC, Annapolis, Md., U.S.) will host Career Day, welcoming students from area technical training schools on Thursday, Sept. 29. The All-Industry Exhibit Hall Happy Return returns this year, sponsored by Hertz Marine, providing a fun networking event during show hours. Other networking events are scheduled throughout the show, including the Industry Breakfast, Keynote and Innovation Awards Presentation; the Opening Night Party, sponsored by Wet Sounds Inc.; Pitch the Press with a happy hour to follow, sponsored by Propspeed; and a Mid-Show Mixer held outside at the Sail Pavilion, sponsored by Roswell Marine. A full schedule of Special Events can be found here.
Opening at 9 a.m., IBEX’s first- and second-floor exhibit halls will showcase products and services from companies new to the show and the industry. The third floor will feature Specialty Pavilions including the Composites Pavilion; the Compliance, Standards and Education Pavilion; and the NMEA Connected Electronics Pavilion. The Marina and Yard Pavilion will be located on the first floor. New products entered in the Innovation Awards program will be on display along Innovation Way located on the second floor of the Tampa Convention Center throughout the show.
“We look forward to bringing the industry together at IBEX,” Anne Dunbar, IBEX show director, says. “All early metrics indicate that IBEX will return to pre-pandemic numbers with exhibit space sold out. Our current hotel bookings have already surpassed 2019, and website views have increased significantly so we know visitor interest is very high. We have a terrific schedule of events to entertain and educate everyone who attends IBEX 2022. Register early and book your hotel now to maximize your IBEX experience.”
Visitors can click here to register. For exhibitors looking to add booth staff, click here for exhibitor registration. Accredited press planning to cover the show and products on display can click here for media registration. Due to high demand and early bookings, show management strongly recommends making hotel reservations soon by clicking here.
For more information on IBEX 2022, exhibiting companies, interactive exhibit hall floor plans, and more, please visit www.ibexshow.com.
As medical devices become more compact, intricate and discreet, medical device manufacturers require the innovative technology that allows them to stay ahead and produce high quality and accurate components.
Renishaw has collaborated with medical device manufacturer Marle Group to help Excellerate its powder flexibility for bespoke jobs and overall manufacturing accuracy.
Marle Group, founded in 1964, specialises in the production of large joints, such as knee and hip, with a range of forging, casting, milling and polishing capabilities. The company recently acquired 3D printing business 3D Medlab, which specialises in additive manufacturing (AM) in the medical sector. The complex medical devices that Marle 3D Medlab specialises in require technical expertise, accurate and rapid manufacturing capabilities. Sizes of specific hip joints change for each patient, so components must be highly accurate to comply with industry regulations and fit the patient’s body correctly.
Renishaw were contacted by Marle 3D Medlab in 2018, and after consultation, it decided to install the RenAM 500 in its facility. Marle 3D Medlab installed two machines, one for research and development between itself and Renishaw and a second for the customer. This allowed Marle to train and develop processes before transferring them to the customer site.
After successful integration of the first two machines, Marle later invested in the RenAM 500Q Flex, a four-laser variant of Renishaw's existing RenAM 500 range. The simplified, non-recirculating powder system enables manufacturers in R&D, pre-production or service bureau environments to easily change between materials, without compromising on part quality or build capacity.
“The unique flexibility of the RenAM 500Q Flex with the AMPM module allows 3D Medlab to use the laser in Pulsed and Continious mode and easily mode and easily swap between high value titanium grades, such as Ti6AI4V and Titanium-Tantal alloy,” said Chris Dimery, Sales Manager at Renishaw.
Dimery added: “The added flexibility allows 3D Medlab to quickly adapt its batches to the specific requirements of its medical customers. It can fit multiple bespoke parts on one build plate, increasing productivity and accuracy, compared to casting and machining processes.”
Gael Volpi, Head of Additive Manufacturing at Marle Group said: “Marle 3D Medlab has been supported by Renishaw UK and Spain throughout the whole installation, training and day-to-day running process.”
Continuing, Volpi said: “In the future, we will continue to focus on developing new products, processes and validation techniques with AM processes as we expand into a new industry.”
Want to discuss? Join the conversation on the Additive Manufacturing Global Community Discord.
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MxD, a public-private partnership funded by the Defense Department, has published a CMMC playbook to help manufacturing companies meet level one requirements in the Pentagon’s cyber certification program.
The playbook walks through how MxD was able to achieve the 17 security practices at level one. The Pentagon’s Cybersecurity Model Maturity Certification program has three levels and the first one focuses on the federal contract information (FCI) held by defense contractors.
“With this Playbook, MxD delivers a quick-start guide for Level 1, labeling the security practices by degree of difficulty; clarifying instructions; and providing tips from lessons we learned as we implemented these same security practices. A glossary defines some of the terms you will come across as you navigate this process and includes a link to the full National Institute of Standards and Technology (NIST) list of cybersecurity words and acronyms,” the playbook says. It was published June 28.
Laura Elan, MxD’s senior director of cybersecurity, said, “MxD completed Level 1 and saw firsthand the challenges an organization might face with a self-assessment. As the National Center for Cybersecurity in Manufacturing, we wanted to be an early adopter of the CMMC 2.0 requirements and use our experience as a guide to assist other organizations who will complete a self-assessment.”
MxD is part of the Manufacturing USA network of 16 innovation institutes. It focuses on “the digital transformation of U.S. manufacturing, upskilling of our workforce, and cybersecurity” and is funded by the DOD Office of Small Business Programs.
The playbook says, “For manufacturers just starting with CMMC 2.0, MxD recommends looking first at the security practices labeled ‘easy.’ Most organizations will find that they already are implementing at least a portion of them. As you continue on your path, tackle security practices we have identified as ‘medium,’ turning last to those labeled ‘hard.’”
The playbook is intended to complement the MxD Cyber Marketplace, which provides cybersecurity assessments to help organizations understand their security postures. The assessments focus on the NIST cybersecurity framework, NIST Special Publication 800-171 and CMMC.
“Of our nation’s approximately 250,000 manufacturers, 98.5% are considered small- or mid-sized with less than 500 employees; 75% of manufacturers have less than 20 employees,” said Berardino Baratta, vice president of projects and engineering and incoming CEO of MxD. “The Playbook helps these smaller organizations to assess their CMMC compliance in manageable segments to ensure they remain competitive for work with the DOD.”
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Jul 07, 2022 (The Expresswire) -- Global Automotive Engine Heater Strategy Market report offers sales growth rate comparison by type, segment by application, market effect factors analysis, size estimates, market competition by key manufacturers, competitive situation and upcoming trends. This market study provides the Automotive Engine Heater Strategy supply chain analysis,growth opportunities, totalrevenue, recent development, keyrawmaterialsanalysis and COVID-19 impact is covered in this report. Automotive Engine Heater Strategy Market 2022 research report offers regional industrial layout characteristics, competitive landscape, CAGR value, share analysis vendor analysis with respect to regions and major manufacturers.
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Global Automotive Engine Heater Strategy Market Summary
As the global economy recovers in 2021 and the supply of the industrial chain improves, the Automotive Engine Heater market will undergo major changes. According to the latest research, the market size of the Automotive Engine Heater industry in 2021 will increase by USD million compared to 2020, with a growth rate of.
The global Automotive Engine Heater industry report provides top-notch qualitative and quantitative information including: Market size (2017-2021 value and 2022 forecast). The report also contains descriptions of key players, including key financial indicators and market competitive pressure analysis.
The report also assesses key opportunities in the market and outlines the factors that are and will drive the growth of the industry. Taking into account previous growth patterns, growth drivers, and current and future trends, we also forecast the overall growth of the global Automotive Engine Heater market during the next few years. The global Automotive Engine Heater market size will reach USD million in 2028, growing at a CAGR of during the analysis period.
Top Players covered in Automotive Engine Heater Strategy Market report:● DEFA ● HOTSTART ● MAHLE ● Phillips and Temro Industries ● Five star Manufacturing Group ● Wolverine Heaters ● Calix AB ● Webasto
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Market segmented by Type:● Fuel ● Hybrid ● Other
Market segmented by Application:● Passenger Car ● Commercial Vehicle
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Final Report will add the analysis of the impact of COVID-19 on this industry
Geographically, this report is segmented into several key regions, with sales, revenue, market share and growth Rate of Link Ball Bearings in these regions, from 2017 to 2027, covering● North America (United States, Canada and Mexico) ● Europe (Germany, UK, France, Italy, Russia and Turkey etc.) ● Asia-Pacific (China, Japan, Korea, India, Australia, Indonesia, Thailand, Philippines, Malaysia and Vietnam) ● South America (Brazil, Argentina, Columbia etc.)
Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa) The Global Automotive Engine Heater Strategy Market report takes into consideration developments and expansions, trend breakdown, landscape in business of commanding regions. Impact of COVID-19 on sales share, expected growth rate, and Market value based on facts. With this, the adoption of recent trends and technological advancements by key players. Motive of this report is to supply readers with data about the atmosphere to attract global customers that is comprehensive in nature and able to compete in the Global Automotive Engine Heater Strategy Market industry.
This Automotive Engine Heater Strategy Market Research/Analysis Report Contains Answers to your following Questions● Which Manufacturing Technology is used for Automotive Engine Heater Strategy ? What Developments Are Going On in That Technology? Which Trends Are Causing These Developments? ● Who Are the Global Key Players in This Automotive Engine Heater Strategy Market? What are Their Company Profile, Their Product Information, and Contact Information? ● What Was Global Market Status of Automotive Engine Heater Strategy Market? What Was Capacity, Production Value, Cost and PROFIT of Automotive Engine Heater Strategy Market? ● What Is Current Market Status of Automotive Engine Heater Strategy Industry? What’s Market Competition in This Industry, Both Company, and Country Wise? What’s Market Analysis of Automotive Engine Heater Strategy Market by Taking Applications and Types in Consideration? ● What Are Projections of Global Automotive Engine Heater Strategy Industry Considering Capacity, Production and Production Value? What Will Be the Estimation of Cost and Profit? What Will Be Market Share, Supply and Consumption? What about Import and Export? ● What Is Automotive Engine Heater Strategy Market Chain Analysis by Upstream Raw Materials and Downstream Industry? ● What Is Economic Impact On Automotive Engine Heater Strategy Industry? What are Global Macroeconomic Environment Analysis Results? What Are Global Macroeconomic Environment Development Trends? ● What Are Market Dynamics of Automotive Engine Heater Strategy Market? What Are Challenges and Opportunities? ● What Should Be Entry Strategies, Countermeasures to Economic Impact, and Marketing Channels for Automotive Engine Heater Strategy Industry?
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Historical statistics and prediction of revenues over the forecast period and potentials in the Global Automotive Engine Heater Strategy Market industry. This information would allow potential opponents to gather information of client growth, company structure, leaders, potential Global Automotive Engine Heater Strategy Market players, sales, distribution network, and production Marketplace participants, in addition to pricing, standard products, supply and demand, brand recognition, and Market variables. The Global Automotive Engine Heater Strategy Market report also comprises of potential growth about production and consumption, end-user, and also restraints that cam hamper the Global Automotive Engine Heater Strategy Market growth at the time of forecast period.
Key Points Covered in the Global Automotive Engine Heater Strategy Market Industry Report:
The report provides information in an understandable format to the readers to analyse● Upcoming opportunities in the Global Automotive Engine Heater Strategy Market’s competitive environment ● Marketing and promotional strategies ● Product range ● Distribution network ● Pricing strategies ● Regional study of the Global Automotive Engine Heater Strategy Market with a detailed note avout industry, product demand, sales, and projections.
Detailed TOC of Global Automotive Engine Heater Strategy Industry Research Report 2022-2028
Table of Content
1 Automotive Engine Heater Market Scope Analysis Introduction
1.1 Automotive Engine Heater Product Definition and Scope Introduction
1.2 Automotive Engine Heater Market dynamics
1.3 Automotive Engine Heater Market Segmentation
1.3.1 Automotive Engine Heater Segment by Type
1.3.2 Automotive Engine Heater Segment by Applications
1.4 Report Timeline
2 Methodology and Data Source
2.1 Methodology/Research Approach
2.1.1 Research Programs/Design
2.1.2 Market Size Estimation
2.1.3 Market Breakdown and Data Triangulation
2.2 Data Source
2.2.1 Secondary Sources
2.2.2 Primary Sources
2.2.3 Legal Disclaimer
3 Analysis of key market players
3.1.1 Business Overview
3.1.2 Automotive Engine Heater Product Introduction
3.1.3 DEFA Automotive Engine Heater Sales, Price, Revenue, Gross Margin
3.2.1 Business Overview
3.2.2 Automotive Engine Heater Product Introduction
3.2.3 HOTSTART Automotive Engine Heater Sales, Price, Revenue, Gross Margin
3.3.1 Business Overview
3.3.2 Automotive Engine Heater Product Introduction
3.3.3 MAHLE Automotive Engine Heater Sales, Price, Revenue, Gross Margin
3.4 Phillips and Temro Industries
3.4.1 Business Overview
3.4.2 Automotive Engine Heater Product Introduction
3.4.3 Phillips and Temro Industries Automotive Engine Heater Sales, Price, Revenue, Gross Margin
3.5 Five star Manufacturing Group
3.5.1 Business Overview
3.5.2 Automotive Engine Heater Product Introduction
3.5.3 Five star Manufacturing Group Automotive Engine Heater Sales, Price, Revenue, Gross Margin
3.6 Wolverine Heaters
3.6.1 Business Overview
3.6.2 Automotive Engine Heater Product Introduction
3.6.3 Wolverine Heaters Automotive Engine Heater Sales, Price, Revenue, Gross Margin
3.7 Calix AB
3.7.1 Business Overview
3.7.2 Automotive Engine Heater Product Introduction
3.7.3 Calix AB Automotive Engine Heater Sales, Price, Revenue, Gross Margin
3.8.1 Business Overview
3.8.2 Automotive Engine Heater Product Introduction
3.8.3 Webasto Automotive Engine Heater Sales, Price, Revenue, Gross Margin
4 Automotive Engine Heater Historical and Forecast Market Size by Type
4.1 Automotive Engine Heater Market Historical Size by Type (2017-2022)
4.2 Automotive Engine Heater Market Forecast Size by Type (2023-2028)
5 Automotive Engine Heater Historical and Forecast Market Size by Application
5.1 Automotive Engine Heater Market Historical Size by Application (2017-2022)
5.2 Automotive Engine Heater Market Forecast Size by Application (2023-2028)
6 Automotive Engine Heater Historical and Forecast Market Size by Region
6.1 Automotive Engine Heater Historical and Forecast Sales Market Size by Region
6.2 Automotive Engine Heater Historical and Forecast Revenue Market Size by Region
6.3 Automotive Engine Heater Historical and Forecast Market Size by Country
6.3.1 Automotive Engine Heater Historical and Forecast Sales Market Size by Country (2017-2028)
18.104.22.168 United States Automotive Engine Heater Sales and Growth (2017-2028)
22.214.171.124 Canada Automotive Engine Heater Sales and Growth (2017-2028)
126.96.36.199 Germany Automotive Engine Heater Sales and Growth (2017-2028)
188.8.131.52 UK Automotive Engine Heater Sales and Growth (2017-2028)
184.108.40.206 France Automotive Engine Heater Sales and Growth (2017-2028)
220.127.116.11 Italy Automotive Engine Heater Sales and Growth (2017-2028)
18.104.22.168 Russia Automotive Engine Heater Sales and Growth (2017-2028)
22.214.171.124 China Automotive Engine Heater Sales and Growth (2017-2028)
126.96.36.199 Japan Automotive Engine Heater Sales and Growth (2017-2028)
188.8.131.52 Southeast Asia Automotive Engine Heater Sales and Growth (2017-2028)
184.108.40.206 Korea Automotive Engine Heater Sales and Growth (2017-2028)
220.127.116.11 India Automotive Engine Heater Sales and Growth (2017-2028)
18.104.22.168 Brazil Automotive Engine Heater Sales and Growth (2017-2028)
22.214.171.124 Mexico Automotive Engine Heater Sales and Growth (2017-2028)
6.3.2 Automotive Engine Heater Historical and Forecast Revenue Market Size by Country (2017-2028)
126.96.36.199 United States Automotive Engine Heater Revenue and Growth (2017-2028)
188.8.131.52 Canada Automotive Engine Heater Revenue and Growth (2017-2028)
184.108.40.206 Germany Automotive Engine Heater Revenue and Growth (2017-2028)
220.127.116.11 UK Automotive Engine Heater Revenue and Growth (2017-2028)
18.104.22.168 France Automotive Engine Heater Revenue and Growth (2017-2028)
22.214.171.124 Italy Automotive Engine Heater Revenue and Growth (2017-2028)
126.96.36.199 Russia Automotive Engine Heater Revenue and Growth (2017-2028)
188.8.131.52 China Automotive Engine Heater Revenue and Growth (2017-2028)
184.108.40.206 Japan Automotive Engine Heater Revenue and Growth (2017-2028)
220.127.116.11 Southeast Asia Automotive Engine Heater Revenue and Growth (2017-2028)
18.104.22.168 Korea Automotive Engine Heater Revenue and Growth (2017-2028)
22.214.171.124 India Automotive Engine Heater Revenue and Growth (2017-2028)
126.96.36.199 Brazil Automotive Engine Heater Revenue and Growth (2017-2028)
188.8.131.52 Mexico Automotive Engine Heater Revenue and Growth (2017-2028)
7 Automotive Engine Heater Market Dynamics
7.1 Market Drivers
7.2 Market Restraints
7.4 Market Trends
8 Marketing Channel, Distributors and Customers
8.1 Marketing Channel
8.2 Automotive Engine Heater Distributors List
8.3 Automotive Engine Heater Customers
9 Research Findings and Conclusion
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According to Universal Robots (UR), in 2019, around 38% of the manufacturing labor force still moved parts manually between bins and manufacturing machines, rather than use industrial robots. Why the slow adoption? For designers and engineers of industrial robots, the random nature of automated bin picking presents some of the biggest challenges. Here, Claudia Jarrett, US country manager for industrial automation provider EU Automation, explains why better 3D vision systems are the answer.
The act of picking-up and randomly sorting objects may come naturally for humans, who can perform the task countless times each day. However, it’s much harder for robots, which rely on 3D vision systems, data and programming rather than innate intelligence.
Production line applications for robots have historically been repetitive, from the first industrial robot systems that appeared on General Motors’ US assembly lines in the 1960s, to modern tasks like screwing lids on bottles. In contrast, bin picking invites all kinds of random external factors.
Automated bin-picking robots can reduce the time and costs manufacturers normally spend on these applications, while freeing up human workers to focus on more productive and valuable tasks. But, if that’s true, why were around 38 per cent of the manufacturing labor force still moving parts manually in 2019?
Let’s look at some of the major challenges of automated bin picking, and what manufacturers can do to overcome them.
Bin picking robots are required to handle objects that may be tiny, thin, porous or deformable. The objects might be densely packed, or piled on top of each other. For instance, let’s imagine bottles are lying randomly in a bin, and must be picked and placed on a conveyer belt. A robot interacting with a production line will usually be placed in the same position, every time. So, if the chain suddenly accelerates or decelerates or a product ― let’s say a bottle―falls over, the robot’s programmed movements will not adapt to this.
A robot would need exceptional vision and sensors. First, to negotiate and grab the randomly-positioned bottles and, second, to perform its task without damaging any bottles. Because robots rely on wide baseline cameras, they can miss objects―if, for instance, they are obscured by shadows―or perform mispicks. In short, bin picking involves an array of tasks that are never the same, which many robots are ill-equipped to contend with.
Another issue for industrial robots are shiny, reflective objects—examples include products with shiny metal surfaces, or that are wrapped in plastic. Light reflected by these surfaces can cause point cloud artifacts, or irregularities, which interfere with the 3D vision systems robots rely upon. These systems determine the location where robots need to pick an object from, and communicate how they need to position the picking arm. However, reflection interferes with the necessary data quality and CAD matching processes, which can cause the robot to perform faulty calculated picking positions.
These issues often arise from inadequate vision systems. Less-expensive 2D and 3D vision cameras are affordable for smaller manufacturers, but many of them are not optimized for piece picking applications. Robots might be able to detect objects with such a solution, but they cannot pick them every time due to scaling, rotation or translation errors.
Instead, advanced 3D vision systems are needed that can quickly recognise objects of similar shapes, colors and material. After all, fast sorting is one of the major advantages of bin picking robots—in some cases, the process has been known to double time and costs when performed with humans.
A popular choice are solutions by Norway’s Zivid, which develops industrial 3D machine vision cameras and vision software. The company’s industrial Zivid 3D cameras, for instance, offer optimized resolution, precision and trueness to reliably capture both the fine details for large parts, as well as the tiny and thin objects.
Other solutions are designed to overcome the effects of point cloud artifacts in automated bin picking. The new Zivid SDK 2.0, for instance, features a special artifacts correction filter that the developers describe as “groundbreaking." The technology’s patented Artifact Reduction Technology (ART) also uses a Zivid Two 3D camera, specifically designed to handle reflections caused by shiny surfaces.
UR’s report also observed that most real-world bin picking deployments were found at large, sophisticated manufacturers like automotive original equipment manufacturers (OEMs). Yet, at the same time, most bins and manufacturing machines are found within small-medium-enterprises (SMEs), which have the least capital and expertise required to create a bin picking system. Therefore, SMEs need cost-effective bin picking solutions that can be easily used by non-experts and newly-trained staff.
Energid is among the companies helping to democratize automated bin picking. It offers a complete pre-integrated system with all the necessary complexity, including sensor configurations, imaging and path planning. The system is pre-figured within software previously used in mission-critical applications for NASA spacecraft, and in autonomous robots for oil drilling platforms and surgical applications.
Users can simply plug-in and use the robot with no setup required. This reduces installation time to mere hours. The installation and training time are minimal, according to Energid. The robot then performs its tasks without the need for user-defined waypoints or tuning.
Elsewhere, designers and engineers of industrial robots are attempting to apply Deep Learning techniques to automated bin picking applications. Although artificial intelligence (AI) is very effective for image classification, the results have so-far been disappointing, given the random nature of bin picking.
As robots and smart sensors increasingly prove their worth, the support of an industrial parts provider can be vital in helping manufacturers choose the right sensor for their packaging application. Parts suppliers, like EU Automation, can source sensors for packagers, ensuring the transition can be achieved without requiring a complete overhaul.
Such advancements, along with ground-breaking technologies like sensor networks and the IoT, can help ensure that robots can handle the moving of parts between bins and manufacturing machines, freeing-up humans workers to focus on more demanding and valuable tasks.
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Jun 27, 2022 (Heraldkeepers) -- Market Trends for Dermatomycoses Drug from 2022 to 2028
According to the report, the Dermatomycoses Drug Market provides the best answers to many of the most critical questions and challenges in the business world. In addition, the data facts and figures used in this market report were obtained from reputable sources, including publications, websites, mergers & newspapers, and other trustworthy sources. Additionally, the Dermatomycoses Drug Market research report also provides comparative pricing between major players, as well as cost and profit estimates for key regional markets.
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Dermatomycoses Drug Market By Company
Anacor Pharmaceuticals Inc
Biolab Farmaceutica Ltda
Blueberry Therapeutics Ltd
Daewoong Pharmaceutical Co Ltd
Helix BioMedix Inc
Sol-Gel Technologies Ltd
Viamet Pharmaceuticals Inc
Vyome Biosciences Pvt Ltd
To understand the market trends and current situation better, the Dermatomycoses Drug Market research report implements tools and techniques such as SWOT analysis and Poter’s five forces analysis. Moreover, the report also provides an extensive overview of product specifications, types, technologies, and production analysis by taking into consideration other significant factors, such as cost, revenue, and gross margin.
The Dermatomycoses Drug market is segmented according to type and application. With the report as a powerful resource, players, stakeholders, and other participants can gain an edge in the market for Dermatomycoses Drug. The segmental analysis focuses on sales, revenue and forecast by Type and by Application for the period 2022-2028.
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Furthermore, the research report provides a segment-by-segment view of the Dermatomycoses Drug market. The report provides a detailed analysis of every segment of the global Dermatomycoses Drug market, including applications, end-users, sales channels, and product types. Analysts have conducted individual research on each segment in order to provide minute details regarding them. With the information collected, stakeholders will be able to identify the most promising areas for investment. Additionally, report covered all niche segments to enable stakeholders to grow sales within these segments. Report included a chapter dedicated to the geographical assessment of the Dermatomycoses Drug Market and analyzed every region separately.
Dermatomycoses Drug Market Segment by Type
Dermatomycoses Drug Market Segment by Application
The report identifies the following key market aspects:
The report presents an executive summary of the most significant findings, the Global Dermatomycoses Drug market expanding rate, modest conditions, market trends, as well as macroeconomic indicators.
This report presents an overview of major companies, key market segments, the products offered in the Global Dermatomycoses Drug market, the years examined, and the study points.
Companies well suited to this segment are screened based on their products, value, SWOT analysis, their ability, and other important factors.
The Global Dermatomycoses Drug report provides market data on imports, exports, sales, production, and leading companies in each region studied.
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Using an innovative methodology, we collected data both from a bottom-up and a top-down perspective. Using primary research, the report validated the estimated market size. Based on interviews and reliable published sources, the data used for forecasting the share of various segments was derived. Dermatomycoses Drug market size is derived on the basis of numerous factors and their level of influence on the market. Technological advancements, market trends, challenges, and drivers are some of these factors. Accurate information may also be obtained from paid databases.
The purpose of this report is to provide:
Analyses qualitatively and quantitatively of current trends, dynamics, and forecasts from 2022 to 2030.
SWOT analysis or Porter’s five force analysis is used to analyze how buyers and suppliers can make profit-focused decisions and strengthen their business.
It is possible to identify the prevailing market opportunities by conducting a detailed analysis of market segmentation.
By offering unbiased information under one roof, this Dermatomycoses Drug report helps to save you time and money.
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Dermatomycoses Drug Market Table of Content:
1 Study Coverage
1.1 Dermatomycoses Drug Product Introduction
1.2 Market by Type
1.2.1 Global Dermatomycoses Drug Market Size Growth Rate by Type, 2017 VS 2021 VS 2028
1.3 Market by Application
1.3.1 Global Dermatomycoses Drug Market Size Growth Rate by Application, 2017 VS 2021 VS 2028
1.4 Study Objectives
1.5 Years Considered
2 Executive Summary
2.1 Global Dermatomycoses Drug Sales Estimates and Forecasts 2017-2028
2.2 Global Dermatomycoses Drug Revenue Estimates and Forecasts 2017-2028
2.3 Global Dermatomycoses Drug Revenue by Region: 2017 VS 2021 VS 2028
2.4 Global Dermatomycoses Drug Sales by Region
2.4.1 Global Dermatomycoses Drug Sales by Region (2017-2022)
2.4.2 Global Sales Dermatomycoses Drug by Region (2023-2028)
2.5 Global Dermatomycoses Drug Revenue by Region
2.5.1 Global Dermatomycoses Drug Revenue by Region (2017-2022)
2.5.2 Global Dermatomycoses Drug Revenue by Region (2023-2028)
2.6 North America
2.9 Latin America
2.10 Middle East & Africa
3 Competition by Manufacturers
3.1 Global Dermatomycoses Drug Sales by Manufacturers
3.1.1 Global Top Dermatomycoses Drug Manufacturers by Sales (2017-2022)
3.1.2 Global Dermatomycoses Drug Sales Market Share by Manufacturers (2017-2022)
3.1.3 Global Top 10 and Top 5 Largest Manufacturers of Dermatomycoses Drug in 2021
3.2 Global Dermatomycoses Drug Revenue by Manufacturers
3.2.1 Global Dermatomycoses Drug Revenue by Manufacturers (2017-2022)
3.2.2 Global Dermatomycoses Drug Revenue Market Share by Manufacturers (2017-2022)
3.2.3 Global Top 10 and Top 5 Companies by Dermatomycoses Drug Revenue in 2021
3.3 Global Dermatomycoses Drug Sales Price by Manufacturers (2017-2022)
3.4 Analysis of Competitive Landscape
3.4.1 Manufacturers Market Concentration Ratio (CR5 and HHI)
3.4.2 Global Dermatomycoses Drug Market Share by Company Type (Tier 1, Tier 2, and Tier 3)
3.4.3 Global Dermatomycoses Drug Manufacturers Geographical Distribution
3.5 Mergers & Acquisitions, Expansion Plans
4 Market Size by Type
4.1 Global Dermatomycoses Drug Sales by Type
4.1.1 Global Dermatomycoses Drug Historical Sales by Type (2017-2022)
4.1.2 Global Dermatomycoses Drug Forecasted Sales by Type (2023-2028)
4.1.3 Global Dermatomycoses Drug Sales Market Share by Type (2017-2028)
4.2 Global Dermatomycoses Drug Revenue by Type
4.2.1 Global Dermatomycoses Drug Historical Revenue by Type (2017-2022)
4.2.2 Global Dermatomycoses Drug Forecasted Revenue by Type (2023-2028)
4.2.3 Global Dermatomycoses Drug Revenue Market Share by Type (2017-2028)
4.3 Global Dermatomycoses Drug Price by Type
4.3.1 Global Dermatomycoses Drug Price by Type (2017-2022)
4.3.2 Global Dermatomycoses Drug Price Forecast by Type (2023-2028)
5 Market Size by Application
5.1 Global Dermatomycoses Drug Sales by Application
5.1.1 Global Dermatomycoses Drug Historical Sales by Application (2017-2022)
5.1.2 Global Dermatomycoses Drug Forecasted Sales by Application (2023-2028)
5.1.3 Global Dermatomycoses Drug Sales Market Share by Application (2017-2028)
5.2 Global Dermatomycoses Drug Revenue by Application
5.2.1 Global Dermatomycoses Drug Historical Revenue by Application (2017-2022)
5.2.2 Global Dermatomycoses Drug Forecasted Revenue by Application (2023-2028)
5.2.3 Global Dermatomycoses Drug Revenue Market Share by Application (2017-2028)
5.3 Global Dermatomycoses Drug Price by Application
5.3.1 Global Dermatomycoses Drug Price by Application (2017-2022)
5.3.2 Global Dermatomycoses Drug Price Forecast by Application (2023-2028)
6 North America
6.1 North America Dermatomycoses Drug Market Size by Type
6.1.1 North America Dermatomycoses Drug Sales by Type (2017-2028)
6.1.2 North America Dermatomycoses Drug Revenue by Type (2017-2028)
6.2 North America Dermatomycoses Drug Market Size by Application
6.2.1 North America Dermatomycoses Drug Sales by Application (2017-2028)
6.2.2 North America Dermatomycoses Drug Revenue by Application (2017-2028)
6.3 North America Dermatomycoses Drug Market Size by Country
6.3.1 North America Dermatomycoses Drug Sales by Country (2017-2028)
6.3.2 North America Dermatomycoses Drug Revenue by Country (2017-2028)
7.1 Europe Dermatomycoses Drug Market Size by Type
7.1.1 Europe Dermatomycoses Drug Sales by Type (2017-2028)
7.1.2 Europe Dermatomycoses Drug Revenue by Type (2017-2028)
7.2 Europe Dermatomycoses Drug Market Size by Application
7.2.1 Europe Dermatomycoses Drug Sales by Application (2017-2028)
7.2.2 Europe Dermatomycoses Drug Revenue by Application (2017-2028)
7.3 Europe Dermatomycoses Drug Market Size by Country
7.3.1 Europe Dermatomycoses Drug Sales by Country (2017-2028)
7.3.2 Europe Dermatomycoses Drug Revenue by Country (2017-2028)
8 Asia Pacific
8.1 Asia Pacific Dermatomycoses Drug Market Size by Type
8.1.1 Asia Pacific Dermatomycoses Drug Sales by Type (2017-2028)
8.1.2 Asia Pacific Dermatomycoses Drug Revenue by Type (2017-2028)
8.2 Asia Pacific Dermatomycoses Drug Market Size by Application
8.2.1 Asia Pacific Dermatomycoses Drug Sales by Application (2017-2028)
8.2.2 Asia Pacific Dermatomycoses Drug Revenue by Application (2017-2028)
8.3 Asia Pacific Dermatomycoses Drug Market Size by Region
8.3.1 Asia Pacific Dermatomycoses Drug Sales by Region (2017-2028)
8.3.2 Asia Pacific Dermatomycoses Drug Revenue by Region (2017-2028)
8.3.5 South Korea
9 Latin America
9.1 Latin America Dermatomycoses Drug Market Size by Type
9.1.1 Latin America Dermatomycoses Drug Sales by Type (2017-2028)
9.1.2 Latin America Dermatomycoses Drug Revenue by Type (2017-2028)
9.2 Latin America Dermatomycoses Drug Market Size by Application
9.2.1 Latin America Dermatomycoses Drug Sales by Application (2017-2028)
9.2.2 Latin America Dermatomycoses Drug Revenue by Application (2017-2028)
9.3 Latin America Dermatomycoses Drug Market Size by Country
9.3.1 Latin America Dermatomycoses Drug Sales by Country (2017-2028)
9.3.2 Latin America Dermatomycoses Drug Revenue by Country (2017-2028)
10 Middle East and Africa
10.1 Middle East and Africa Dermatomycoses Drug Market Size by Type
10.1.1 Middle East and Africa Dermatomycoses Drug Sales by Type (2017-2028)
10.1.2 Middle East and Africa Dermatomycoses Drug Revenue by Type (2017-2028)
10.2 Middle East and Africa Dermatomycoses Drug Market Size by Application
10.2.1 Middle East and Africa Dermatomycoses Drug Sales by Application (2017-2028)
10.2.2 Middle East and Africa Dermatomycoses Drug Revenue by Application (2017-2028)
10.3 Middle East and Africa Dermatomycoses Drug Market Size by Country
10.3.1 Middle East and Africa Dermatomycoses Drug Sales by Country (2017-2028)
10.3.2 Middle East and Africa Dermatomycoses Drug Revenue by Country (2017-2028)
10.3.4 Saudi Arabia
11 Company Profiles
11.1 Anacor Pharmaceuticals Inc
11.1.1 Anacor Pharmaceuticals Inc Corporation Information
11.1.2 Anacor Pharmaceuticals Inc Overview
11.1.3 Anacor Pharmaceuticals Inc Dermatomycoses Drug Sales, Price, Revenue and Gross Margin (2017-2022)
11.1.4 Anacor Pharmaceuticals Inc Dermatomycoses Drug Product Model Numbers, Pictures, Descriptions and Specifications
11.1.5 Anacor Pharmaceuticals Inc recent Developments
11.2 Biolab Farmaceutica Ltda
11.2.1 Biolab Farmaceutica Ltda Corporation Information
11.2.2 Biolab Farmaceutica Ltda Overview
11.2.3 Biolab Farmaceutica Ltda Dermatomycoses Drug Sales, Price, Revenue and Gross Margin (2017-2022)
11.2.4 Biolab Farmaceutica Ltda Dermatomycoses Drug Product Model Numbers, Pictures, Descriptions and Specifications
11.2.5 Biolab Farmaceutica Ltda recent Developments
11.3 Blueberry Therapeutics Ltd
11.3.1 Blueberry Therapeutics Ltd Corporation Information
11.3.2 Blueberry Therapeutics Ltd Overview
11.3.3 Blueberry Therapeutics Ltd Dermatomycoses Drug Sales, Price, Revenue and Gross Margin (2017-2022)
11.3.4 Blueberry Therapeutics Ltd Dermatomycoses Drug Product Model Numbers, Pictures, Descriptions and Specifications
11.3.5 Blueberry Therapeutics Ltd recent Developments
11.4 Daewoong Pharmaceutical Co Ltd
11.4.1 Daewoong Pharmaceutical Co Ltd Corporation Information
11.4.2 Daewoong Pharmaceutical Co Ltd Overview
11.4.3 Daewoong Pharmaceutical Co Ltd Dermatomycoses Drug Sales, Price, Revenue and Gross Margin (2017-2022)
11.4.4 Daewoong Pharmaceutical Co Ltd Dermatomycoses Drug Product Model Numbers, Pictures, Descriptions and Specifications
11.4.5 Daewoong Pharmaceutical Co Ltd recent Developments
11.5 Dermala Inc
11.5.1 Dermala Inc Corporation Information
11.5.2 Dermala Inc Overview
11.5.3 Dermala Inc Dermatomycoses Drug Sales, Price, Revenue and Gross Margin (2017-2022)
11.5.4 Dermala Inc Dermatomycoses Drug Product Model Numbers, Pictures, Descriptions and Specifications
11.5.5 Dermala Inc recent Developments
11.6 Helix BioMedix Inc
11.6.1 Helix BioMedix Inc Corporation Information
11.6.2 Helix BioMedix Inc Overview
11.6.3 Helix BioMedix Inc Dermatomycoses Drug Sales, Price, Revenue and Gross Margin (2017-2022)
11.6.4 Helix BioMedix Inc Dermatomycoses Drug Product Model Numbers, Pictures, Descriptions and Specifications
11.6.5 Helix BioMedix Inc recent Developments
11.7 Novan Inc
11.7.1 Novan Inc Corporation Information
11.7.2 Novan Inc Overview
11.7.3 Novan Inc Dermatomycoses Drug Sales, Price, Revenue and Gross Margin (2017-2022)
11.7.4 Novan Inc Dermatomycoses Drug Product Model Numbers, Pictures, Descriptions and Specifications
11.7.5 Novan Inc recent Developments
11.8 Sol-Gel Technologies Ltd
11.8.1 Sol-Gel Technologies Ltd Corporation Information
11.8.2 Sol-Gel Technologies Ltd Overview
11.8.3 Sol-Gel Technologies Ltd Dermatomycoses Drug Sales, Price, Revenue and Gross Margin (2017-2022)
11.8.4 Sol-Gel Technologies Ltd Dermatomycoses Drug Product Model Numbers, Pictures, Descriptions and Specifications
11.8.5 Sol-Gel Technologies Ltd recent Developments
11.9.1 TGV-Laboratories Corporation Information
11.9.2 TGV-Laboratories Overview
11.9.3 TGV-Laboratories Dermatomycoses Drug Sales, Price, Revenue and Gross Margin (2017-2022)
11.9.4 TGV-Laboratories Dermatomycoses Drug Product Model Numbers, Pictures, Descriptions and Specifications
11.9.5 TGV-Laboratories recent Developments
11.10 Viamet Pharmaceuticals Inc
11.10.1 Viamet Pharmaceuticals Inc Corporation Information
11.10.2 Viamet Pharmaceuticals Inc Overview
11.10.3 Viamet Pharmaceuticals Inc Dermatomycoses Drug Sales, Price, Revenue and Gross Margin (2017-2022)
11.10.4 Viamet Pharmaceuticals Inc Dermatomycoses Drug Product Model Numbers, Pictures, Descriptions and Specifications
11.10.5 Viamet Pharmaceuticals Inc recent Developments
11.11 Vyome Biosciences Pvt Ltd
11.11.1 Vyome Biosciences Pvt Ltd Corporation Information
11.11.2 Vyome Biosciences Pvt Ltd Overview
11.11.3 Vyome Biosciences Pvt Ltd Dermatomycoses Drug Sales, Price, Revenue and Gross Margin (2017-2022)
11.11.4 Vyome Biosciences Pvt Ltd Dermatomycoses Drug Product Model Numbers, Pictures, Descriptions and Specifications
11.11.5 Vyome Biosciences Pvt Ltd recent Developments
12 Industry Chain and Sales Channels Analysis
12.1 Dermatomycoses Drug Industry Chain Analysis
12.2 Dermatomycoses Drug Key Raw Materials
12.2.1 Key Raw Materials
12.2.2 Raw Materials Key Suppliers
12.3 Dermatomycoses Drug Production Mode & Process
12.4 Dermatomycoses Drug Sales and Marketing
12.4.1 Dermatomycoses Drug Sales Channels
12.4.2 Dermatomycoses Drug Distributors
12.5 Dermatomycoses Drug Customers
13 Market Drivers, Opportunities, Challenges and Risks Factors Analysis
13.1 Dermatomycoses Drug Industry Trends
13.2 Dermatomycoses Drug Market Drivers
13.3 Dermatomycoses Drug Market Challenges
13.4 Dermatomycoses Drug Market Restraints
14 Key Findings in The Global Dermatomycoses Drug Study
15.1 Research Methodology
15.1.1 Methodology/Research Approach
15.1.2 Data Source
15.2 Author Details
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