Tag Archive: york


Dewey to consider bankruptcy filing: source

Filed Under: Insurance News
May.19, 2012

By Nick Brown and Nate Raymond | NEWS.GNOM.ES – 

NEW YORK (NEWS.GNOM.ES) – Ailing law firm Dewey & LeBoeuf is considering a bankruptcy filing as new debtholders take a more aggressive track, shifting away from earlier attempts at an out-of-court liquidation, a person familiar with the matter said on Friday.

The majority of Dewey‘s partners have quit as a result of concerns about compensation, and $225 million in bank loans and bond debt.

Buyers of distressed debt who have acquired Dewey’s debt at a discount on the secondary market are more open to seeing the firm wound down in bankruptcy court rather than out of it, said the person, who requested anonymity because the information was not public.

With the emergence of new creditors, Dewey on Tuesday replaced restructuring adviser Development Specialists Inc. (DSI) with competitor Zolfo Cooper. Joff Mitchell, a senior managing director at Zolfo, is now Dewey’s chief restructuring officer, two people familiar with the situation said.

Bill Brandt, chief executive of DSI, confirmed that his firm’s involvement in the matter was coming to an end.

“Our firm is transitioning out,” Brandt said. “We’ve been replaced by Zolfo at the insistence of the debt holders. It now becomes a creditor-driven case.”

A bankruptcy filing is not certain, and the timing of any potential filing remains unclear. The firm has been consulting with restructuring lawyers since April at the latest, and has retained bankruptcy attorney Albert Togut of law firm Togut Segal & Segal.

Neither Stephen Horvath III, Dewey’s executive partner, nor Janis Meyer, its general counsel, responded to requests for comment. Mitchell and a spokesperson for Zolfo also did not respond to requests for comment.

Togut did not respond to a request for comment on Friday.

A spokesman for the firm’s primary bank lender, JPMorgan Chase & Co, declined to comment late on Friday.

Once one of the largest law firms in the United States, Dewey & LeBoeuf has lost all but a handful of the 300 partners with which it opened 2012. It has laid off 433 of 533 employees in New York, according to the New York State Labor Department.

Dewey’s debtholders have been selling their stakes during the firm’s downfall. As of May 3, bankruptcy analyst Kevin Starke of CRT Capital Group said Dewey’s $150 million in notes privately placed following a 2010 bond offering were trading at between 45 cents and 55 cents on the dollar on the secondary market.

The shift toward a possible bankruptcy filing would be a major change in direction. As recently as March 12, Martin Bienenstock, formerly a top bankruptcy partner at Dewey and an outgoing member of the firm’s office of the chairman, told the Wall Street Journal that the firm had “no plan to file a Chapter 11 bankruptcy.”

“We’ve had a completely non-adversarial relationship with our lenders, and right now the cash we’re using is the lender’s collateral,” he said at the time.

Bienenstock did not respond to a request for comment late on Friday. He was one of four members of Dewey’s top management team, the office of the chairman, to decamp to other firms in recent days, joining Proskauer Rose. The last member of that office, Washington, D.C., lobbyist L. Charles Landgraf, said he had joined Arnold & Porter on Wednesday.

Lawsuits are mounting against Dewey. The U.S. Pension Benefit Guaranty Corporation sued the firm Monday in Manhattan federal district court in order to take control of three of the firm’s pension plans, which the agency said were underfunded by $80 million.

Bankruptcies are often driven by creditors. On Wednesday, Annette Jarvis of Dorsey & Whitney, a bankruptcy lawyer who represents a group of 51 retired pension partners at Dewey predecessor LeBoeuf Lamb Greene & MacRae, said that in her view the firm “has to be put into a bankruptcy.”

Jarvis did not respond to a request for comment on Friday.

(Reporting By Nate Raymond and Nick Brown; Editing by Daniel Magnowski)

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Happy 70th Birthday, Taj Mahal!

Filed Under: Insurance News
May.16, 2012


NEW YORK, May 16, 2012 /NEWS.GNOM.ES/ — Legacy Recordings, the catalog division of Sony Music Entertainment, wishes the extraordinary blues innovator Taj Mahal a Happy 70th Birthday on May 17.

(Logo: http://photos.NEWS.GNOM.ES.com/prnh/20060130/LEGACYLOGO )

The label will celebrate the groundbreaking artist with a major catalog reissue project beginning with the release of the newly-curated The Hidden Treasures of Taj Mahal 1969-1973, an extraordinary two-disc collection of previously unreleased studio and live performances, available Tuesday August 21.

A two-disc sonic portrait chronicling the early stirrings of Taj Mahal‘s solo career, The Hidden Treasures of Taj Mahal 1969-1973 features two CDs comprised entirely of unreleased finished material.  The first disc debuts studio recordings from 1967-1973, while the second disc premieres a full-length live concert, recorded April 18, 1970 at the Royal Albert Hall in London (on a bill that included Santana).

The Hidden Treasures of Taj Mahal 1969-1973 is the first release in an ongoing catalog project which includes plans to release definitive editions of the artist’s entire Columbia Records catalog.

“Throughout my more than 40 years of recording, I have always been an outside-the-box composer/musician/performer and not always understood by the music industry, so it gives me a phenomenal amount of personal pleasure to have Sony/Legacy reissue my whole catalog of music!  This is fabulous news for the legions of fans who have always been unfailingly loyal to me and this music we’ve shared for the duration of a wonderful and (thank you very much) still on-going career of touring and playing live for fans around the world!,” said Taj Mahal.  “This excitement is amplified even more for everyone (me included) by the first-time release of an excellent live concert from Royal Albert Hall in London, England and an album of never before released studio musical gems! I’m thrilled that this music is finally coming to the light of day! So go for it babies! Listen and dance your (bleep) off to the music we love so much and glad there’s more where that came from! I made the music of my heart and y’all helped!!”

Born Henry St. Clair Fredericks, Jr. in Harlem, New York, on May 17, 1942, Taj Mahal has created an inimitable and enduring body of work, a bedrock blues flavored with strains of West Indian, Caribbean and African music with elements of jazz, rock and reggae flowing effortlessly through the mix.  A two-time Grammy winner, Taj Mahal opened the untapped potential of the Delta Blues, felt the connection to African soul and island rhythms, and became one of world music’s first proponents and champions.

The Hidden Treasures of Taj Mahal 1969-1973
track listing

CD 1 – Studio

1.   CHAINEY DO
2.   SWEET MAMA JANISSE  (February 1970, Criteria Recording Studios)
3.   YAN – NAH MAMA – LOO 
4.   TOMORROW MAY NOT BE YOUR DAY 
5.   I PITY THE POOR IMMIGRANT 
6.   JACOB’S LADDER 
7.   AIN’T GWINE WHISTLE DIXIE (ANY MO’) 
8.   SWEET MAMA JANISSE  (January 1971 Bearsville Recording Studios, Woodstock, NY)
9.   YOU AIN’T NO STREETWALKER, HONEY BUT I DO LOVE THE WAY YOU STRUT YOUR STUFF 
10. GOOD MORNING LITTLE SCHOOLGIRL 
11. SHADY GROVE 
12. BUTTER 

CD 2 – Royal Albert Hall

1.   RUNNIN BY THE RIVERSIDE
2.   JOHN, AIN’T IT HARD
3.   BAND INTRODUCTION
4.   SWEET MAMA JANISSE
5.   BIG FAT
6.   DIVING DUCK BLUES
7.   CHECKIN’ UP ON MY BABY
8.   OH SUSANNA
9.   BACON FAT
10. TOMORROW MAY NOT BE YOUR DAY

Recorded April 18, 1970 at The Royal Albert Hall, London
Original live recording produced by David Rubinson

ALL songs are previously UNRELEASED

SOURCE Legacy Recordings

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T26 Technology plant omzetverdubbeling in twee jaar dankzij CA Automation Suite for Clouds

Filed Under: Insurance News
May.16, 2012


Utrecht, Nederland en ISLANDIA, New York, May 16, 2012 /NEWS.GNOM.ES/ –

Deense MSP helpt klanten de levering van innovatieve en dynamische cloud-diensten te versnellen door geautomatiseerde levering, schaalbaarheid en beheer

T26 Technology, een Deense managed serviceprovider (MSP), gebruikt CA Automation Suite for Clouds van CA Technologies om bedrijven en overheidsinstellingen te helpen de levering van innovatieve en flexibele hybride cloud-services te versnellen.

Deense organisaties uit de publieke en private sector willen graag op cloud-diensten overstappen, maar handmatige leveringsvereisten en een toename van het aantal gefragmenteerde omgevingen kan de snelle ontwikkeling en implementatie van deze diensten in gevaar brengen en de terugverdientijd verlengen. Door standaardisatie op basis van CA Automation Suite for Clouds helpt T26 Technology organisaties om deze problemen aan te pakken, de lancering van cloud-diensten te versnellen en te profiteren van een flexibele en innovatieve infrastructuur.

Klanten kunnen de oplossing gebruiken om deze diensten automatisch te leveren en binnen de specifieke T26 Technology datacenteromgeving aan te passen en te beheren, zonder tussenkomst van IT-personeel. Deze benadering van CA Technologies Business Service Innovatie kan T26 Technology helpen om zijn doelstelling van omzetverdubbeling in de komende twee jaar te realiseren.

“CA Automation Suite for Clouds stelt ons in staat de self-service levering van virtuele en fysieke infrastructuur- en applicatiediensten voor onze klanten te automatiseren”, aldus Soeren Peters, commercieel directeur van T26 Technology. “Klanten hebben de flexibiliteit om innovatieve nieuwe diensten samen te stellen, te implementeren en naar behoefte aan te passen. Een van de belangrijkste voordelen is dat de informatie allemaal wordt gehost in onze datacenters in Denemarken, waarbij de zorgen van de klanten over de gegevensbeveiliging worden geminimaliseerd.”

Meer informatie: http://bit.ly/JhiEu7

Over CA Technologies

CA Technologies (NASDAQ: CA) is een IT-dienstverlener met expertise in alle IT-omgevingen – van mainframe en gedistribueerd tot virtueel en cloud. CA Technologies beheert en beveiligt IT-omgevingen en stelt klanten in staat flexibelere IT-diensten te leveren. De innovatieve producten en diensten van CA Technologies bieden het inzicht en beheer die voor IT-organisaties essentieel zijn om hun zakelijke flexibiliteit te verbeteren. De meerderheid van de Global Fortune 500 vertrouwt op CA Technologies voor het beheer van veranderende IT-ecosystemen. Ga naar CA Technologies op http://www.ca.com voor aanvullende informatie.

Copyright © 2012 CA. Alle rechten voorbehouden. One CA Plaza, Islandia, N.Y. 11749. Alle andere handelsmerken, handelsnamen, servicemerken en logo’s waarnaar hierin wordt verwezen, zijn eigendom van hun respectievelijke bedrijven.

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Analysis: Sharks circle McClendon’s Chesapeake

Filed Under: Car Insurance, Insurance News, Insurance Tips
May.14, 2012

By Anna Driver and Carrick Mollenkamp | NEWS.GNOM.ES – 

HOUSTON/NEW YORK (NEWS.GNOM.ES) – Chesapeake Energy Corp‘s increasing shift from bank loans to costly funding is raising fresh questions about how long the spigot of cash will remain open and whether the company can sell enough assets quickly enough to pay for day-to-day operations.

The company’s problems were brought into sharp focus Monday when CEO Aubrey McClendon, who has a reputation for scrambling to close financing deals, told skeptical stock and bond holders how his company will use a loan from Jefferies & Co. and Goldman Sachs to pay down a $4 billion loan commitment from banks.

While McClendon expressed confidence Chesapeake can find buyers for assets, the $3 billion loan announced on Friday evening was a sign that potential bidders were taking advantage of the company’s weakening liquidity and offering low-ball bids for assets.

“The way I look at is, I know they have some desirable assets,” Phil Weiss, analyst at Argus Research, said. “At some point, doesn’t the buyer on the other side of the table say ‘this company is in trouble, I’m going to hold out for better?’”

The company’s shares fell nearly 14 percent on Friday after Chesapeake said in a quarterly filing it would delay or cancel a production deal on oil-rich acreage in South Texas, a transaction that would have brought in $1 billion for the cash-starved company.

Seeking to reassure investors, the Oklahoma City, Oklahoma company said on Monday it is on track to close deals that will bring up to $11.5 billion this year, funds that are essential to closing a gap of around $9 billion. Shares closed up nearly 5 percent on Monday, but are down over 30 percent for the year.

While the loan provides some short-term relief, worries remain. Bond investors are nervous not only about future asset sales, which are effectively required by the new loan, but also about other new loans that may become secured ahead of the bonds, according to Alexander Diaz-Matos of New York credit-research firm Covenant Review LLC.

“I see this term loan today and I worry what is the next step,” said Diaz-Matos, a lawyer and expert in bond covenants. “The loan has a blanket protection against future secured debt,” Diaz-Matos said, noting that is the “top-line concern” for bond investors, “who don’t have meaningful protection against secured loans.”

“After reviewing Friday’s 10-Q, we believe the company’s financial footing has further deteriorated,” Sterne Agee analyst Tim Rezvan told his clients on Monday, noting the 5-year loan’s pricey 8.75 percent interest rate signaled desperation for cash.

Trading in Chesapeake debt securities was active with bonds maturing in 2020 being quoted around 91.50 cents and 92.50 cents on the dollar. On Friday, those bonds closed at 93.50 cents on the dollar, but not before starting the day around 97 cents on the dollar.

Investors increasingly are betting that Chesapeake’s stock will fall. Those investors, known as short sellers, seek to profit when they borrow shares and then sell them in the hope of buying them back at a lower price for a profit.

The percentage of shares outstanding on loan, which indicates the shares are being loaned to short sellers, has risen to 12.5 percent of shares outstanding from 3.3 percent at the beginning of the year, according to Markit Group.

Another indicator is the cost of insuring Chesapeake’s debt against potential default, which rose to its highest level in more than a year. Five-year credit default swaps widened by 52 basis points to about 804 basis points. That means it costs $804,000 a year for five years to insure $10 million of debt.

CDS prices have climbed more than 45 percent in the past 50 days, signaling sharply rising concerns about the company’s ability to service its debt.

Still, some noted McClendon’s past fund-raising prowess. “About the only thing you can say about Aubrey is he really knows how to raise money,” Mike Breard, oil analyst with Hodges Capital in Dallas, said.

TAPPED OUT?

Chesapeake’s recent misfortunes, which include NEWS.GNOM.ES’ revelation that McClendon has arranged to borrow more than $1 billion against well interests granted to him as a company perk and resulting regulatory probes, may give buyers an upper hand, analysts and investment bankers said.

The company’s major asset currently on the market is its 1.5 million acres of lease holdings in the oil-rich Permian basin, which has become one of the hottest exploration regions in North America in recent years.

It has also said it plans to find a joint venture partner in another liquids-rich region, the Mississippi Lime basin. It said it expects to close both deals in the third quarter.

“All of the divestitures are at risk,” said one investment banker who spoke on the condition of anonymity. “They’re all challenged. If you’re a buyer and you smell blood would you give full value?”

McClendon said in a conference call on Monday that the company opened its data room for the Permian basin acreage last week, and three possible buyers have already looked at the information. He said more than 10 companies have expressed interest in the assets.

Acreage in the Permian basin has become highly sought after in recent years, with deals bringing in as much as $17,000 an acre (0.4 hectare) for assets believed to be particularly oil heavy.

While Chesapeake has one of the largest land positions in the basin, bankers said some buyers were worried that the company’s lease holdings in the region are too gas heavy and spread out to fetch premium prices.

Chesapeake is hoping to bring in around $5 billion from the sale, according to two investment bankers working in the industry. But bankers said the company may have trouble reaching that number.

“It’s the most attractive asset on the face of it, and people are looking at it and saying, ‘We’re not sure how good it is, we’re not sure if we’re really interested,’” another banker said. “It will be a reasonable process. This is a core area for a lot of people. But if I were a buyer I’d be looking at it and saying this is a seller who needs to sell.”

Companies have not yet submitted bids for the assets. Still, given the price tag and that buyers may have to invest new capital in the properties to keep developing them, bids are likely to come from only large oil and gas companies, like Occidental Petroleum, Apache Corp and Marathon Oil.

Chesapeake has about 2 million acres in the Mississippi Line, a formation in northern Oklahoma and Kansas that contains natural gas and oil.

One challenge facing Chesapeake’s Mississippi Lime JV has been that some of its previous partnerships — especially in so-called dry gas regions — have turned sour.

For instance, Chesapeake signed a deal to sell 25 percent of its Fayetteville shale acreage to BP Plc in 2008. While Chesapeake later sold out of its side in the partnership, BP took a $393 million write down on the value of the assets in 2011.

“It’s been a pretty unsuccessful adventure for guys,” one investment banker said. “It accrues more value for Chesapeake than for its partners, so a lot of guys are reluctant to go into a JV with him.”

(Additional reporting by Michael Erman; Editing by Patricia Kranz and Leslie Gevirtz)

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CEO probe forces Best Buy founder out as chairman

Filed Under: Insurance News
May.14, 2012

NEW YORK (AP) — Best Buy said Monday its founder Richard Schulze is stepping down as chairman after an investigation found that he knew that the CEO was having a relationship with a female employee and failed to alert the audit committee.

The company also said that despite the fact that its audit committee found that then-CEO Brian Dunn violated company policy by having a ‘close personal relationship‘ with a female employee, he gets a severance package worth about $6.6 million.

Best Buy hired an outside law firm in March to investigate Dunn, who resigned in April. The committee found that Dunn’s relationship with a female employee that showed poor judgment. But they found he did not misuse company resources or company aircraft related to the relationship.

Still, the inquiry showed that Schulze, who has been with the company since its inception in 1966, acted inappropriately when he found out about the relationship. He is resigning and will be replaced by Hatim Tyabji, chairman of its audit committee.

Schulze will receive the title chairman emeritus, an honorary position, and serve out his term as director through June 13.

“In December, when the conduct of our then-CEO was brought to my attention, I confronted him with the allegations (which he denied), told him his conduct was totally unacceptable and contrary to Best Buy’s policies and everything I, and the company, stand for. I understand and accept the findings of the Audit Committee,” Schulze said in a statement.

Best Buy said in light of the findings it will review corporate policies and procedures. It will also recommend that shareholders approve a proposal requiring every director to stand for reelection on an annual basis.

Dunn was a 28-year company veteran who had been head of Best Buy since 2009 until he resigned in April after the board launched the investigation into his personal conduct. His severance package includes a 2012 bonus of $1.1 million, stock grants of $2.5 million, a severance payment of $2.9 million and more than $100,000 for unused vacation.

Best Buy shares fell 34 cents, or 1.7 percent, to $19.61 in morning trading after falling to $19.02 per share earlier in the session, its lowest level in more than three years.

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Dewey & LeBoeuf pension plans seized; faces lawsuit

Filed Under: Insurance News
May.11, 2012

By Nate Raymond | NEWS.GNOM.ES – 

NEW YORK (NEWS.GNOM.ES) – Regulators moved on Thursday to seize control of pension plans at Dewey & LeBoeuf, the latest sign of likely collapse at what was once a top U.S. law firm. Dewey also faced its first lawsuit over plans to fire hundreds of employees.

The Pension Benefit Guaranty Corporation said it would take responsibility for three pension plans covering 1,800 current and future retirees. The plans were underfunded by $80 million, it said.

Angelo Kakolyris, a spokesman for Dewey, declined to comment.

Dewey has been struggling for weeks with partner defections and debt. It has warned employees that it could close its doors and it has said that New York prosecutors are probing allegations of wrongdoing by its former chairman, Steven Davis. Davis has denied wrongdoing.

In its statement, the pensions regulator said it was stepping in to secure its ability “to collect against the firm’s affiliates that share funding responsibility for the pension plans.”

The announcement came the same day an employee sued Dewey for failing to provide adequate notice of layoffs. The firm is firing about 450 people in its New York office effective Friday, according to the lawsuit.

The lawsuit was filed by Vittoria Conn, a worker in Dewey’s document production department, who said the company owes her 60 days of pay because it failed to give adequate notice.

The lawsuit sought class-action status for others laid off by the company. Dewey “terminated approximately 450 employees at its (New York office) on or about May 7, 2012, effective on or about May 11,” the lawsuit said.

The action was brought in federal court in New York under federal and state laws that require employers to give 60 to 90 days’ notice before mass layoffs. Conn said she was notified Monday that her last day would be Friday.

While it was not known how many people Dewey employs in New York, the 450 layoffs would likely be a big chunk of its workforce in the city, and provided an indication of how fast the firm was unraveling. Spokespeople for the firm have declined to say how many employees will lose their jobs.

In 2011, Dewey employed 1,040 lawyers worldwide, according to an annual survey by the National Law Journal, a legal publication. More than 180 of its roughly 300 partners have announced they have left or will leave since the firm’s troubles began. On Wednesday, two of the firm’s top leaders, Jeffrey Kessler and Richard Shutran, said they would leave Dewey & LeBoeuf for other firms.

But it is employees and junior lawyers who face the toughest times in a job market still recovering from the recent U.S. recession, experts said.

“When it comes to associates and non attorney staff, those are the people I really feel for because they’re going to have a much harder time getting work,” said Kent Zimmermann, a legal consultant at the Zeughauser Group.

(Reporting by Nate Raymond; Editing by Richard Pullin)

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Government Job Cuts in a Recession: ‘Unprecedented’?

Filed Under: Insurance News
May.10, 2012

ARCHIVES

In a speech Tuesday at the State University of New York at Albany, President Obama said his efforts to put Americans back to work and end the recession have been hampered by the fact that governments at every level — state, local and federal — haven’t been adding jobs. That, he argued, was not the case in previous recessions:

And it’s worth noting, by the way — this is just a little aside — after there was a recession under Ronald Reagan, government employment went way up. It went up after the recessions under the first George Bush and the second George Bush. So each time there was a recession with a Republican president, compensated — we compensated by making sure that government didn’t see a drastic reduction in employment.

The only time government employment has gone down during a recession has been under me. So I make that point just so you don’t buy into this whole bloated government argument that you hear.

The folks at Politifact beg to differ with the president’s characterization. In an analysis of his remarks, they note that during the double-dip recession of 1980-82, much of which occurred under the Reagan administration, government employment fell by 224,000 workers, or about 1.3 percent. And in fact, during the recent recession, which started in Dec. 2007 and officially ended in June 2009, government employment actually increased.

But Obama appears to actually be talking about recoveries, especially the period shortly after a recession technically ends, but things are tenuous in the economy. Still, even taking that into consideration, his characterization isn’t accurate. During the 1980-82 recession, it took until August 1984 — 21 months after the end of the recession — for government employment to reach its pre-recession level. The recovery already was well underway by the time the pace picked up on government hiring.

The lack of hiring by governments at all levels isn’t helping this recovery pick up speed. But it’s not the first time that’s been the case. 

Tom Shoop is vice president and editor in chief at Government Executive Media Group, where he oversees both print and online editorial operations. He started as associate editor of Government Executive magazine in 1989; launched the company’s flagship website, GovExec.com, in 1996; and was named editor in chief in 2007.

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Orphan Diseases Therapeutics in Oncology to 2018 – Strongly Diversified Developmental Pipelines Indicate Long-Term Growth Potential despite…

Filed Under: Insurance News
May.10, 2012


NEW YORK, May 10, 2012  /NEWS.GNOM.ES/ — Reportlinker.com announces that a new market research report is available in its catalogue:

-Scope-of-Current-Late-Stage-Molecules.html#utm_source=NEWS.GNOM.ES&utm_medium=pr&utm_campaign=Therapy title=’Orphan Diseases Therapeutics in Oncology to 2018 – Strongly Diversified Developmental Pipelines Indicate Long-Term Growth Potential despite Moderate Scope of Current Late Stage Molecules’>Orphan Diseases Therapeutics in Oncology to 2018 – Strongly Diversified Developmental Pipelines Indicate Long-Term Growth Potential despite Moderate Scope of Current Late Stage Molecules

http://www.reportlinker.com/p0850352/Orphan-Diseases-Therapeutics-in-Oncology-to-2018—Strongly-Diversified-Developmental-Pipelines-Indicate-Long-Term-Growth-Potential-despite-Moderate-

-Scope

-of-Current-Late-Stage-Molecules.html#utm_source=NEWS.GNOM.ES&utm_medium=pr&utm_campaign=Therapy

Orphan Diseases Therapeutics in Oncology to 2018 – Strongly Diversified Developmental Pipelines Indicate Long-Term Growth Potential despite Moderate Scope of Current Late Stage Molecules

Summary
GBI Research, the leading business intelligence provider, has released its latest research “Orphan Diseases Therapeutics in Oncology to 2018 – Strongly Diversified Developmental Pipelines Indicate Long-Term Growth Potential despite Moderate Scope of Current Late Stage Molecules”, which provides insights into the Oncology orphan disease therapeutics market until 2018. The report is built using data and information sourced from proprietary databases, primary and secondary research and in-house analysis by GBI Research’s team of industry experts. The report provides an in-depth analysis of pancreatic cancer, ovarian cancer, multiple myeloma, acute myeloid leukemia as well as Hodgkin lymphoma in the last seven years as well as throughout the forecast period until 2018. The report examines the global orphan diseases therapeutics in Oncology usage patterns. It includes the geographical distribution of pancreatic cancer, ovarian cancer, multiple myeloma, acute myeloid leukemia and Hodgkin lymphoma markets across the US, the top five European countries and in Japan. The report also includes insights into the orphan diseases therapeutics in Oncology Research and Development (R&D) product pipeline and explores the competitive landscape, including major players in the Oncology orphan disease therapeutics market. Finally, the report includes an analysis of Mergers and Acquisitions (M&A) as well as co-development and licensing deals that took place in the orphan diseases therapeutics in Oncology market in the last seven years.

GBI Research’s analysis shows that the overall global Oncology orphan disease market is expected to grow at a significant compound annual growth rate (CAGR) of 3.3% from $4.9 billion 2010 to $6.4 billion in 2018 in the US, the top five European countries and Japan. This growth follows a higher CAGR of 7.4% between 2004 and 2010. Although the aggregate market revenues have been and are expected to grow consistently between 2004 and 2018, the individual therapeutic markets for the orphan cancer indications exhibit much more differentiated and diversified dynamics. The therapeutic market for pancreatic cancer is expected to decline substantially, but to recover towards the end of the forecast period. The ovarian cancer and multiple myeloma therapeutic markets are expected to grow at a very moderate CAGR over the forecast period due to important patent expiries in the multiple myeloma market. The acute myeloid leukemia and Hodgkin lymphoma therapeutic markets are expected to grow at significant and very high CAGRs in the forecast period, respectively. Similarly differentiated dynamics have been identified in the annual costs of therapy in these therapeutic markets.

Scope

- Data and analysis on the orphan diseases therapeutics in oncology market in the leading geographies of the world – the US, the UK, Germany, France, Italy, Spain and Japan.- Annualized market data for the orphan diseases therapeutics in oncology market from 2004 to 2010, with forecasts to 2018.- Market data on the geographical landscape and therapeutic landscape, including market size, annual cost of therapy, sales volume and treatment usage patterns such as disease population, diagnosis population and prescription population.- Key drivers and restraints that have had a significant impact on the market.- The competitive landscape of the global market including top companies benchmarking. The key companies studied in this report are Celgene Corporation, Genentech, Inc, Amgen, Eli Lilly and Company, Takeda.- Key M&A activities, co-development and licensing agreements that took place between 2004 and 2011 in the orphan diseases therapeutics in oncology market.

Reasons to buy

- Align your product portfolio to the markets with high growth potential.- Build effective strategies to launch their pipeline products by identifying potential geographies.- Exploit in-licensing and out-licensing opportunities by identifying products that might fill their portfolio gaps.- Develop key strategic initiatives by studying the key strategies of top competitors.- Create a more tailored country strategy through the understanding of key drivers and barriers and market potential of each indication.- Develop market entry and market expansion strategies by identifying the geographic markets poised for strong growth.- Reinforce R&D pipelines by identifying new target mechanisms which can produce first-in-class molecules which are safer and more efficacious.1 Table of Contents1 Table of Contents 41.1 List of Tables 71.2 List of Figures 92 Orphan Diseases Therapeutics in Oncology – Introduction 112.1 Introduction 112.2 Introduction to Cancer Etiology 112.3 Drug Classes and their Mechanisms of Action in the Treatment of Cancer 122.4 GBI Research Report Guidance 143 Orphan Diseases Therapeutics in Oncology – Market Overview 153.1 Revenues 153.2 Annual Cost of Therapy 163.3 Treatment Usage Pattern 173.3.1 Diseased Population 183.3.2 Diagnosed Population 183.3.3 Prescription Population 184 Orphan Diseases Therapeutics in Oncology – Geographical Landscape 194.1 Introduction 194.2 The US 194.2.1 Sales Revenues 194.2.2 ACT 214.2.3 Treatment Usage Patterns 224.3 Top Five Countries of Europe 244.3.1 Sales Revenues 244.3.2 ACT 264.3.3 Treatment Usage Patterns 274.4 Japan 294.4.1 Sales Revenues 294.4.2 ACT 304.4.3 Treatment Usage Patterns 315 Orphan Diseases Therapeutics in Oncology – Therapeutic Landscape 335.1 Pancreatic Cancer Therapeutics Market 335.1.1 Introduction 335.1.2 Sales Revenues 345.1.3 ACT 365.1.4 Treatment Usage Patterns 375.1.5 Marketed Products 385.1.6 Drivers and Barriers in the Pancreatic Cancer Therapeutics Market 395.2 Ovarian Cancer Therapeutics Market 415.2.1 Introduction 415.2.2 Sales Revenues 425.2.3 ACT 435.2.4 Treatment Usage Patterns 445.2.5 Marketed Products 455.2.6 Drivers and Barriers in the Ovarian Cancer Therapeutics Market 465.3 Multiple Myeloma Therapeutics Market 475.3.1 Introduction 475.3.2 Sales Revenues 495.3.3 ACT 505.3.4 Treatment Usage Patterns 515.3.5 Marketed Products 525.3.6 Drivers and Barriers in the Multiple Myeloma Therapeutics Market 545.4 Acute Myeloid Leukemia Therapeutics Market 555.4.1 Introduction 555.4.2 Sales Revenues 575.4.3 ACT 585.4.4 Treatment Usage Patterns 595.4.5 Marketed Products 605.4.6 Drivers and Barriers in the Acute Myeloid Leukemia Therapeutics Market 615.5 Hodgkin Lymphoma Therapeutics Market 625.5.1 Introduction 625.5.2 Sales Revenues 645.5.3 ACT 655.5.4 Treatment Usage Pattern 665.5.5 Marketed Products 675.5.6 Drivers and Barriers in the Hodgkin Lymphoma Therapeutic Market 686 Orphan Diseases Therapeutics in Oncology – Pipeline Analysis 706.1 Introduction 706.2 R&D Pipeline for Pancreatic Cancer 716.2.1 Phase III 726.2.2 Phase II 726.2.3 Phase I 736.2.4 IND Filed 746.2.5 Preclinical 756.2.6 Discovery 776.2.7 Trends in the Pancreatic Cancer Developmental Pipeline 776.2.8 Promising Pipeline Molecules 786.3 R&D Pipeline for Ovarian Cancer 796.3.1 Phase III 806.3.2 Phase II 816.3.3 Phase I 836.3.4 Preclinical 846.3.5 Discovery 856.3.6 Trends in the Ovarian Cancer Developmental Pipeline 856.3.7 Promising Pipeline Molecules 866.4 R&D Pipeline for Multiple Myeloma 876.4.1 Phase III 886.4.2 Phase II 886.4.3 Phase I 906.4.4 Preclinical 916.4.5 Trends in the Multiple Myeloma Developmental Pipeline 926.4.6 Promising Pipeline Molecules 936.5 R&D Pipeline for Acute Myeloid Leukemia 946.5.1 Phase III 956.5.2 Phase II 956.5.3 Phase I 976.5.4 Preclinical 986.5.5 Discovery 986.5.6 Trends in the Acute Myeloid Leukemia Developmental Pipeline 996.5.7 Promising Pipeline Molecules 1006.6 R&D Pipeline for Hodgkin Lymphoma 1006.6.1 NDA Filed 1016.6.2 Phase III 1016.6.3 Phase II 1016.6.4 Phase I 1026.6.5 Trends in the Hodgkin Lymphoma Developmental Pipeline 1026.6.6 Promising Pipeline Molecules 1037 Orphan Diseases Therapeutics in Oncology Therapeutics Market – Competitive Landscape 1047.1 Celgene Corporation 1047.1.1 SWOT Analysis 1047.2 Genentech, Inc. 1057.2.1 SWOT Analysis 1057.3 Amgen, Inc. 1067.3.1 SWOT Analysis 1067.4 Eli Lilly and Company 1077.4.1 SWOT Analysis 1077.5 Takeda Pharmaceutical Company Ltd. 1087.5.1 SWOT Analysis 1088 Orphan Diseases Therapeutics in Oncology – M&A, Licensing and Co-Development Landscape 1098.1 Overview 1098.2 M&A Landscape 1098.2.1 M&A Deals by Year 1098.2.2 M&A Deals by Geography 1108.2.3 M&A Deals by Value 1118.2.4 M&A Deals by Deal Type 1128.2.5 Major M&A Deals 1128.3 R&D Licensing Agreements 1148.3.1 Deals by Year 1148.3.2 Deals by Geography 1158.3.3 Deals by Value 1168.3.4 Major Licensing Agreements 1178.4 Co-Development Agreements 1198.4.1 Deals by Year 1198.4.2 Deals by Geography 1208.4.3 Deals by Value 1218.4.4 Major Co-Development Agreements 1229 Orphan Diseases Therapeutics in Oncology – Appendix 1239.1 Market Definitions 1239.2 Abbreviations 1239.3 Sources 1249.4 Research Methodology 1249.4.1 Coverage 1249.4.2 Secondary Research 1249.4.3 Primary Research 1259.4.4 Therapeutic Landscape 1259.4.5 Geographical Landscape 1289.4.6 Pipeline Analysis 1289.4.7 Competitive Landscape 1289.4.8 Expert Panel Validation 1289.5 Contact Us 1289.6 Disclaimer 128

1.1 List of Tables

Table 1: Orphan Diseases Therapeutics in Oncology, Global, Revenue ($m), 2004-2010 15Table 2: Orphan Diseases Therapeutics in Oncology, Global, Revenue Forecast ($m), 2010-2018 15Table 3: Orphan Diseases Therapeutics in Oncology, Global, ACT ($), 2004-2010 16Table 4: Orphan Diseases Therapeutics in Oncology, Global, ACT ($), 2010-2018 16Table 5: Orphan Diseases Therapeutics in Oncology, Global, Treatment Usage Pattern, 2004-2010 17Table 6: Orphan Diseases Therapeutics in Oncology, Global, Treatment Usage Pattern, 2010-2018 18Table 7: Orphan Diseases Therapeutics in Oncology, The US, Revenue ($m), 2004-2010 20Table 8: Orphan Diseases Therapeutics in Oncology, The US, Revenue Forecast ($m), 2010-2018 20Table 9: Orphan Diseases Therapeutics in Oncology, The US, ACT ($), 2004-2010 21Table 10: Orphan Diseases Therapeutics in Oncology, The US, ACT ($), 2010-2018 21Table 11: Orphan Diseases Therapeutics in Oncology, The US, Treatment Usage Pattern, 2004-2010 22Table 12: Orphan Diseases Therapeutics in Oncology, The US, Treatment Usage Pattern, 2010-2018 23Table 13: Orphan Diseases Therapeutics in Oncology, Top Five Countries of Europe, Revenue ($m), 2004-2010 24Table 14: Orphan Diseases Therapeutics in Oncology, Top Five Countries of Europe, Revenue Forecasts ($m), 2010-2018 25Table 15: Orphan Diseases Therapeutics in Oncology, Top Five Countries of Europe, ACT ($), 2004-2010 26Table 16: Orphan Diseases Therapeutics in Oncology, Top Five Countries of Europe, ACT ($), 2010-2018 26Table 17: Orphan Diseases Therapeutics in Oncology, Top Five Countries of Europe, Treatment Usage Pattern, 2004-2010 27Table 18: Orphan Diseases Therapeutics in Oncology, Top Five Countries of Europe, Treatment Usage Pattern, 2010-2018 28Table 19: Orphan Diseases Therapeutics in Oncology, Japan, Revenue ($m), 2004-2010 29Table 20: Orphan Diseases Therapeutics in Oncology, Japan, Revenue Forecast ($m), 2010-2018 29Table 21: Orphan Diseases Therapeutics in Oncology, Japan, ACT ($), 2004-2010 30Table 22: Orphan Diseases Therapeutics in Oncology, Japan, ACT ($), 2010-2018 30Table 23: Orphan Diseases Therapeutics in Oncology, Japan, Treatment Usage Pattern, 2004-2010 31Table 24: Orphan Diseases Therapeutics in Oncology, Japan, Treatment Usage Pattern, 2010-2018 32Table 25: Pancreatic Cancer Therapeutics Market, Global, Revenue ($m), 2004-2010 35Table 26: Pancreatic Cancer Therapeutics Market, Global, Revenue Forecast ($m), 2010-2018 35Table 27: Pancreatic Cancer Therapeutics Market, Global, ACT ($), 2004-2010 36Table 28: Pancreatic Cancer Therapeutics Market, Global, ACT ($), 2010-2018 36Table 29: Pancreatic Cancer Therapeutics Market, Global, Treatment Usage Pattern (’000), 2004-2010 37Table 30: Pancreatic Cancer Therapeutics Market, Global, Treatment Usage Pattern (’000), 2010-2018 37Table 31: Ovarian Cancer Therapeutics Market, Global, Revenue ($m), 2004-2010 42Table 32: Ovarian Cancer Therapeutics Market, Global, Revenue Forecast ($m), 2010-2018 42Table 33: Ovarian Cancer Therapeutics Market, Global, ACT ($), 2004-2010 43Table 34: Ovarian Cancer Therapeutics Market, Global, ACT ($), 2010-2018 43Table 35: Ovarian Cancer Therapeutics Market, Global, Treatment Usage Pattern (’000), 2004-2010 44Table 36: Ovarian Cancer Therapeutics Market, Global, Treatment Usage Pattern (’000), 2010-2018 45Table 37: Multiple Myeloma Therapeutics Market, Global, Revenue ($m), 2004-2010 49Table 38: Multiple Myeloma Therapeutics Market, Global, Revenue Forecast ($m), 2010-2018 49Table 39: Multiple Myeloma Therapeutics Market, Global, ACT ($), 2004-2010 50Table 40: Multiple Myeloma Therapeutics Market, Global, ACT ($), 2010-2018 50Table 41: Multiple Myeloma Therapeutics Market, Global, Treatment Usage Pattern (’000), 2004-2010 51Table 42: Multiple Myeloma Therapeutics Market, Global, Treatment Usage Pattern (’000), 2010-2018 52Table 43: Acute Myeloid Leukemia Therapeutics Market, Global, Revenue ($m), 2004-2010 57Table 44: Acute Myeloid Leukemia Therapeutics Market, Global, Revenue Forecast ($m), 2004-2018 57Table 45: Acute Myeloid Leukemia Therapeutics Market, Global, ACT ($), 2004-2010 58Table 46: Acute Myeloid Leukemia Therapeutics Market, Global, ACT ($), 2010-2018 58Table 47: Acute Myeloid Leukemia Therapeutics Market, Global, Treatment Usage Pattern, 2004-2010 59Table 48: Acute Myeloid Leukemia Therapeutics Market, Global, Treatment Usage Pattern (’000), 2010-2018 60Table 49: Hodgkin Lymphoma Therapeutics Market, Global, Revenue ($m), 2004-2010 64Table 50: Hodgkin Lymphoma Therapeutics Market, Global, Revenue Forecast ($m), 2010-2018 64Table 51: Hodgkin Lymphoma Therapeutics Market, Global, ACT ($), 2004-2010 65Table 52: Hodgkin Lymphoma Therapeutics Market, Global, ACT ($), 2010-2018 65Table 53: Hodgkin Lymphoma Therapeutics Market, Global, Treatment Usage Pattern (’000), 2004-2010 66Table 54: Hodgkin Lymphoma Therapeutics Market, Global, Treatment Usage Pattern (’000), 2010-2018 66Table 55: Orphan Diseases Therapeutics in Oncology, Pipeline Analysis, Number of Lead Compounds by Indication, 2011 71Table 56: Pancreatic Cancer Therapeutics Market, Global, Product Pipeline, Phase III, 2011 72Table 57: Pancreatic Cancer Therapeutics Market, Global, Product Pipeline, Phase II, 2011 72Table 58: Pancreatic Cancer Therapeutics Market, Global, Product Pipeline, Phase I, 2011 73Table 59: Pancreatic Cancer Therapeutics Market, Global, Product Pipeline, IND Filed, 2011 74Table 60: Pancreatic Cancer Therapeutics Market, Global, Product Pipeline, Preclinical, 2011 75Table 61: Pancreatic Cancer Therapeutics Market, Global, Product Pipeline, Discovery, 2011 77Table 62: Ovarian Cancer Therapeutics Market, Global, Product Pipeline, Phase III, 2011 80Table 63: Ovarian Cancer Therapeutics Market, Global, Product Pipeline, Phase II, 2011 81Table 64: Ovarian Cancer Therapeutics Market, Global, Product Pipeline, Phase I, 2011 83Table 65: Ovarian Cancer Therapeutics Market, Global, Product Pipeline, Preclinical, 2011 84Table 66: Ovarian Cancer Therapeutics Market, Global, Product Pipeline, Discovery, 2011 85Table 67: Multiple Myeloma Therapeutics Market, Global, Product Pipeline, Phase III, 2011 88Table 68: Multiple Myeloma Therapeutics Market, Global, Product Pipeline, Phase II, 2011 88Table 69: Multiple Myeloma Therapeutics Market, Global, Product Pipeline, Phase I, 2011 90Table 70: Multiple Myeloma Therapeutics Market, Global, Product Pipeline, Preclinical, 2011 91Table 71: Acute Myeloid Leukemia Therapeutics Market, Global, Product Pipeline, Phase III, 2011 95Table 72: Acute Myeloid Leukemia Therapeutics Market, Global, Product Pipeline, Phase II, 2011 95Table 73: Acute Myeloid Leukemia Therapeutics Market, Global, Product Pipeline, Phase I, 2011 97Table 74: Acute Myeloid Leukemia Therapeutics Market, Global, Product Pipeline, Preclinical, 2011 98Table 75: Acute Myeloid Leukemia Therapeutics Market, Global, Product Pipeline, Discovery, 2011 98Table 76: Hodgkin Lymphoma Therapeutics Market, Global, Product Pipeline, NDA Filed, 2011 101Table 77: Hodgkin Lymphoma Therapeutics Market, Global, Product Pipeline, Phase III, 2011 101Table 78: Hodgkin Lymphoma Therapeutics Market, Global, Product Pipeline, Phase II, 2011 101Table 79: Hodgkin Lymphoma Therapeutics Market, Global, Product Pipeline, Phase I, 2011 102

1.2 List of Figures

Figure 1: Orphan Diseases Therapeutics in Oncology, Global, Revenue ($m), 2004-2018 15Figure 2: Orphan Diseases Therapeutics in Oncology, Global, ACT ($), 2004-2018 16Figure 3: Orphan Diseases Therapeutics in Oncology, Global, Treatment Usage Pattern, 2004-2018 17Figure 4: Orphan Diseases Therapeutics in Oncology, The US, Revenue ($m), 2004-2018 20Figure 5: Orphan Diseases Therapeutics in Oncology, The US, ACT ($), 2004-2018 21Figure 6: Orphan Diseases Therapeutics in Oncology, The US, Treatment Usage Pattern, 2004-2018 22Figure 7: Orphan Diseases Therapeutics in Oncology, Top Five Countries of Europe, Revenue ($m), 2004-2018 24Figure 8: Orphan Diseases Therapeutics in Oncology, Top Five Countries of Europe, ACT ($), 2004-2018 26Figure 9: Orphan Diseases Therapeutics in Oncology, Top Five Countries of Europe, Treatment Usage Pattern, 2004-2018 27Figure 10: Orphan Diseases Therapeutics in Oncology, Japan, Revenue ($m), 2004-2018 29Figure 11: Orphan Diseases Therapeutics in Oncology, Japan, ACT ($), 2004-2018 30Figure 12: Orphan Diseases Therapeutics in Oncology, Japan, Treatment Usage Pattern (’000), 2004-2018 31Figure 13: Pancreatic Cancer Therapeutics Market, Global, Revenue ($m), 2004-2018 34Figure 14: Pancreatic Cancer Therapeutics Market, Global, ACT ($), 2004-2018 36Figure 15: Pancreatic Cancer Therapeutics Market, Global, Treatment Usage Pattern (’000), 2004-2018 37Figure 16: Pancreatic Cancer Therapeutics Market, Drivers and Barriers 39Figure 17: Ovarian Cancer Therapeutics Market, Global, Revenue ($m), 2004-2018 42Figure 18: Ovarian Cancer Therapeutics Market, Global, ACT ($), 2004-2018 43Figure 19: Ovarian Cancer Therapeutics Market, Global, Treatment Usage Pattern (’000), 2004-2018 44Figure 20: Ovarian Cancer Therapeutics Market, Drivers and Barriers 46Figure 21: Multiple Myeloma Therapeutics Market, Global, Revenue ($m), 2004-2018 49Figure 22: Multiple Myeloma Therapeutics Market, Global, ACT ($), 2004-2018 50Figure 23: Multiple Myeloma Therapeutics Market, Global, Treatment Usage Pattern (’000), 2004-2018 51Figure 24: Multiple Myeloma Therapeutics Market, Drivers and Barriers 54Figure 25: Acute Myeloid Leukemia Therapeutics Market, Global, Revenue ($m), 2004-2018 57Figure 26: Acute Myeloid Leukemia Therapeutics Market, Global, ACT ($), 2004-2018 58Figure 27: Acute Myeloid Leukemia Therapeutics Market, Global, Treatment Usage Pattern (’000), 2004-2018 59Figure 28: Acute Myeloid Leukemia Therapeutics Market, Drivers and Barriers 61Figure 29: Hodgkin Lymphoma Therapeutics Market, Global, Revenue ($m), 2004-2018 64Figure 30: Hodgkin Lymphoma Therapeutics Market, Global, ACT ($), 2004-2018 65Figure 31: Hodgkin Lymphoma Therapeutics Market, Global, Treatment Usage Pattern (’000), 2004-2018 66Figure 32: Hodgkin Lymphoma Therapeutics Market, Drivers and Barriers 68Figure 33: Pancreatic Cancer Therapeutics Market, Global, R&D Pipeline by Stage of Development, %, 2011 71Figure 34: Pancreatic Cancer Therapeutics Market, Pipeline Molecules by Mechanism of Action, 2011 77Figure 35: Ovarian Cancer Therapeutics Market, Global, R&D Pipeline by Stage of Development, %, 2011 79Figure 36: Ovarian Cancer Therapeutics Market, Pipeline Molecules by Mechanism of Action, 2011 85Figure 37: Multiple Myeloma Therapeutics Market, Global, R&D Pipeline by Stage of Development, %, 2011 87Figure 38: Multiple Myeloma Therapeutics Market, Pipeline Molecules by Mechanism of Action, 2011 92Figure 39: Acute Myeloid Leukemia Therapeutics Market, Global, R&D Pipeline by Stage of Development , %, 2011 94Figure 40: Acute Myeloid Leukemia Therapeutic Market, Pipeline Molecules by Mechanism of Action, 2011 99Figure 41: Hodgkin Lymphoma Therapeutics Market, Global, R&D Pipeline by Stage of Development, %, 2011 100Figure 42: Hodgkin Lymphoma Therapeutic Market, Pipeline Molecules by Mechanism of Action, 2011 102Figure 43: Orphan Diseases Therapeutics in Oncology, Global, SWOT, Celgene Corporation 104Figure 44: Orphan Diseases Therapeutics in Oncology, Global, SWOT, Genentech 105Figure 45: Orphan Diseases Therapeutics in Oncology, Global, SWOT, Amgen 106Figure 46: Orphan Diseases Therapeutics in Oncology, Global, SWOT, Eli Lilly and Company 107Figure 47: Orphan Diseases Therapeutics in Oncology, Global, SWOT, Takeda Pharmaceutical 108Figure 48: Orphan Diseases Therapeutics in Oncology, Global, M&A by Year, 2005-2011 109Figure 49: Orphan Diseases Therapeutics in Oncology, Global, M&A by Geography, 2005-2011 110Figure 50: Orphan Diseases Therapeutics in Oncology, Global, M&A by Value, 2005-2011 111Figure 51: Orphan Diseases Therapeutics in Oncology, Global, M&A by Deal Type, 2005-2011 112Figure 52: Orphan Diseases Therapeutics in Oncology, Global, Licensing Agreements by Year, 2005-2011 114Figure 53: Orphan Diseases Therapeutics in Oncology, Global, Licensing Agreements by Region, 2005-2011 115Figure 54: Orphan Diseases Therapeutics in Oncology, Global, Licensing Agreements by Value, 2005-2011 116Figure 55: Orphan Diseases Therapeutics in Oncology, Global, Co-Development Agreements by Year, 2005-2011 119Figure 56: Orphan Diseases Therapeutics in Oncology, Global, Co-Development Agreements by Region, 2005-2011 120Figure 57: Orphan Diseases Therapeutics in Oncology, Global, Co-Development Agreements by Region, 2005-2011 121Figure 58: GBI Research Market Forecasting Model 127

Companies mentioned

Celgene Corporation

Genentech, Inc.

Amgen, Inc.

Eli Lilly and Company

Takeda Pharmaceutical Company Ltd.

To order this report:Therapy Industry: -Scope-of-Current-Late-Stage-Molecules.html#utm_source=NEWS.GNOM.ES&utm_medium=pr&utm_campaign=Therapy title=’Orphan Diseases Therapeutics in Oncology to 2018 – Strongly Diversified Developmental Pipelines Indicate Long-Term Growth Potential despite Moderate Scope of Current Late Stage Molecules’>Orphan Diseases Therapeutics in Oncology to 2018 – Strongly Diversified Developmental Pipelines Indicate Long-Term Growth Potential despite Moderate Scope of Current Late Stage Molecules

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In-Car Entertainment (Infotainment) ICE System Market – Global Forecast & Analysis by OEM & Aftermarket (2011 – 2016)

Filed Under: Insurance News
May.10, 2012


NEW YORK, May 10, 2012 /NEWS.GNOM.ES/ — Reportlinker.com announces that a new market research report is available in its catalogue:

In-Car Entertainment (Infotainment) ICE System Market – Global Forecast & Analysis by OEM & Aftermarket (2011 – 2016)

http://www.reportlinker.com/p0850779/In-Car-Entertainment-Infotainment-ICE-System-Market—Global-Forecast–Analysis-by-OEM–Aftermarket-2011-–-2016.html#utm_source=NEWS.GNOM.ES&utm_medium=pr&utm_campaign=Auto_Electronic_and_Electric_Equipment

Conventional car entertainment was redefined by Entertainment (ICE) & Information system by having offered digital and internet radio. These radios offered unlimited music to customer from the external world. Before Entertainment & Information system entered the market, navigation system like Global Positioning System (GPS) was available to customer as an independent product. By integrating navigation system in ICE solution, the system, as a whole, has become all the more valuable. In-Car Entertainment & Information initially being an integral part of luxury cars is now emerging as a differentiable factor for the mid-segment cars. In-Car Entertainment & Information systems offer both entertainment and information services. Such a system replaces multiple products and offers enhanced user experience to the customer.

In Car Entertainment systems have been featured TV shows such as MTV’s Pimp My Ride. In Car Entertainment has been become more widely available due to reduced costs of devices such as LCD screen/monitors, and the reducing cost to the consumer of the converging media playable technologies. Single hardware units are capable of playing CD, MP3, WMA, DVD. The term “car audio” is included in the term ICE, but “In Car Entertainment” can refer to video, games or GPS automotive navigation system as well, hence the difference.

The report deals with the current scenario of the ICE market. ICE started from the products like radio. The other products such as multi track sound systems and navigation system were the latest additions to it. Now these products are integrated into one and termed as an ICE solution. It offers all the features like internet connectivity, navigation services, and communication applications like making and receiving calls via smart phone integration. The complete journey includes the various phases like introducing new products and revamping the existing one.

Traditionally, auto products are being sold through OEM and aftermarket. Like the other products, aftermarket plays an important role in sale of Entertainment & Information solutions. However, Entertainment (ICE) & Information products are likely sell more through OEM than aftermarket.

The report contains a detailed outline of the market related to ICE product and its applications. The report also highlights the future products (features likely to introduce in future) in Entertainment (ICE) & Information solution. Geographical segmentation of the ICE market into North America, Europe, Asia-Pacific, and Rest of the World has also been covered.

The ICE market is in the introduction phase and has a limited market size, but is expected to grow at higher rates like 29.9% and 29.3% in 2011 and 2012 respectively. Based on the present economic conditions and the optimistic future conditions, the overall market is expected to grow at a CAGR of 12.1% from 2011 to 2016.

Some of the prominent players of ICE System are Harman International (U.S.), Pioneer (Japan), JVC-Kenwood (Japan), Deplhi (Japan), Denso (Japan), Alpine (Japan) and Bosch (Germany). Some of navigation system and service providers are TomTom (The Netherlands) and Garmin (U.S.) Some of software (Platform) developers include Intel (U.S.), KPIT (India), Luxoft (Russia), and Nuance (U.S.) Some of ICE service providers are Aha – Harman (U.S.), and Meego (U.S.).

Scope of the report
This In-Car Entertainment & Information System market research report categorizes the global ICE system market on the basis of them being used in different products, applications, geographical analysis; forecasting revenue, and analyzing trends in the market.The global ICE market is segmented into:
Products: Audio players, video display screen, navigation unit, communication and internet devices, accessories, rear seat entertainment, etc

Applications: Entertainment like radio, playing audio and video content through DVD and video screens. The major location based service navigation, for which GPS is an utmost important device. Communication through phone and internet is also an integral application, which is driving the growth of In-Vehicle Entertainment (ICE) & Information solutions.

Geographies: North America, Europe, Asia-Pacific (APAC), and Rest of the World (ROW)

TABLE OF CONTENTS

1 INTRODUCTION 1.1 KEY TAKE-AWAYS 1.2 REPORT DESCRIPTION 1.3

Markets covered

1.4 STAKEHOLDERS 1.5 RESEARCH METHODOLOGY 1.6 MARKET SIZE 1.6.1 KEY DATA POINTS FROM SECONDARY SOURCES 1.6.2 KEY DATA POINTS FROM PRIMARY SOURCES 1.7 ASSUMPTIONS MADE 1.8 LIST OF COMPANIES COVERED DURING THE REPORT

2 EXECUTIVE SUMMARY

3 MARKET OVERVIEW 3.1 MARKET DEFINITION 3.2 INDUSTRY LIFECYCLE 3.3 EVOLUTION 3.4 MARKET DYNAMICS 3.4.1 DRIVERS 3.4.1.1 Improves customer’s driving experience 3.4.1.2 Single processor resulting in reduced cost and increased product efficiency 3.4.1.3 Growth in high-end and luxury car segment 3.4.1.4 Differentiation factor 3.4.2 RESTRAINTS 3.4.2.1 Lack of privacy & security of data accesses through ICE System 3.5 OPPORTUNITY 3.5.1 MID SEGMENT CAR MARKET 3.6 BURNING ISSUE 3.6.1 KEEPING PACE WITH CONSUMERS 3.7 WINNING IMPERATIVES 3.7.1 TO OVERCOME DRIVER DISTRACTION 3.8 CHALLENGE 3.8.1 PRESSURE FROM AUTO-OEM FOR REDUCTION IN PRICES 3.9 PORTER’S FIVE FORCES ANALYSIS FOR ICE INDUSTRY 3.9.1 BARRIERS TO ENTRY 3.9.2 THREAT FROM SUBSTITUTES 3.9.3 RIVALS 3.9.4 BUYERS’ POWER 3.9.5 SUPPLIERS’ POWER 3.10 VALUE CHAIN 3.10.1 NAVIGATION SYSTEM 3.10.2 DVD PLAYERS (REAR SEAT ENTERTAINMENT) 3.10.3 DISPLAY 3.10.4 RADIO 3.10.5 ACCESSORIES 3.10.6 MIDDLEWARE 3.10.7 SERVICES 3.10.8 SYSTEM INTEGRATORS (ENTERTAINMENT & INFORMATION SOLUTION PROVIDERS) 3.10.9 AUTO-OEM 3.10.10 AFTERMARKETS

4 IN-CAR ENTERTAINMENT (ICE) AND INFORMATION SYSTEM MARKET, BY PRODUCTS

4.1 INTRODUCTION

4.2 OPERATIONS OF ICE SYSTEM

4.3 AUDIO UNIT

4.3.1 RADIO

4.4 DISPLAY UNIT

4.4.1 REAR SEAT ENTERTAINMENT

4.5 NAVIGATION UNIT

4.6 SOFTWARE PLATFORM

4.7 IN-CAR ENTERTAINMENT & INFORMATION SERVICE MARKET

4.7.1 RADIO SERVICES

4.7.2 NAVIGATION SERVICES

4.7.3 COMMUNICATION (INTERNET) SERVICES

5 IN-CAR ENTERTAINMENT (ICE) AND INFORMATION SYSTEM MARKET, BY APPLICATIONS 5.1 ENTERTAINMENT 5.2 LOCATION BASED SERVICES 5.2.1 NAVIGATION SERVICES (GPS) 5.3 COMMUNICATION 5.3.1 SMARTPHONE-ENABLED CONTENT (INCOMING – OUTGOING TEXT MESSAGES, MAKING PHONE CALLS, ETC.) 5.3.2 INTERNET (MOVIES, GAMES, SURFING, SOCIAL NETWORKING, TRAFFIC CONDITIONS, SPORTS SCORES, AND WEATHER FORECASTS) 5.3.3 INFORMATION ON DEMAND 5.4 FUTURE APPLICATION 5.4.1 COMMERCE (TOLL PAYMENT, PARKING PAYMENT ETC) 5.4.2 NEW LOCATION BASED SERVICES

6 IN-CAR ENTERTAINMENT (ICE) AND INFORMATION SYSTEM MARKET, BY TECHNOLOGY

6.1 INTRODUCTION

6.2 CONNECTED CARS

6.3 CLOUD COMPUTING IN IN-CAR INFOTAINMENT

6.4 INSTALLATION

6.4.1 OEM INFOTAINMENT SYSTEMS

6.4.2 AFTERMARKET INFOTAINMENT SYSTEMS

6.5 SMARTPHONE (CELLULAR CONNECTIVITY) INTEGRATION

6.5.1 BLUETOOTH

6.5.2 WI-FI

6.6 SOFTWARE

6.6.1 OPEN SOURCE SOFTWARE

6.6.2 CLOSED PLATFORMS

6.7 HUMAN MACHINE INTERFACE (HMI)

6.7.1 VOICE RECOGNITION (SPEECH RECOGNITION)

6.7.2 TOUCHSCREENS

7 IN-CAR ENTERTAINMENT (ICE) AND INFORMATION SYSTEM MARKET, BY GEOGRAPHY 7.1 INTRODUCTION 7.2 NORTH AMERICA 7.3 EUROPE 7.4 APAC 7.5 ROW

8 COMPETITIVE LANDSCAPE

8.1 MARKET SHARE

8.2 NEW PRODUCTS DEVELOPMENT

8.3 MERGERS & ACQUISITIONS

8.4 STRATEGIC PARTNERSHIP/ALLIANCE/COLLABORATION

9 COMPANY PROFILES 9.1 ALPINE ELECTRONICS, INC 9.1.1 OVERVIEW 9.1.2 PRODUCTS & SERVICES 9.1.3 FINANCIALS 9.1.4 STRATEGY 9.1.5 DEVELOPMENTS 9.2 AUDI AG 9.2.1 OVERVIEW 9.2.2 PRODUCT & SERVICES 9.2.3 FINANCIALS 9.2.4 STRATEGY 9.2.5 DEVELOPMENT 9.3 BAYERISCHE MOTOREN WERKE (BMW) AG 9.3.1 OVERVIEW 9.3.2 PRODUCTS & SERVICES 9.3.3 FINANCIALS 9.3.4 STRATEGY 9.3.5 DEVELOPMENTS 9.4 CONTINENTAL AG 9.4.1 OVERVIEW 9.4.2 PRODUCTS & SERVICES 9.4.3 FINANCIALS 9.4.4 STRATEGY 9.4.5 DEVELOPMENTS 9.5 DAIMLER AG 9.5.1 OVERVIEW 9.5.2 PRODUCTS & SERVICES 9.5.3 FINANCIALS 9.5.4 STRATEGY 9.5.5 DEVELOPMENTS 9.6 DELPHI AUTOMOTIVE LLP 9.6.1 OVERVIEW 9.6.2 PRODUCTS & SERVICES 9.6.3 FINANCIALS 9.6.4 STRATEGY 9.6.5 DEVELOPMENTS 9.7 DENSO CORPORATION 9.7.1 OVERVIEW 9.7.2 PRODUCTS & SERVICES 9.7.3 FINANCIALS 9.7.4 STRATEGY 9.7.5 DEVELOPMENTS 9.8 FORD MOTOR COMPANY 9.8.1 OVERVIEW 9.8.2 PRODUCTS & SERVICES 9.8.3 FINANCIALS 9.8.4 STRATEGY 9.8.5 DEVELOPMENTS 9.9 GARMIN LTD. 9.9.1 OVERVIEW 9.9.2 PRODUCTS & SERVICES 9.9.3 FINANCIALS 9.9.4 STRATEGY 9.9.5 DEVELOPMENTS 9.10 GENERAL MOTORS 9.10.1 OVERVIEW 9.10.2 PRODUCTS & SERVICES 9.10.3 FINANCIALS 9.10.4 STRATEGY 9.10.5 DEVELOPMENTS 9.11 HARMAN INTERNATIONAL 9.11.1 OVERVIEW 9.11.2 PRODUCTS &SERVICES 9.11.2.1 Automotive 9.11.2.2 Consumer 9.11.2.3 Professional 9.11.2.4 Other 9.11.3 FINANCIALS 9.11.4 STRATEGY 9.11.5 DEVELOPMENTS 9.12 INTEL CORPORATION 9.12.1 OVERVIEW 9.12.2 PRODUCTS & SERVICES 9.12.3 FINANCIALS 9.12.4 STRATEGY 9.12.5 DEVELOPMENTS 9.13 JVC KENWOOD CORPORATION 9.13.1 OVERVIEW 9.13.2 PRODUCTS & SERVICES 9.13.3 FINANCIALS 9.13.4 STRATEGY 9.13.5 DEVELOPMENTS 9.14 KPIT CUMMINS 9.14.1 OVERVIEW 9.14.2 PRODUCTS & SERVICES 9.14.3 FINANCIALS 9.14.4 STRATEGY 9.14.5 DEVELOPMENTS 9.15 LUXOFT INC. 9.15.1 OVERVIEW 9.15.2 PRODUCTS & SERVICES 9.15.3 STRATEGY 9.15.4 DEVELOPMENTS 9.16 NUANCE COMMUNICATIONS, INC. 9.16.1 OVERVIEW 9.16.2 PRODUCTS & SERVICES 9.16.3 FINANCIALS 9.16.4 STRATEGY 9.16.5 DEVELOPMENTS 9.17 PIONEER CORPORATION 9.17.1 OVERVIEW 9.17.2 PRODUCTS & SERVICES 9.17.3 FINANCIALS 9.17.4 STRATEGY 9.17.5 DEVELOPMENTS 9.18 ROBERT BOSCH GMBH 9.18.1 OVERVIEW 9.18.2 PRODUCTS & SERVICES 9.18.3 FINANCIALS 9.18.4 STRATEGY 9.18.5 DEVELOPMENTS 9.19 TOMTOM INTERNATIONAL BV 9.19.1 OVERVIEW 9.19.2 PRODUCTS & SERVICES 9.19.3 FINANCIALS 9.19.4 STRATEGY 9.19.5 DEVELOPMENTS 9.20 TOYOTA MOTOR CORPORATION 9.20.1 OVERVIEW 9.20.2 PRODUCTS & SERVICES 9.20.3 FINANCIALS 9.20.4 STRATEGY 9.20.5 DEVELOPMENTS

LIST OF TABLES
TABLE 1 METHODOLOGY OF MARKET SIZE OF IN-CAR ENTERTAINMENT & INFORMATION SYSTEM

TABLE 2 GLOBAL ICE SYSTEM MARKET REVENUE, BY PRODUCTS, 2011 – 2016 ($MILLION)

TABLE 3 AUTO-OEM WITH THEIR ENTERTAINMENT & INFORMATION SOLUTIONS

TABLE 4 GLOBAL CAR SEGMENTATION BASED ON THE PRICE

TABLE 5 REGION-WISE CAR MANUFACTURERS

TABLE 6 GLOBAL IN-CAR ENTERTAINMENT & INFORMATION MARKET REVENUE, BY PRODUCTS & SERVICES, 2010 – 2016 ($MILLION)

TABLE 7 IN-CAR ENTERTAINMENT & INFORMATION AUDIO MARKET REVENUE, BY GEOGRAPHY, 2010 – 2016 ($MILLION)

TABLE 8 IN-CAR ENTERTAINMENT & INFORMATION AUDIO MARKET UNIT SHIPMENT, BY GEOGRAPHY, 2010 – 2016 (MILLION UNITS)

TABLE 9 GLOBAL IN-CAR ENTERTAINMENT & INFORMATION AUDIO MARKET REVENUE, BY MARKET TYPES, 2010 – 2016 ($MILLION)

TABLE 10 GLOBAL IN-CAR ENTERTAINMENT & INFORMATION AUDIO MARKET UNIT SHIPMENT, BY MARKET TYPES, 2010 – 2016 (MILLION UNITS)

TABLE 11 IN-CAR ENTERTAINMENT & INFORMATION AUDIO OEM MARKET REVENUE, BY GEOGRAPHY, 2010 – 2016 ($MILLION)

TABLE 12 IN-CAR ENTERTAINMENT & INFORMATION AUDIO OEM MARKET UNIT SHIPMENT, BY GEOGRAPHY, 2010 – 2016 (MILLION UNITS)

TABLE 13 IN-CAR ENTERTAINMENT & INFORMATION AUDIO AFTERMARKET REVENUE, BY GEOGRAPHY, 2011 – 2016 ($MILLION)

TABLE 14 IN-CAR ENTERTAINMENT & INFORMATION AUDIO AFTERMARKET UNIT SHIPMENT, BY GEOGRAPHY, 2011 – 2016 (MILLION UNITS)

TABLE 15 COMPARISON OF DIFFERENT TYPES OF RADIO

TABLE 16 IN-CAR ENTERTAINMENT & INFORMATION DISPLAY MARKET REVENUE, BY GEOGRAPHY, 2010 – 2016 ($MILLION)

TABLE 17 IN-CAR ENTERTAINMENT & INFORMATION DISPLAY MARKET UNIT SHIPMENT, BY GEOGRAPHY, 2010 – 2016 (MILLION UNITS)

TABLE 18 GLOBAL IN-CAR ENTERTAINMENT & INFORMATION DISPLAY MARKET REVENUE, BY MARKET TYPES, 2010 – 2016 ($MILLION)

TABLE 19 GLOBAL IN-CAR ENTERTAINMENT & INFORMATION DISPLAY MARKET UNIT SHIPMENT, BY MARKET TYPES, 2010 – 2016 (MILLION UNITS)

TABLE 20 IN-CAR ENTERTAINMENT & INFORMATION DISPLAY OEM MARKET REVENUE, BY GEOGRAPHY, 2010 – 2016 ($MILLION)

TABLE 21 IN-CAR ENTERTAINMENT & INFORMATION DISPLAY OEM MARKET UNIT SHIPMENT, BY GEOGRAPHY, 2010 – 2016 (MILLION UNITS)

TABLE 22 IN-CAR ENTERTAINMENT & INFORMATION DISPLAY AFTERMARKET REVENUE, BY GEOGRAPHY, 2010 – 2016 ($MILLION)

TABLE 23 IN-CAR ENTERTAINMENT & INFORMATION DISPLAY AFTERMARKET UNIT SHIPMENT, BY GEOGRAPHY, 2010 – 2016 (MILLION UNITS)

TABLE 24 IN-CAR ENTERTAINMENT & INFORMATION NAVIGATION MARKET REVENUE, BY GEOGRAPHY, 2010 – 2016 ($MILLION)

TABLE 25 IN-CAR ENTERTAINMENT & INFORMATION NAVIGATION MARKET UNIT SHIPMENT, BY GEOGRAPHY, 2010 – 2016 (MILLION UNITS)

TABLE 26 GLOBAL IN-CAR ENTERTAINMENT & INFORMATION NAVIGATION MARKET REVENUE, BY MARKET TYPES, 2010 – 2016 ($MILLION)

TABLE 27 GLOBAL IN-CAR ENTERTAINMENT & INFORMATION NAVIGATION MARKET UNIT SHIPMENT, BY MARKET TYPES,

2010 – 2016 (MILLION UNITS)

TABLE 28 IN-CAR ENTERTAINMENT & INFORMATION NAVIGATION OEM MARKET REVENUE, BY GEOGRAPHY, 2010 – 2016 ($MILLION)

TABLE 29 IN-CAR ENTERTAINMENT & INFORMATION NAVIGATION OEM MARKET UNIT SHIPMENT, BY GEOGRAPHY, 2010 – 2016 (MILLION UNITS)

TABLE 30 IN-CAR ENTERTAINMENT & INFORMATION NAVIGATION AFTERMARKET, BY GEOGRAPHY, 2010 – 2016 ($MILLION)

TABLE 31 IN-CAR ENTERTAINMENT & INFORMATION NAVIGATION AFTERMARKET UNIT SHIPMENT, BY GEOGRAPHY, 2010 – 2016 (IN MILLION UNITS)

TABLE 32 IN-CAR ENTERTAINMENT & INFORMATION SOFTWARE MARKET REVENUE, BY GEOGRAPHY, 2010 – 2016 ($MILLION)

TABLE 33 IN-CAR ENTERTAINMENT & INFORMATION SERVICE SYSTEM MARKET REVENUE, BY GEOGRAPHY, 2010 – 2016 ($MILLION)

TABLE 34 KEY GPS IN-CAR APPLIANCE

TABLE 35 MAJOR CAR-OEMS AND THEIR ICE SYSTEMS WITH FEATURES

TABLE 36 MAJOR SOFTWARE/PLATFORMS FOR INFOTAINMENT IN THE MARKET

TABLE 37 IN-CAR ENTERTAINMENT & INFORMATION MARKET REVENUE,

BY GEOGRAPHY, 2010 – 2016 ($MILLION)

TABLE 38 NORTH AMERICA: IN-CAR ENTERTAINMENT & INFORMATION MARKET, BY PRODUCTS & SERVICES, 2010 – 2016 ($MILLION)

TABLE 39 EUROPE: IN-CAR ENTERTAINMENT & INFORMATION MARKET REVENUE, BY PRODUCTS & SERVICES, 2011 – 2016 ($MILLION)

TABLE 40 APAC: IN-CAR ENTERTAINMENT & INFORMATION MARKET REVENUE,

BY PRODUCTS & SERVICES, 2010 – 2016 ($MILLION)

TABLE 41 ROW: IN-CAR ENTERTAINMENT & INFORMATION MARKET,

BY PRODUCTS & SERVICES, 2010 – 2016 ($MILLION)

TABLE 42 NEW PRODUCTS DEVELOPMENT, 2009 – 2012

TABLE 43 MERGERS & ACQUISITIONS, 2010 – 2012

TABLE 44 STRATEGIC ALLIANCES, 2010 – 2012

TABLE 45 IMPORTANT FINANCIALS OF ALPINE, 2010 – 2011 ($BILLION)

TABLE 46 ALPINE: MARKET REVENUE, BY SEGMENTS, 2010 – 2011 ($BILLION)

TABLE 47 ALPINE: MARKET REVENUE, BY GEOGRAPHY, 2010 – 2011 ($BILLION)

TABLE 48 SOME IMPORTANT FINANCIALS OF AUDI AG, 2009 – 2010 ($MILLION)

TABLE 49 AUDI AG: MARKET REVENUE, BY SEGMENTS, 2009 – 2010 ($MILLION)

TABLE 50 AUDI AG: MARKET REVENUE, BY GEOGRAPHY, 2009 – 2010 ($MILLION)

TABLE 51 SOME IMPORTANT FINANCIALS OF BMW, 2009 – 2010 ($MILLION)

TABLE 52 BMW: MARKET REVENUE, BY SEGMENTS, 2009 – 2010 ($MILLION)

TABLE 53 BMW: MARKET REVENUE, BY GEOGRAPHY, 2009 – 2010 ($MILLION)

TABLE 54 IMPORTANT FINANCIALS OF CONTINENTAL, 2009 – 2010 ($MILLION)

TABLE 55 CONTINENTAL: MARKET REVENUE, BY SEGMENTS,

2009 – 2010 ($MILLION)

TABLE 56 CONTINENTAL: MARKET REVENUE, BY GEOGRAPHY,

2009 – 2010 ($MILLION)

TABLE 57 DAIMLER: OVERALL MARKET REVENUE, 2010 – 2011 ($MILLION)

TABLE 58 DAIMLER: MARKET REVENUE, BY BUSINESS SEGMENTS,

2010 – 2011 ($MILLION)

TABLE 59 DAIMLER: MARKET REVENUE, BY GEOGRAPHY,

2010 – 2011 ($MILLION)

TABLE 60 DELPHI: MARKET REVENUE, BY SEGMENTS, 2010 – 2011 ($MILLION)

TABLE 61 SOME IMPORTANT FINANCIALS OF DENSO, 2010 – 2011 ($BILLION)

TABLE 62 DENSO: MARKET REVENUE, BY GEOGRAPHY, 2010 – 2011 ($BILLION)

TABLE 63 FORD MOTOR CO.: OVERALL MARKET REVENUE,

2009 – 2010 ($MILLION)

TABLE 64 FORD MOTOR CO.: MARKET REVENUE, BY BUSINESS SEGMENTS,

2009 – 2010 ($MILLION)

TABLE 65 FORD MOTOR CO.: MARKET REVENUE, BY GEOGRAPHY,

2009 – 2010 ($MILLION)

TABLE 66 NET SALES OF GARMIN INTERNATIONAL, INC. 2009 – 2010

TABLE 67 GM: OVERALL MARKET REVENUE, 2009 – 2010 ($MILLION)

TABLE 68 GM: MARKET REVENUE, BY BUSINESS SEGMENTS,

2009 – 2010 ($MILLION)

TABLE 69 SOME IMPORTANT FINANCIALS, 2010 – 2011 ($BILLION)

TABLE 70 HARMAN INTERNATIONAL: MARKET REVENUE, BY SEGMENTS,

2010 – 2011 ($BILLION)

TABLE 71 HARMAN INTERNATIONAL: MARKET REVENUE, BY GEOGRAPHY,

2010 – 2011 ($BILLION)

TABLE 72 INTEL CORPORATION: MARKET REVENUE, 2010 – 2011 ($MILLION)

TABLE 73 INTEL CORPORATION: SALES, BY BUSINESS SEGMENTS,

2010 – 2011 ($MILLION)

TABLE 74 INTEL CORPORATION: MARKET REVENUE, BY GEOGRAPHY,

2010 – 2011 ($MILLION)

TABLE 75 SOME IMPORTANT FINANCIALS ($BILLION)

TABLE 76 JVC KENWOOD CORP.: MARKET REVENUE, BY SEGMENTS,

2010 – 2011 ($BILLION)

TABLE 77 JVC KENWOOD CORP.: MARKET REVENUE, BY GEOGRAPHY,

2010 – 2011 ($BILLION)

TABLE 78 KPIT CUMMINS: TOTAL REVENUE, 2011 – 2010 ($MILLION)

TABLE 79 KPIT CUMMINS: MARKET REVENUE, BY BUSINESS SEGMENTS,

2010 – 2011 ($MILLION)

TABLE 80 KPIT CUMMINS: MARKET REVENUE, BY GEOGRAPHY,

2010 – 2011 ($MILLION)

TABLE 81 SOME IMPORTANT FINANCIALS, 2010 – 2011 ($BILLION)

TABLE 82 PIONEER CORPORATION: MARKET REVENUE, BY SEGMENTS,

2010 – 2011 ($BILLION)

TABLE 83 PIONEER CORPORATION: MARKET REVENUE, BY GEOGRAPHY,

2010 – 2011 ($BILLION)

TABLE 84 IMPORTANT FINANCIALS OF ROBERT BOSCH, 2009 – 2010 ($MILLION)

TABLE 85 ROBERT BOSCH: MARKET REVENUE, BY SEGMENT,

2009 – 2010 ($MILLION)

TABLE 86 ROBERT BOSCH: MARKET REVENUE, BY GEOGRAPHY,

2009 – 2010 ($MILLION)

TABLE 87 TOMTOM NV: MARKET REVENUE, BY SEGMENTS,

2009 – 2010 (EURO BILLION)

TABLE 88 RATIO ANALYSIS: LIQUIDITY RATIO

TABLE 89 RATIO ANALYSIS: TURNOVER RATIO

TABLE 90 RATIO DETAILS

TABLE 91 TOYOTA MOTOR CORP.: OVERALL REVENUE, 2010 – 2011 ($MILLION)

TABLE 92 TOYOTA MOTOR CORP.: MARKET REVENUE, BY BUSINESS SEGMENTS,

2010 – 2011 ($MILLION)

TABLE 93 TOYOTA MOTOR CORP: MARKET REVENUE, BY GEOGRAPHY,

2010 – 2011 ($MILLION)

LIST OF FIGURES FIGURE 1 MAJOR SEGMENTATION OF ICE MARKET FIGURE 2 METHODOLOGY FOR DERIVING MARKET SIZE OF IN-CAR ENTERTAINMENT & INFORMATION SYSTEM FIGURE 3 Y-O-Y GROWTH OF ICE SYSTEM MARKET REVENUE, 2011 – 2016 FIGURE 4 ICE SYSTEM MARKET LIFECYCLE FIGURE 5 EVOLUTION OF IN-CAR ENTERTAINMENT & INFORMATION FIGURE 6 IMPACT ANALYSIS OF DRIVERS FIGURE 7 IMPACT ANALYSIS OF RESTRAINT FIGURE 8 PORTER’S FIVE FORCES ANALYSIS FIGURE 9 VALUE CHAIN OF IN-CAR ENTERTAINMENT & INFORMATION SYSTEM FIGURE 10 OPERATING SYSTEM OF ICE SYSTEM FIGURE 11 AUDIO MARKET: Y-O-Y GROWTH RATE IN-CAR ENTERTAINMENT & INFORMATION MARKET REVENUE, 2011 – 2016 (%) FIGURE 12 DISPLAY MARKET: Y-O-Y GROWTH IN-CAR ENTERTAINMENT & INFORMATION MARKET REVENUE, 2011 – 2016 (%) FIGURE 13 NAVIGATION SYSTEM: Y-O-Y GROWTH OF IN-CAR ENTERTAINMENT & INFORMATION MARKET REVENUE, 2011 – 2016 (%) FIGURE 14 SOFTWARE (PLATFORM): Y-O-Y GROWTH OF IN-CAR ENTERTAINMENT & INFORMATION MARKET REVENUE, 2011 – 2016 (%) FIGURE 15 SEGMENTATION OF APPLICATIONS OF IN-CAR ENTERTAINMENT & INFORMATION FIGURE 16 COMPONENTS USED FOR ENTERTAINMENT IN IN-CAR ENTERTAINMENT SYSTEM FIGURE 17 CAR OEM DOWN STREAM SUPPLY CHAIN FIGURE 18 MARKET SHARE ANALYSIS, 2011 FIGURE 19 NEW PRODUCT DEVELOPMENT,2009 – 2012 FIGURE 20 MERGERS & ACQUISITIONS: NUMBER OF DEALS, 2010 – 2012 FIGURE 21 STRATEGIC ALLIANCE, 2010 – FEB 2012

To order this report:Auto Electronic and Electric Equipment Industry: In-Car Entertainment (Infotainment) ICE System Market – Global Forecast & Analysis by OEM & Aftermarket (2011 – 2016)

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Nicolas Bombourg
Reportlinker
Email: nicolasbombourg@reportlinker.com
US: (805)652-2626
Intl: +1 805-652-2626

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Natural Gas Industry to 2017 – Depleting Conventional Crude Oil Reserves and Emerging Technologies in Gas Consumption Infrastructure Driving Growth

Filed Under: Insurance News
May.10, 2012


NEW YORK, May 10, 2012  /NEWS.GNOM.ES/ — Reportlinker.com announces that a new market research report is available in its catalogue:

Natural Gas Industry to 2017 – Depleting Conventional Crude Oil Reserves and Emerging Technologies in Gas Consumption Infrastructure Driving Growth

http://www.reportlinker.com/p0850349/Natural-Gas-Industry-to-2017—Depleting-Conventional-Crude-Oil-Reserves-and-Emerging-Technologies-in-Gas-Consumption-Infrastructure-Driving-Growth.html#utm_source=NEWS.GNOM.ES&utm_medium=pr&utm_campaign=Oil_and_G

Natural Gas Industry to 2017 – Depleting Conventional Crude Oil Reserves and Emerging Technologies in Gas Consumption Infrastructure Driving Growth

Summary
GBI Research, a leading business intelligence provider, has released its latest research study, “Natural Gas Industry to 2017 – Depleting Conventional Crude Oil Reserves and Emerging Technologies in Gas Consumption Infrastructure Driving Growth”. The study, which is an offering from the company’s Energy Research Group, provides an in-depth analysis of the global natural gas industry and highlights various concerns, key trends and challenges, along with major companies involved in the industry. The report provides forecasts for the global natural gas industry to 2017. It also provides industry forecasts worldwide by individual sub-segment type and provides an in-depth analysis for every sub-segment. The report is built using data and information sourced from proprietary databases, primary and secondary research, and in-house analysis by GBI Research’s team of industry experts.Scope
The report provides an in-depth analysis of the major factors affecting the natural gas industry worldwide. Its scope includes –

- Key and imminent trends in the global natural gas industry.

- Geographic and competitive analysis of the key segments of the natural gas industry

- Supply and demand outlook to 2017 for the global natural gas industry

- Exclusive focus on the LNG industry and the pipelines industry.

- Trends and future outlook of the unconventional natural gas industry

Reasons to buy
The report will enhance your decision making capability. It will allow you to –

- Develop business strategies with the help of specific insights about the global natural gas industry.

- Identify key trends and challenges in the natural gas industry.

- Increase future revenues and profitability with the help of insights on the expected demand-supply scenario with regards to the natural industry.

- Benchmark your operations and strategies using key insights from the major current and expected business developments with regards to the natural gas industry

1 Table of Contents1 Table of Contents 71.1 List of Tables 91.2 List of Figures 102 Natural Gas Industry to 2017 – Introduction 113 Overview of the Natural Gas Industry 123.1 Natural Gas Industry Structure 123.2 Exploration 133.3 Extraction 133.4 Production 143.5 Transportation 143.6 Storage 143.7 Distribution 153.8 Marketing 154 Key Trends 164.1 Consumption Shift from Crude Oil to Natural Gas and Depleting Conventional Crude Oil Reserves is Expected to Create a Steady Increase in Demand 164.2 Increasing Demand from the Asia-Pacific and Natural Gas Production in Australia Boosting the LNG Industry 174.3 Unconventional Natural Gas Production Expected to Rise Steadily Due to Technological Advances and Fresh Discoveries 184.4 Infrastructural Limitations in Logistics and Transportation Leading to Variations in Natural Gas Prices across Geographies 194.5 Changing Supply and Demand Dynamics Create Paradigm Shift in Natural Gas Industry 204.6 High Levels in Gas Storage Facilities Worldwide Expected to Lead to Low Market Prices in the Immediate Future 205 Supply and Demand Outlook to 2017 215.1 Global Natural Gas Consumption, 2001-2017 215.2 Global Natural Gas Consumption, Geographic Analysis 235.3 Global Natural Gas Production, 2001-2017 255.4 Global Natural Gas Production, Geographic Analysis 275.5 Natural Gas Industry, End uses 295.5.1 Residential Customers 295.5.2 Industrial Customers 295.5.3 Commercial Customers 295.5.4 Transportation Customers 305.5.5 Electricity Generation Customers 315.5.6 Distributed Generation 315.5.7 Fuel Cells 326 Natural Gas Exploration and Production Industry 336.1 Global Natural Gas Reserves, 2011 336.2 Global Natural Gas Production To 2017 356.3 Global Natural Gas Production, Geographic Analysis 376.4 Global Natural Gas Industry, Competitive Analysis 396.4.1 Asia-Pacific 396.4.2 Europe 406.4.3 Middle East and Africa 416.4.4 North America 426.4.5 South and Central America 437 Natural Gas Pipelines Industry 447.1 Global Natural Gas Pipeline Industry 447.2 Global Natural Gas Pipeline Industry, Geopolitical Scenario 467.3 Global Natural Gas Pipeline Industry, Geographic Analysis 467.3.1 Asia-Pacific 467.3.2 Europe 487.3.3 Middle East and Africa 497.3.4 North America 507.3.5 South and Central America 517.4 Global Natural Gas Pipeline Industry, Competitive Analysis 527.4.1 Asia-Pacific 527.4.2 Europe 537.4.3 Middle East and Africa 547.4.4 North America 557.4.5 South and Central America 568 LNG Industry 578.1 Global LNG Liquefaction and Regasification Capacity to 2017 578.1.1 Global LNG Liquefaction Capacity to 2017 578.1.2 Global LNG Regasification Capacity to 2017 598.2 Global LNG Industry, Geographic Analysis 608.2.1 Liquefaction Capacity 618.2.2 Regasification Capacity 639 LNG and Pipeline Economics 659.1 Comparison of Transportation Cost from LNG versus Pipelines 659.1.1 Pipe-laying 679.2 Liquefaction and Regasification Costs 679.3 LNG Transportation and Storage Costs 689.4 LNG Pricing Mechanism 6810 Natural Gas Storage Industry 7010.1 Global Natural Gas Storage Industry, Top Countries 7010.2 Geographic Analysis of the Global Gas Storage Industry 7110.2.1 Asia-Pacific 7110.2.2 Europe 7210.2.3 North America 7310.3 Global Natural Gas Storage Industry, Competitive Analysis 7410.3.1 North America 7510.3.2 Asia-Pacific 7610.3.3 Europe 7711 Unconventional Natural Gas Industry 7811.1 Unconventional Natural Gas Industry, Future Outlook 7811.2 Shale Gas to Emerge as the Primary Unconventional Gas Source in North America 7912 Appendix 8012.1 Abbreviations 8012.2 Market Definition 8012.3 Methodology 8012.3.1 Coverage 8112.3.2 Secondary Research 8112.3.3 Primary Research 8112.3.4 Expert Panel Validation 8112.4 References 8212.5 Contact Us 8212.6 Disclaimer 82

1.1 List of Tables

Table 1: Natural Gas Consumption by Year, Global, bcfe, 2001- 2017 22Table 2: Natural Gas Consumption by Year, Geographic Breakdown, Global, bcfe, 2001- 2017 24Table 3: Natural Gas Production by Year, Global, bcfe, 2000-2017 26Table 4: Natural Gas Production by Year, Geographical Breakdown, bcfe, 2001-2017 28Table 5: Proven Natural Gas Reserves, Global, 2011 34Table 6: Natural Gas Production by Year, Global, bcfe, 2001-2017 36Table 7: Natural Gas Production by Year, Geographical Breakdown, bcfe, 2001-2017 38Table 8: Top 10 E&P Companies by Production, Asia-Pacific, bcf, 2011 39Table 9: Top 10 E&P Companies by Production, Europe, bcf, 2011 40Table 10: Top 10 E&P Companies by Production, Middle East and Africa, bcf, 2011 41Table 11: Top 10 E&P Companies by Production, North America, bcf, 2011 42Table 12: Top 10 E&P Companies by Production, South and Central America, bcf, 2011 43Table 13: Pipeline Length By Region, Thousand km, 2011 44Table 14: Pipeline Length by Country, Top 10 Countries, Global, Thousand km, 2011 45Table 15: Pipeline Length by Country, Top 10 Countries, Global, Thousand km, 2011 47Table 16: Pipeline Length by Country, Top 10 Countries, Global, Thousand km, 2011 48Table 17: Pipeline Length by Country, Top 10 Countries, Middle East and Africa, Thousand km, 2011 49Table 18: Pipeline Length by Country, Top 10 Countries, North America, Thousand km, 2011 50Table 19: Pipeline Length by Country, Top 10 Countries, North America, Thousand km, 2011 51Table 20: Pipeline Length by Company, Top 10 Companies, Asia-Pacific, Thousand km, 2011 52Table 21: Pipeline Length by Company, Top 10 Companies, Europe, Thousand km, 2011 53Table 22: Pipeline Length by Company, Top 10 Companies, Middle East and Africa, Thousand km, 2011 54Table 23: Pipeline Length by Company, Top 10 Companies, North America, thousand km, 2011 55Table 24: Pipeline Length by Company, Top 10 Companies, North America, thousand km, 2011 56Table 25: LNG Liquefaction Capacity by Year, Global, Million Tons, 2001- 2017 58Table 26: LNG Regasification Capacity by Year, Global, Million Tons, 2001- 2017 59Table 27: LNG Liquefaction Capacity by Year, Geographical Breakdown, Global, Million Tons, 2001- 2017 62Table 28: LNG Regasification Capacity by Year, Geographical Breakdown, Global, Million Tons, 2001- 2017 64Table 29: Gas Storage Capacity by Country, Top Five Countries, Global, bcf, 2011 70Table 30: Gas Storage Capacity by Country, Top Five Countries, Asia-Pacific, bcf, 2011 71Table 31: Working Gas Capacity by Country, Top Five Countries, Europe, bcf, 2011 72Table 32: Working Gas Capacity by Country, Top Five Countries, North America, bcf, 2011 73Table 33: Gas Storage Capacity by Company, Top Five Gas Storage Companies, Global, MMcf, 2011 74Table 34: Gas Storage Capacity by Company, Top Five Companies, North America, bcf, 2011 75Table 35: Gas Storage Capacity by Company, Top Five Companies, Asia-Pacific, bcf, 2011 76Table 36: Gas Storage Capacity by Company, Top Five Companies, Europe, bcf, 2011 77Table 37: Abbreviations 80

1.2 List of Figures

Figure 1: Natural Gas Consumption, Global, bcfe, 2001-2017 16Figure 2: North America Natural Gas Industry, Growth In Natural Gas Production, bcf/d, 2008-2020 18Figure 3: Forecasted Natural Gas Production From Major Shale Plays, North America, bcf/d, 2008-2020 19Figure 4: Natural Gas Consumption by Year, Global, bcfe, 2001- 2017 21Figure 5: Natural Gas Consumption by Year, Geographic Breakdown, Global, bcfe, 2001- 2017 23Figure 6: Natural Gas Production by Year, Global, bcfe, 2000-2017 25Figure 7: Natural Gas Production by Year, Geographical Breakdown, bcfe, 2001-2017 27Figure 8: Proven Natural Gas Reserves, Percentage Share by Geographic Regions, Global, 2011 33Figure 9: Natural Gas Production by Year, Global, bcfe, 2001-2017 35Figure 10: Natural Gas Production by Year, Geographical Breakdown, bcfe, 2001-2017 37Figure 11: Top 10 E&P Companies by Production, Asia-Pacific, bcf, 2011 39Figure 12: Top 10 E&P Companies by Production, Europe, bcf, 2011 40Figure 13: Top 10 E&P Companies by Production, Middle East and Africa, bcf, 2011 41Figure 14: Top 10 E&P Companies by Production, North America, bcf, 2011 42Figure 15: Top 10 E&P Companies by Production, South and Central America, bcf, 2011 43Figure 16: Pipeline Length By Region, Thousand km, 2011 44Figure 17: Pipeline Length by Country, Top 10 Countries, Global, Thousand km, 2011 45Figure 18: Pipeline Length by Country, Top 10 Countries, Asia-Pacific, Thousand km, 2011 46Figure 19: Pipeline Length by Country, Top 10 Countries, Europe, Thousand km, 2011 48Figure 20: Pipeline Length by Country, Top 10 Countries, Middle East and Africa, Thousand km, 2011 49Figure 21: Pipeline Length by Country, Top 10 Countries, North America, Thousand km, 2011 50Figure 22: Pipeline Length by Country, Top 10 Countries, South and Central America, Thousand km, 2011 51Figure 23: Pipeline Length by Company, Top 10 Companies, Asia-Pacific, Thousand km, 2011 52Figure 24: Pipeline Length by Company, Top 10 Companies, Europe, Thousand km, 2011 53Figure 25: Pipeline Length by Company, Top 10 Companies, Middle East and Africa, Thousand km, 2011 54Figure 26: Pipeline Length by Company, Top 10 Companies, North America, thousand km, 2011 55Figure 27: Pipeline Length by Company, Top 10 Companies, South and Central America, Thousand km, 2011 56Figure 28: LNG Liquefaction Capacity by Year, Global, Million Tons, 2001- 2017 57Figure 29: LNG Regasification Capacity by Year, Global, Million Tons, 2001- 2017 59Figure 30: LNG Liquefaction Capacity by Year, Geographical Breakdown, Global, Million Tons, 2001- 2017 61Figure 31: LNG Regasification Capacity by Year, Geographical Breakdown, Global, Million Tons, 2001- 2017 63Figure 32: Gas Storage Capacity by Country, Top Five Countries, Global, bcf, 2011 70Figure 33: Gas Storage Capacity by Country, Top Five Countries, Asia-Pacific, bcf, 2011 71Figure 34: Working Gas Capacity by Country, Top Five Countries, Europe, bcf, 2011 72Figure 35: Working Gas Capacity by Country, Top Five Countries, North America, bcf, 2011 73Figure 36: Gas Storage Capacity by Company, Top Five Gas Storage Companies, Global, MMcf, 2011 74Figure 37: Gas Storage Capacity by Company, Top Five Companies, North America, bcf, 2011 75Figure 38: Gas Storage Capacity by Company, Top Five Companies, Asia-Pacific, bcf, 2011 76Figure 39: Gas Storage Capacity by Company, Top Five Companies, Europe, bcf, 2011 77Figure 40: Forecast Natural Gas Production From Major Shale Plays, North America, bcf/d, 2003-2020 79

To order this report:Oil and Gas energy Industry: Natural Gas Industry to 2017 – Depleting Conventional Crude Oil Reserves and Emerging Technologies in Gas Consumption Infrastructure Driving Growth

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Market Research Report

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Industry Analysis and Insights

Nicolas Bombourg
Reportlinker
Email: nicolasbombourg@reportlinker.com
US: (805)652-2626
Intl: +1 805-652-2626

SOURCE Reportlinker


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