Specialty Fibers: Technologies and Global Markets - Sacramento Bee

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NEW YORK, April 23, 2012 -- /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

Specialty Fibers: Technologies and Global Markets

http://www.reportlinker.com/p096559/Specialty-Fibers-Technologies-and-Global-Markets.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Fiber

INTRODUCTION

STUDY GOALS AND OBJECTIVES

The goal of this report is to provide a detailed and comprehensive multi-client study of the North American market for carbon, aramid, partially oxidized polyacrylonitrile, polybenzimidazole, and other specialty fibers used in aircraft and aerospace, sporting goods, automotive, and other industrial products as well as the potential business opportunities in the market. The report's objectives include a thorough coverage of the underlying economic issues driving the specialty fiber and materials business as well as assessments of new and potential products that companies are developing. Social, political, and regulatory issues are also covered, as are international markets. Another important objective is to provide realistic market data and forecasts for specialty fibers.

This technology/marketing report starts with an overview of specialty fiber types including a history of fiber development and the overall composites marketplace. The report then moves on to processing technology trends and secondary processing and fabrication methods before proceeding to a detailed assessment of markets and product applications. This assesses the market growth, materials, production, status of commercial development, barriers to entry, and market leaders. A comprehensive analysis of the industry structure is provided and ends with profiles of the leading specialty fiber companies.

REASONS FOR DOING THE STUDY

A small yet strategic global market, specialty fibers are a critical and essential element in many advanced technologies. The specialty fibers industry, however, has changed significantly since the last update of this report. The financial crisis and a severe global recession particularly affected industrial and other end-use markets for specialty fibers, leading to diminished demand. At the same time, new entrants in China and expansions by existing producers have resulted in additional capacity. In turn, this has led to lower operating rates for many producers, a more competitive market, and pricing pressures. These drivers will continue.

In the long term the market for specialty fibers will expand as a result of technological advancements and strength in several end-use markets. With the rapid changes in the industry structure and in the accelerated rise of new, expanding applications, a technology/marketing report with an updated unified view of materials and applications is needed.

INTENDED AUDIENCE

In a multi-client format, this study provides the most complete accounting of specialty fiber developments currently available. It provides the most thorough and up-to-date assessment that can be found anywhere on the subject. The study also provides extensive quantification of the many important facets of market developments in specific fibers. This, in turn, contributes to the determination of what kind of strategic response suppliers may adopt in order to compete in this market.

Audiences for this study include marketing executives, business unit managers, commercial development directors, and other decision-makers in specialty fiber companies. Technology suppliers, fabricators and assemblers, suppliers of competing and ancillary materials, suppliers of plastic resins, end-use product manufacturing companies, and other companies peripheral to this business also represent a key audience.

SCOPE OF REPORT

The scope of this report is comprehensive, covering the present status of and future prospects for specialty fibers and products in North America. As defined in this report, North America includes the United States and Canada. Basically, the scope of the report includes diverse segments such as sporting goods, light vehicles, aircraft/aerospace, and various industrial applications. Fibers covered include carbon, aramid, partially oxidized polyacrylonitrile, polybenzimidazole, and other specialty fibers (metal matrix composite, polyphenylene sulfide, boron, carbon-silicon carbide, and other advanced fibers).

These are analyzed in detail as are technology developments, market conditions and opportunities, and 5-year forecasts. The role of new technologies is reviewed in this comprehensive report. This BCC Research study analyzes the current North American market in detail and identifies the most promising market opportunities for the next 5 years. The markets in Western Europe, Japan, China, and other global markets are covered as well.

In order to generate the information necessary to construct a reasonable future market for specialty fibers, it is necessary to undertake an examination of the advantages and disadvantages of the various types of materials and technologies. In addition to various fiber types, this examination also covers the many issues concerning the merits and future prospects of the business, including corporate strategies, technologies, and the means for providing these products and service offerings. It also covers in detail the regulatory and economic issues that so many regard as critical to the industry's current state of change. The report provides a review of the specialty fibers industry and its structure, and the many companies involved in providing these materials and technologies. The competitive position of the main players in the market and the strategic options they face are also discussed, as well as such competitive factors as marketing, distribution, and operations.

In this report, the term revenue is equivalent to, and is used interchangeably with the terms purchases, demand, and sales. All growth rates mentioned in the tables and in the text are based on the compound annual rate of growth from 2011 through the year 2016. In most cases, the actual quantity or volume (in pounds) is measured, and the calculated growth rates are easy to comprehend. Because current dollar measures are used to measure revenues, these growth rates reflect the growth in volume or real growth, including the effects of price changes and changes in product/service mix. The sum of the components in tables may not add to the total due to independent rounding. Historical data from 2007 through 2011 are presented in the tables in this report. Data prior to 2007 are available.

The research methodology was qualitative in nature and employed a triangulating approach, which aids validity. The research involved two stages, one involving secondary research and the other primary research.

Initially, a patent search and analysis was conducted. This strategy identified companies and market applications and was the initiating force in research direction. Next, a comprehensive and exhaustive search of the literature on carbon, aramid, and other specialty fibers was conducted. These secondary sources included automotive and related journals and related books, trade literature, marketing literature, other product/promotional literature, annual reports, security analyst reports, and other publications.

In a second phase, a series of semistructured interviews were conducted with marketing executives, engineers, business unit managers, design engineers, and other personnel at the specialty fiber companies. Other sources include academics, technology and materials suppliers, technical experts, trade association officials, government officials, and consulting companies. These were a rich source of data. Subsequent analysis of the documents and interview notes was iterative.

AUTHOR'S CREDENTIALS

Calvin Swift as over 20 years' experience in competitive intelligence and industrial market research, planning, and marketing at major corporations, market research consultancies and think tanks. He advises and briefs management about economic and industry conditions, strategic developments, and the effects of proposed developments in the light vehicle industry as well as in plastics, metals, and other materials. The author has employed scenario analysis to investigate and research the future of industry to identify the impact of globalization, consolidation, demographics, changing industry structure, and technological innovation. His particular interest lies in the interaction of strategy, economic and industry developments, and innovation. He holds a BA and a master's degree in industrial economics, and has completed other studies in business administration.

TABLE OF CONTENTS

CHAPTER ONE: INTRODUCTION 1

STUDY GOALS AND OBJECTIVES . 1

REASONS FOR DOING THE STUDY 1

INTENDED AUDIENCE 2

SCOPE OF REPORT 2

AUTHOR'S CREDENTIALS 3

RELATED BCC REPORTS 4

BCC ON-LINE SERVICES . 4

DISCLAIMER . 5

CHAPTER TWO: SUMMARY 6

SUMMARY 6

SUMMARY (CONTINUED) 7

SUMMARY TABLE THE GLOBAL MARKET FOR SPECIALTY FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 8

SUMMARY FIGURE THE GLOBAL MARKET FOR SPECIALTY FIBERS, 2007-2016 (THOUSANDS OF POUNDS) . 9

CHAPTER THREE: REGULATORY, ECONOMIC, AND TECHNOLOGICAL ENVIRONMENT 10

OVERVIEW . 10

REGULATORY CONSIDERATIONS 10

REGULATIONS PROMOTING DEMAND . 10

ENVIRONMENTAL ISSUES . 11

ENVIRONMENTAL ISSUES (CONTINUED) . 12

END-OF-LIFE ISSUES 13

PRODUCT SAFETY . 13

DEVELOPMENTS IN END-USE MARKETS . 14

TABLE 1 GLOBAL ECONOMIC, TRADE, AND INDUSTRIAL PRODUCTION GROWTH, 2007?2016 (PERCENT CHANGE PER YEAR IN OUTPUT VOLUME) . 14

AIRCRAFT/AEROSPACE 15

TABLE 2 SPECIALTY FIBERS USED IN THE GLOBAL AIRCRAFT/AEROSPACE MARKET, THROUGH 2016 (THOUSANDS OF POUNDS) . 15

Opportunities from New Programs . 16

Opportunities from New Programs (Continued) . 17

FIGURE 1 TRENDS IN THE DIFFUSION OF COMPOSITES IN SELECTED COMMERCIAL AND MILITARY APPLICATIONS, 1970- 2010 (%) 18

FIGURE 2 MATERIAL COMPOSITION OF 787 DREAMLINER STRUCTURE (%) . 19

Aerospace Market Dynamics. 20

FIGURE 3 LARGE COMMERCIAL AIRCRAFT ORDERS, 1995–2010 21

Aerospace Market Dynamics (Continued) . 22

Aerospace Market Dynamics (Continued) . 23

Aerospace Market Dynamics (Continued) . 24

Aircraft/Aerospace Market Outlook 25

SPORTING GOODS . 25

TABLE 3 SPECIALTY FIBERS USED IN THE GLOBAL SPORTING GOODS MARKET, THROUGH 2016 (THOUSANDS OF POUNDS) 26

AUTOMOTIVE . 27

TABLE 4 SPECIALTY FIBERS USED IN THE GLOBAL AUTOMOTIVE MARKET, THROUGH 2016 (THOUSANDS OF POUNDS) 27

TABLE 5 GLOBAL LIGHT VEHICLE ASSEMBLIES BY REGION, THROUGH 2016 (THOUSANDS OF UNITS) 28

North American Outlook . 29

Global Outlook . 30

Global Outlook (Continued) 31

Changes in Industry Structure . 32

INDUSTRIAL . 32

TABLE 6 SPECIALTY FIBERS USED IN THE GLOBAL INDUSTRIAL MARKET, THROUGH 2016 (THOUSANDS OF POUNDS) 33

TABLE 7 INDUSTRIAL PRODUCTION GROWTH, SELECTED NATIONS, 2007?2016 (PERCENT CHANGE PER YEAR IN OUTPUT VOLUME) . 34

CHAPTER FOUR: NEW DIRECTIONS OF TECHNOLOGY: ANALYSIS OF PATENT TRENDS . 35

FIGURE 4 SPECIALTY FIBER PATENTS ISSUED BY YEAR, 2003?2011 36

FIGURE 5 SPECIALTY FIBER PATENTS ISSUED BY MATERIAL, 2008–2011 (%) 37

FIGURE 6 SPECIALTY FIBER PATENTS BY NATION, 2008–2011 (%) 38

FIGURE 6 (CONTINUED) 39

TABLE 8 SPECIALTY FIBER-RELATED PATENT ACTIVITY, BY

ASSIGNEE WITH FIVE OR MORE PATENTS, 2008?2011 39

CHAPTER FIVE: SPECIALTY FIBERS . 40

OVERVIEW . 40

TABLE 9 GLOBAL SPECIALTY FIBERS MARKET BY VOLUME, THROUGH 2016 (THOUSANDS OF POUNDS) 40

TABLE 10 GLOBAL SPECIALTY FIBERS MARKET BY VALUE, THROUGH 2012 ($ MILLIONS) . 41

CARBON FIBERS . 42

HISTORY OF CARBON FIBER 42

History of Carbon Fiber (Continued) 43

History of Carbon Fiber (Continued) 44

FIGURE 7 HISTORICAL DEVELOPMENT OF CARBON FIBER, 1970?2010 45

TECHNOLOGY 46

PAN-Based Fibers . 46

Pitch-Based Fibers. 47

FIGURE 8 HOW CARBON FIBER IS MADE 47

Rayon-Based Fibers . 48

Chemical Vapor Deposition . 48

Processing of Carbon Fibers 49

Continuous-Fiber Composites 49

Discontinuous-Fiber Composites 50

Non-Polymeric Matrixes . 51

Forms Available . 51

COMPETITIVE COMPARISON . 52

TABLE 11 ADVANTAGES AND DISADVANTAGES OF CARBONCARBON COMPOSITES . 53

NORTH AMERICA 54

Aircraft/Aerospace . 54

FIGURE 9 NORTH AMERICAN AIRCRAFT/AEROSPACE APPLICATIONS FOR CARBON FIBER (%) . 55

Military Aircraft Applications 56

TABLE 12 MILITARY AIRCRAFT PROGRAMS INCORPORATING CARBON FIBERS 57

Commercial Aircraft Applications 58

Regional/Business Aircraft Applications . 59

Helicopter Applications 60

Space/Rocket Applications 60

Space/… (Continued) 61

Other Aircraft/Aerospace Applications 62

Sporting Goods . 62

TABLE 13 NORTH AMERICAN SPORTING GOODS MARKETS FOR CARBON FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 63

Automotive . 64

TABLE 14 NORTH AMERICAN AUTOMOTIVE MARKETS FOR CARBON FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) . 65

Other Industrial 66

TABLE 15 NORTH AMERICAN INDUSTRIAL MARKETS FOR CARBON FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) . 67

North American Outlook Summary 68

TABLE 16 NORTH AMERICAN OUTLOOK FOR CARBON FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 69

WESTERN EUROPE . 69

TABLE 17 WESTERN EUROPE OUTLOOK FOR CARBON FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 70

Aircraft/Aerospace . 70

Sporting Goods . 71

Automotive . 71

Other Industrial 72

JAPAN 73

TABLE 18 JAPAN OUTLOOK FOR CARBON FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) . 73

Aircraft/Aerospace . 74

Sporting Goods . 74

Automotive . 75

Other Industrial 76

CHINA 76

TABLE 19 CHINA OUTLOOK FOR CARBON FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) . 77

REST OF THE WORLD . 77

TABLE 20 REST OF THE WORLD OUTLOOK FOR CARBON FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 78

PRICES . 78

Prices (Continued) . 79

GLOBAL OUTLOOK . 80

TABLE 21 GLOBAL OUTLOOK FOR CARBON FIBERS BY MARKET, THROUGH 2016 (THOUSANDS OF POUNDS) 80

TABLE 22 GLOBAL OUTLOOK FOR CARBON FIBERS BY REGION, THROUGH 2016 (THOUSANDS OF POUNDS) 81

FIVE FORCES ANALYSIS: CARBON FIBERS . 81

Intensity of Rivalry 82

New Entrants. 82

Substitute Products . 83

Buyer Power . 83

Supplier Power 83

FIGURE 10 CARBON FIBER SUPPLY CHAIN 84

CARBON FIBER INDUSTRY STRUCTURE . 84

SUPPLIERS . 85

FIGURE 11 GLOBAL CARBON FIBER MARKET SHARE BY PRODUCER, 2011 (190.2 MILLION POUNDS) 86

FIGURE 12 GLOBAL CARBON FIBER CAPACITY BY NATION/REGION, 2011 (190.2 MILLION POUNDS) 87

FIGURE 12 (CONTINUED). 88

ARAMID FIBERS . 89

TECHNOLOGY 89

NORTH AMERICA 90

Aircraft/Aerospace . 91

TABLE 23 NORTH AMERICAN AIRCRAFT/AEROSPACE MARKET FOR ARAMID FIBERS, THROUGH 2016 THOUSANDS OF POUNDS) 91

Sporting Goods . 92

Automotive . 92

TABLE 24 ADVANTAGES AND DISADVANTAGES OF ARAMID FIBER IN FRICTION PRODUCTS . 92

TABLE 25 REASONS AGAINST USING ADDITIONAL ARAMID FIBER IN FRICTION MATERIALS . 93

Automotive (Continued) . 94

TABLE 26 NORTH AMERICAN AUTOMOTIVE MARKET FOR ARAMID FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 95

Industrial . 95

TABLE 27 NORTH AMERICAN INDUSTRIAL MARKET FOR ARAMID FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 95

Industrial (Continued) 96

Outlook . 97

TABLE 28 NORTH AMERICAN OUTLOOK FOR ARAMID FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 98

WESTERN EUROPE . 98

TABLE 29 WESTERN EUROPEAN OUTLOOK FOR ARAMID FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 99

JAPAN 99

TABLE 30 JAPANESE OUTLOOK FOR ARAMID FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 99

CHINA 100

TABLE 31 CHINESE OUTLOOK FOR ARAMID FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 100

REST OF THE WORLD . 100

TABLE 32 REST OF THE WORLD OUTLOOK FOR ARAMID FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) . 101

PRICES . 101

OUTLOOK 101

TABLE 33 GLOBAL OUTLOOK FOR ARAMID FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) . 102

SUPPLIERS . 102

FIGURE 13 GLOBAL META-ARAMID FIBER MARKET SHARE, 2011 (%) . 103

Suppliers (Continued) 104

FIGURE 14 GLOBAL PARA-ARAMID MARKET SHARE, 2011 (%) 105

PARTIALLY OXIDIZED POLYACRYLONITRILE (POA) FIBERS 105

TECHNOLOGY 106

MARKETS 106

TABLE 34 MARKET FOR PARTIALLY OXIDIZED POLYACRYLONITRILE FIBERS IN NORTH AMERICA, THROUGH 2016 (THOUSANDS OF POUNDS) 107

TABLE 35 MARKET FOR PARTIALLY OXIDIZED POLYACRYLONITRILE FIBERS IN WESTERN EUROPE,

THROUGH 2016 (THOUSANDS OF POUNDS) 107

TABLE 36 MARKET FOR PARTIALLY OXIDIZED POLYACRYLONITRILE FIBERS IN JAPAN, THROUGH 2016

(THOUSANDS OF POUNDS) . 108

OUTLOOK 108

TABLE 37 GLOBAL OUTLOOK FOR PARTIALLY OXIDIZED POLYACRYLONITRILE FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) . 109

SUPPLIERS . 109

FIGURE 15 GLOBAL PARTIALLY OXIDIZED POLYACRYLONITRILE FIBER MARKET SHARE, 2011 (%) 110

HIGH-STRENGTH POLYETHYLENE FIBERS 110

TECHNOLOGY 111

MARKETS 111

OUTLOOK 112

TABLE 38 GLOBAL OUTLOOK FOR HIGH-STRENGTH POLYETHYLENE FIBERS BY MARKET, THROUGH 2016

(THOUSANDS OF POUNDS) . 112

TABLE 39 GLOBAL OUTLOOK FOR HIGH-STRENGTH POLYETHYLENE FIBERS BY REGION, THROUGH 2016

(THOUSANDS OF POUNDS) . 113

SUPPLIERS . 113

FIGURE 16 GLOBAL HIGH-STRENGTH POLYETHYLENE FIBER MARKET SHARE, 2011 (%) 114

POLYBENZIMIDAZOLE (PBI) FIBERS . 115

TECHNOLOGY 115

MARKETS 115

OUTLOOK 116

TABLE 40 GLOBAL OUTLOOK FOR POLYBENZIMIDAZOLE (PBI) FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) . 116

TABLE 41 NORTH AMERICAN OUTLOOK FOR POLYBENZIMIDAZOLE (PBI) FIBERS BY MARKET, THROUGH

2016 (THOUSANDS OF POUNDS) 117

SUPPLIER 117

OTHER ADVANCED FIBERS . 118

TABLE 42 GLOBAL OUTLOOK FOR OTHER ADVANCED FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 118

METAL MATRIX COMPOSITE (MMC) FIBERS 119

Manufacturing Technology . 119

Manufacturing Technology (Continued) 120

Barriers to Adoption 121

Markets 122

TABLE 43 MMC APPLICATIONS BY MARKET SEGMENT . 123

Outlook . 124

TABLE 44 GLOBAL OUTLOOK FOR METAL MATRIX COMPOSITE (MMC) FIBERS BY REGION, THROUGH 2016 (THOUSANDS OF POUNDS) . 124

TABLE 45 GLOBAL OUTLOOK FOR METAL MATRIX COMPOSITE (MMC) FIBERS BY MARKET, THROUGH 2016 (THOUSANDS OF POUNDS) . 125

Suppliers 125

POLYPHENYLENE SULFIDE (PPS) FIBERS 126

Manufacturing Technology . 126

Markets 127

Outlook . 128

TABLE 46 GLOBAL OUTLOOK FOR POLYPHENYLENE SULFIDE (PPS) FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 128

Suppliers 129

FIGURE 17 GLOBAL POLYPHENYLENE SULFIDE (PPS) FIBER MARKET SHARE, 2011 (%) 130

POLYIMIDE FIBERS 131

Manufacturing Technology . 131

Markets 132

Outlook 133

TABLE 47 GLOBAL OUTLOOK FOR POLYIMIDE FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) . 133

Supplier 134

POLYAMIDEIMIDE (PAI) FIBERS 134

TABLE 48 GLOBAL OUTLOOK FOR POLYAMIDEIMIDE (PAI) FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) . 135

NOVOLOID FIBERS . 135

TABLE 49 GLOBAL OUTLOOK FOR NOVOLOID FIBERS, THROUGH 2016 (THOUSANDS OF POUNDS) 136

MISCELLANEOUS ADVANCED FIBERS 136

TABLE 50 GLOBAL OUTLOOK FOR MISCELLANEOUS ADVANCED FIBERS, THROUGH 2016 (POUNDS) . 137

Boron 138

TABLE 51 FIGHTER AND OTHER AIRCRAFT USING BORON FIBER . 139

TABLE 52 NORTH AMERICAN OUTLOOK FOR BORON FIBERS BY MARKET, THROUGH 2016 (POUNDS). 140

TABLE 53 GLOBAL OUTLOOK FOR BORON FIBERS, THROUGH 2016 (POUNDS) 141

Carbon-Silicon Carbide . 141

Carbon-Silicon … (Continued) 142

TABLE 54 GLOBAL OUTLOOK FOR CARBON-SILICON CARBIDE FIBERS, THROUGH 2016 (POUNDS) . 143

Miscellaneous Advanced Fibers 143

Steel Fibers 144

CHAPTER SIX: INTERNATIONAL MARKETS 145

OVERVIEW . 145

TABLE 55 GLOBAL SPECIALTY FIBER OUTLOOK BY REGION, THROUGH 2016 (THOUSANDS OF POUNDS) 145

FIGURE 18 SHARE OF INCREMENTAL GLOBAL GROWTH IN SPECIALTY FIBERS DEMAND: 1999–2011 VERSUS 2011–2016 (%) . 146

FIGURE 18 (CONTINUED). 147

NORTH AMERICA . 147

TABLE 56 NORTH AMERICAN SPECIALTY FIBERS MARKET BY FIBER, THROUGH 2016 (THOUSANDS OF POUNDS) . 148

WESTERN EUROPE 149

WESTERN EUROPE (CONTINUED) 150

TABLE 57 WESTERN EUROPEAN SPECIALTY FIBERS MARKET BY FIBER, THROUGH 2016 (THOUSANDS OF POUNDS) 151

JAPAN . 152

TABLE 58 JAPANESE SPECIALTY FIBERS MARKET BY FIBER, THROUGH 2016 (THOUSANDS OF POUNDS) 153

CHINA . 153

TABLE 59 CHINESE SPECIALTY FIBERS MARKET BY FIBER, THROUGH 2016 (THOUSANDS OF POUNDS) 154

REST OF THE WORLD 155

TABLE 60 REST OF WORLD SPECIALTY FIBERS MARKET BY FIBER, THROUGH 2016 (THOUSANDS OF POUNDS) 156

REST OF THE WORLD (CONTINUED) 157

CHAPTER SEVEN: INDUSTRY STRUCTURE . 158

OVERVIEW . 158

TABLE 61 STRATEGIC ANALYSIS OF THE NORTH AMERICAN SPECIALTY FIBERS MARKET . 159

INNOVATION AND RESEARCH AND DEVELOPMENT 159

TECHNOLOGICAL STRATEGIES . 160

RESEARCH & DEVELOPMENT FUNDING . 160

OTHER RESEARCH ACTIVITIES . 161

Other Research Activities (Continued) . 162

FUTURE TRENDS IN RESEARCH DEVELOPMENT . 163

MANUFACTURING STRATEGIES 163

SCALE ECONOMIES AND VERTICAL INTEGRATION . 164

LABOR 164

COST STRUCTURE. 165

FINANCIAL PERFORMANCE . 165

MARKETING 166

PRICING AND BARGAINING POWER . 166

MARKET SEGMENTATION 167

DIFFERENTIATION STRATEGIES . 167

RELATIONS WITH OEM CUSTOMERS . 168

GLOBAL MARKETING . 169

DISTRIBUTION AND OTHER MARKETING . 170

Distribution and … (Continued) . 171

OTHER CONSIDERATIONS . 172

TYPES OF COMPANIES. 172

CONCENTRATION . 172

CONSOLIDATION . 173

CHAPTER EIGHT: COMPANY PROFILES . 174

NORTH AMERICAN COMPANIES 174

3M COMPANY . 174

ADVANCED COMPOSITES GROUP LTD. 175

ADVANCED COMPOSITE MATERIALS, LLC . 176

AEROCELL CORPORATION . 176

ALBANY INTERNATIONAL CORP. 176

ALDILA, INC. . 177

ALLIANT TECHSYSTEMS INC. 177

AMERICAN METAL FIBERS INC. 178

ASTENJOHNSON, INC. . 178

BALLARD MATERIAL PRODUCTS, INC. 179

CPS TECHNOLOGIES CORPORATION . 180

CYTEC INDUSTRIES, INC. 180

E.I. DU PONT DE NEMOURS AND COMPANY 181

E.I. DuPont de Nemours … (Continued) 182

ELECTRO FIBER TECHNOLOGIES LLC 183

FMW COMPOSITE SYSTEMS, INC. . 183

GRAFIL, INC. . 184

HEXCEL CORPORATION 184

HITCO CARBON COMPOSITES, INC. 185

HONEYWELL INTERNATIONAL INC. 186

J.D. LINCOLN, INC. 187

METAL MATRIX CAST COMPOSITES, INC. . 187

MOMENTIVE PERFORMANCE MATERIALS INC. 188

MUTUAL INDUSTRIES INC. . 189

NELCOTE, INC. . 189

PBI PERFORMANCE PRODUCTS, INC. 190

PERFORMANCE MATERIALS CORPORATION . 190

QUANTUM COMPOSITES, INC. . 191

RIBBON TECHNOLOGY CORPORATION . 191

RIO TINTO ALCAN, INC. . 192

SHAKESPEARE COMPANY LLC 192

SPECIALTY MATERIALS, INC 193

STARFIRE SYSTEMS, INC. . 193

TENCATE ADVANCED COMPOSITES. 194

TRITON SYSTEMS, INC. 195

UNIFRAX CORPORATION . 195

ZOLTEK COMPANIES, INC. 196

WESTERN EUROPEAN COMPANIES 197

NV BEKAERT SA 197

COMPAGNIE DE SAINT-GOBAIN SA 198

DSM N.V. 198

EVONIK FIBRES GMBH 199

KERMEL SAS 200

RATH AG 200

SGL GROUP . 201

SOCIKTK DES FIBRES DE CARBONE S.A. (SOFICAR) . 202

UMECO PLC 203

JAPANESE COMPANIES 203

DENKA KAGAKU KOGYO K.K. 204

GUN EI CHEMICAL INDUSTRY CO., LTD. . 204

KUREHA CORPORATION . 205

MITSUBISHI CHEMICAL HOLDINGS CORPORATION 206

NICHIAS CORPORATION 207

NIPPON CARBON CO., LTD. . 207

NIPPON GRAPHITE FIBER CORPORATION 208

OSAKA GAS CHEMICALS CO., LTD. 209

OTSUKA CHEMICAL CO., LTD. 209

SHIKOKU CHEMICALS CORPORATION 210

SUMITOMO CHEMICAL COMPANY, LIMITED . 210

TAIMEI CHEMICALS COMPANY, LTD. 211

TEIJIN LIMITED 211

Teijin Limited (Continued) 212

TOHO TENAX CO., LTD. 213

TOKAI CARBON CO., LTD. 214

TORAY INDUSTRIES, INC. . 214

TORAY MONOFILAMENT CO., LTD. . 215

TOYOBO CO. LTD. 216

UBE INDUSTRIES, LTD. 217

CHINESE COMPANIES 217

ANSHAN EAST ASIA CARBON FIBERS CO., LTD. 217

CHINA WORLDBEST HOLDING LTD. . 218

DALIAN XINGKE CARBON FIBER CO., LTD. . 218

JIANGSU RUITAI SCIENCE AND TECHNOLOGY CO., LTD. . 219

LIANYUNGANG ZHONGFU LIANZHONG COMPOSITES

GROUP CO., LTD. 219

SHANGHAI SXCARBON TECHNOLOGY CO., LTD. . 220

SICHUAN DEYANG SCIENCE & TECHNOLOGY CO., LTD 220

SINOSTEEL JILIN CARBON CO., LTD. . 221

SRO GROUP LIMITED . 221

WEIHAI TUOZHAN FIBER CO., LTD. 222

YANTAI SPANDEX CO., LTD. . 222

OTHER COMPANIES 223

AKSA AKRILIK KIMYA SANAYII A.S. . 223

FORMOSA PLASTICS CORPORATION 223

Formosa Plastics (Continued) . 224

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Newport Digital Technologies Provides Update to Shareholders

NEWPORT BEACH, Calif., April 2, 2012 /PRNewswire/ -- Newport Digital Technologies, Inc. (OTC: NPDTE.PK - News) announced today that they have formally discontinued efforts to compete in the wireless, interactive digital signage solutions business but will continue with its previously announced corporate restructuring.  The Company plans to complete its restructuring and explores several business opportunities.  To preserve cash, the Company has elected to become a non-reporting but will trade under the symbol NPDTE and then will revert to and trade under the symbol NPDT.

The Company attempted to enter the highly competitive wireless, interactive digital signage marketplace under a partnership with Convergent Holdings, but was unable to attract the capital necessary to compete with much larger, better funded competitors in this space.  It became clear to management and to the NPDT board that the Company could not profitably execute and that to continue to spend time in a market that is growing more competitive and dominated by major players would not be in the best interests of the company and its shareholders.

To that end, the Company will move forward to complete a reverse split of its common stock, eliminate all debt from the balance sheet and continue to explore an array of business opportunities that could create value for the stockholders.  The company has nominal fixed operating expenses and will save tens of thousands of dollars in expenses by becoming non-reporting until it has defined its business model.

"We have worked very hard over the past few years, with limited resources and attempted to exploit potential niche markets in the digital signage space," said NPDT CEO Donald Danks.  "The reality of competing against existing, established competition, a nominal balance sheet and limited human resources dictated that we make the moves that we are announcing today.  We are actively exploring a number of business opportunities that we feel can add value given the current market conditions.  We will keep shareholders apprised as we explore these options."

Newport Digital Technologies, Inc.

Safe Harbor: This press release contains certain forward-looking statements with respect to NPDT and its business. Statements that are not historical facts are identified as "forward-looking statements." The words "estimate," "project," "intend," "expect," "believe," "plan," and similar expressions, particularly when used in the "future tense," are intended to identify forward-looking statements. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of this release. Information on potential risk factors that could affect the Company's business plans and financial results can be found in the Company's reports filed with the Securities and Exchange Commission. The Company assumes no obligation to update or supplement forward-looking statements that become untrue because of subsequent events.

Newport Digital Technologies, Inc. has its headquarters located in Newport Beach, California, with a branch office in Australia. If you would like more information about this press release, please contact Donald Danks at +1.949.230.8323 or email at ddanks@newportdt.com.

Contact:
Newport Digital Technologies, Inc.
620 Newport Center Drive, Suite 640
Newport Beach, CA 92660
(800) 671-9582

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Phorum 2012 National Cloud Conference to Showcase Emerging Cloud Technologies for the Enterprise - YAHOO!

Fifteen Leading Edge Companies to Showcase What’s Next at Phorum 2012 Demo Pit

Philadelphia, PA (PRWEB) March 01, 2012

The Greater Philadelphia Alliance for Capital and Technologies (PACT), in partnership with Dell Inc. and Fairmount Partners, today announced the emerging growth companies that will be showcased in the Phorum 2012 National Cloud Conference Demo Pit. The diverse group of participating companies are all headquartered on the East Coast, near to the Philadelphia-based conference, and were selected for their innovation in the use of cloud computing technology to solve strategic business problems. They include:

AboutOne – contact management tool, aboutone.com

Adaptivity – enterprise cloud decision support provider, adaptivity.com

CloudConfidence.com – comprehensive cloud monitoring service, cloudconfidence.net

CloudMine – mobile app development platform, cloudmine.com

cWyze – interactive video platform, cwyze.com

eMaint Enterprises – facility and property management system, emaint.com

Houdini – enterprise crowdsourcing platform, houdiniapi.com

metaLayer – data management and analysis platform, metalayer.com

Profitably – small business planning and analytics tool, profitably.com

Queue in the Cloud – IT service management platform, qinthecloud.com

ReadySetWork – employee scheduling and communication tool, readysetwork.com

Ridaroo – employee ride sharing tool, ridaroo.com

Target Info – data analytics and management platform, target-info.com

Updentity – enterprise contact management automation tool, updentity.com

UXFlip – mobile app development platform, uxflip.com

“The companies selected for this year’s Phorum conference really showcase the diversity of cloud offerings available to the enterprise,” said Allen Born, Head of Internet and Cloud Computing Investment Banking at Fairmount Partners and Advisory Board Member for Phorum 2012. “While the companies all serve different enterprise functions – data management, HR, IT – all provide solutions that enable businesses to work more efficiently and cost effectively. We’re excited for the Phorum participants to have a chance to interact with them and showcase Philadelphia’s emerging cloud technology providers.”

The Demo Pit will enable these 15 early-stage companies to showcase their products to the conference attendees, who will have an opportunity to interact with Demo Pit participants and experience product demonstrations throughout the day. At the conclusion of the conference, three Demo Pit participants will be selected to join Peter Coffee, VP and Head of Platform Research at salesforce.com, on stage for the conference’s closing session.

Mr. Coffee is one of four nationally acclaimed speakers presenting on the enterprise and the cloud at Phorum 2012. Others include, James Staten, Vice President and Principal Analyst at Forrester Research, John Treadway, North American Practice Director for Cloud and Data Center Transformation at Unisys, and keynote speaker and Pulitzer Prize Nominee, Nick Carr, author of The Big Switch and The Shallows: What the Internet is Doing to Our Brains. Phorum 2012 will be held March 28, 2012 at World Cafe Live in Philadelphia and will explore cloud computing technologies and their transformative impact on how companies do business, go to market, and compete.

Sponsors for Phorum 2012 include Dell, Fairmount Partners, Anexinet, BMC Software, CA Technologies, ColdLight Solutions, Fiberlink, Hollister Creative, ICG, KPMG, LiquidHub, PACT, Slice Communications, SmartCEO, Unisys, and USEED.

Tickets for Phorum 2012 are still available and cost $300 for the full conference and $75 for the reception only. Seating is limited to the first 400 registrants. Registration is currently open at http://www.phorumphilly.com and sponsorships are still available.

About Philadelphia Alliance for Capital and Technologies (PACT)

Greater Philadelphia Alliance for Capital and Technologies (PACT)'s vision is to be a premier resource for emerging growth companies in the technology, clean technology, and life sciences industries. We connect emerging growth companies, venture investors, professional advisors, and technology-focused corporations to network, develop relationships, pursue business opportunities, and market and promote their businesses to foster growth and innovation. For more information please visit http://www.philadelphiapact.com.

###

Cassandra Oryl
coryl@slicecommunications.com
2023092263
Email Information

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Digerati Technologies Outlines Strategic Initiatives

SAN ANTONIO, TX--(Marketwire -01/11/12)- Digerati Technologies, Inc. (OTC.BB: DTGI.OB - News) (OTCQB: DTGI.OB - News), an established and award-winning provider of cloud communication services, today announced its key business opportunities and strategic initiatives to drive long-term sales growth and profitability.

The Company's key strategic initiatives to successfully meet its long-term business objectives include:

Repositioning the Company around its cloud and session-based communication services, segments of the industry that are experiencing significant growth and where there are new business opportunities for Digerati. Augment its current carrier-to-carrier sales distribution model with a higher margin model that enables its Value Added Resellers (VARs) to offer cloud and session-based communication services to the enterprise market, primarily the small to medium sized business (SMB). Leverage its existing global network and partnerships to provide new and innovative international voice over Internet ("VoIP") solutions in high demand by carrier and enterprise customers. Continue enhancing its infrastructure and back office system to streamline operations, automate key processes, and support the scalability of its VAR distribution model. Carefully manage expenses, selectively reducing them wherever possible, and secure additional financing to fund working capital requirements, expand its sales efforts, and meet debt payment obligations.

Since FY2010, the Company has taken definitive actions to transition Digerati from a traditional international telecommunications carrier to a global VoIP and cloud-based telephony service provider. In FY2011, Digerati began its corporate transformation that included a name change formally launching the Company's strategic shift. Management believes the Company's strategy that emphasizes its cloud-based technology platform and global session-based communications network will allow it to capitalize on the growth opportunities within its industry.

During FY2012, Digerati commenced the next phase of its transformation that included implementing key infrastructure upgrades to further enhance its ability to sell higher margin cloud telephony applications and session-based communication services over its global network. In September 2011, the Company deployed a Sansay VSXi system that serves as the foundation for Digerati's next generation technology platform and is the cornerstone for its product diversification strategy. The deployment of the Sansay system was a key architectural building block for seamless interoperability between Digerati's global network and its cloud telephony application platform. The combination of the Company's existing global network with its cloud-based telephony platform is expected to significantly improve the value proposition of Digerati's product line. The result is the potential to generate increased value for shareholders in coming years as Digerati transitions to its growth strategy that emphasizes high-margin cloud-based telephony applications while maintaining its strong reputation as a global provider of VoIP telephony services.

Through its fiscal year ending July 31, 2011, Digerati's primary line of business was transporting voice traffic over the Internet for other carriers that included traditional telecommunications service providers, other VoIP carriers, and mobile operators. Over the course of the last six fiscal quarters, the Company has developed and introduced an extensive portfolio of cloud-based telephony products and services, including enhanced applications that are not available through the traditional telecommunication network. The Company's products, branded as Only in The Cloud™, are feature rich that translate into savings and simplicity for end-users. Digerati's Only in The Cloud™ products are specifically designed for the needs of the SMB, call centers with international communication requirements, and Internet service providers that do not have the scale necessary to acquire their own telephony infrastructure.

To sell its products, the Company recently embarked on a cost effective sales and marketing strategy that utilizes VARs as its distribution channel. The VARs that Digerati targets have established relationships with small-to-medium sized businesses which represents a tremendous growth market for the Company's products and services. Digerati's VAR program targets PBX vendors, information technology ("IT") services firms, managed service providers, systems integrators and broadband providers that lack a cloud telephony infrastructure, but have an embedded customer base in need of telephony services. Digerati's all-in-one cloud telephony platform and global VoIP network transforms its VARs' business model by giving them the ability to sell an end-to-end solution that includes every component required to roll out a domestic or global telephony application for their customers.

As a low-cost operator with a vertically integrated platform and carrier-class global network, management believes the Company is ideally positioned to become a "one-stop" provider of cloud telephony applications with a global reach that is delivered Only in The Cloud™. The Company's mission is to deliver its cloud communication solutions with unparalleled quality, reliability, and support.

In an effort to achieve it financial objectives, the Company implemented cost cutting measures during the 1st and 2nd quarter of its current fiscal year to align its expenses with its current business model. Management anticipates that its cost cutting measures and the change in its revenue mix of its products and services will result in positive cash flow from operations during the 4th quarter of its current fiscal year. To work towards improving its financial foundation, the Company has also entered into agreements to derive additional income through the sale of non-core assets.

Arthur L. Smith, CEO of Digerati, stated, "FY2012 is shaping up to be a critical turning point for our Company. We have made significant progress in enhancing our core infrastructure to support our growth strategy and continue to win new business opportunities with enterprise customers through our VAR relationships both domestically and internationally. We expect to report more on these new business opportunities and on our sales progress in the coming weeks. It is our intention to continue to control our costs and grow our business by securing additional funding to meet our working capital needs and to support continued expansion of our sales efforts, specifically as it pertains to our VAR distribution model. During FY2012 we expect the top-line revenue from our legacy carrier to carrier business to decline as we transform our business model and place a stronger emphasis on our higher margin cloud telephony applications and session-based communication services. However, we believe that this transition will increase margins, improve brand recognition, create a more stable revenue base, and allow us to target more rapid profitability growth that we anticipate will ultimately result in increased shareholder value."

About Digerati Technologies

Digerati is a three-time recipient of Deloitte and Touche's Fast 500 Award for recognition as one of the 500 fastest growing technology companies in North America. Digerati is meeting the global needs of businesses that are seeking simple, flexible, and cost-effective communication solutions. Digerati's cloud-based services include a fully hosted IP/PBX, VoIP transport, SIP trunking, data storage, and customized VoIP solutions for specialized applications. Services are delivered with unparalleled reliability and performance over Digerati's carrier-class global VoIP network, which has been built over the course of a decade. For more information visit www.digerati-inc.com.

The information in this news release includes certain forward-looking statements that are based upon management's expectations and assumptions about certain risks and uncertainties that can affect future events. Although management believes these assumptions and expectations to be reasonable on the date of this news release, these risks and uncertainties may cause actual events to differ from those contained in this news release. The risks and uncertainties include, but are not limited to, continuing as a going concern, availability and cost of our present vendors and suppliers, and absence of any change in government regulations or other costs associated with data transmission over the Internet or transmissions in foreign countries.

View the original article here

Digerati Technologies Outlines Strategic Initiatives

SAN ANTONIO, TX--(Marketwire -01/11/12)- Digerati Technologies, Inc. (OTC.BB: DTGI.OB - News) (OTCQB: DTGI.OB - News), an established and award-winning provider of cloud communication services, today announced its key business opportunities and strategic initiatives to drive long-term sales growth and profitability.

The Company's key strategic initiatives to successfully meet its long-term business objectives include:

Repositioning the Company around its cloud and session-based communication services, segments of the industry that are experiencing significant growth and where there are new business opportunities for Digerati. Augment its current carrier-to-carrier sales distribution model with a higher margin model that enables its Value Added Resellers (VARs) to offer cloud and session-based communication services to the enterprise market, primarily the small to medium sized business (SMB). Leverage its existing global network and partnerships to provide new and innovative international voice over Internet ("VoIP") solutions in high demand by carrier and enterprise customers. Continue enhancing its infrastructure and back office system to streamline operations, automate key processes, and support the scalability of its VAR distribution model. Carefully manage expenses, selectively reducing them wherever possible, and secure additional financing to fund working capital requirements, expand its sales efforts, and meet debt payment obligations.

Since FY2010, the Company has taken definitive actions to transition Digerati from a traditional international telecommunications carrier to a global VoIP and cloud-based telephony service provider. In FY2011, Digerati began its corporate transformation that included a name change formally launching the Company's strategic shift. Management believes the Company's strategy that emphasizes its cloud-based technology platform and global session-based communications network will allow it to capitalize on the growth opportunities within its industry.

During FY2012, Digerati commenced the next phase of its transformation that included implementing key infrastructure upgrades to further enhance its ability to sell higher margin cloud telephony applications and session-based communication services over its global network. In September 2011, the Company deployed a Sansay VSXi system that serves as the foundation for Digerati's next generation technology platform and is the cornerstone for its product diversification strategy. The deployment of the Sansay system was a key architectural building block for seamless interoperability between Digerati's global network and its cloud telephony application platform. The combination of the Company's existing global network with its cloud-based telephony platform is expected to significantly improve the value proposition of Digerati's product line. The result is the potential to generate increased value for shareholders in coming years as Digerati transitions to its growth strategy that emphasizes high-margin cloud-based telephony applications while maintaining its strong reputation as a global provider of VoIP telephony services.

Through its fiscal year ending July 31, 2011, Digerati's primary line of business was transporting voice traffic over the Internet for other carriers that included traditional telecommunications service providers, other VoIP carriers, and mobile operators. Over the course of the last six fiscal quarters, the Company has developed and introduced an extensive portfolio of cloud-based telephony products and services, including enhanced applications that are not available through the traditional telecommunication network. The Company's products, branded as Only in The Cloud™, are feature rich that translate into savings and simplicity for end-users. Digerati's Only in The Cloud™ products are specifically designed for the needs of the SMB, call centers with international communication requirements, and Internet service providers that do not have the scale necessary to acquire their own telephony infrastructure.

To sell its products, the Company recently embarked on a cost effective sales and marketing strategy that utilizes VARs as its distribution channel. The VARs that Digerati targets have established relationships with small-to-medium sized businesses which represents a tremendous growth market for the Company's products and services. Digerati's VAR program targets PBX vendors, information technology ("IT") services firms, managed service providers, systems integrators and broadband providers that lack a cloud telephony infrastructure, but have an embedded customer base in need of telephony services. Digerati's all-in-one cloud telephony platform and global VoIP network transforms its VARs' business model by giving them the ability to sell an end-to-end solution that includes every component required to roll out a domestic or global telephony application for their customers.

As a low-cost operator with a vertically integrated platform and carrier-class global network, management believes the Company is ideally positioned to become a "one-stop" provider of cloud telephony applications with a global reach that is delivered Only in The Cloud™. The Company's mission is to deliver its cloud communication solutions with unparalleled quality, reliability, and support.

In an effort to achieve it financial objectives, the Company implemented cost cutting measures during the 1st and 2nd quarter of its current fiscal year to align its expenses with its current business model. Management anticipates that its cost cutting measures and the change in its revenue mix of its products and services will result in positive cash flow from operations during the 4th quarter of its current fiscal year. To work towards improving its financial foundation, the Company has also entered into agreements to derive additional income through the sale of non-core assets.

Arthur L. Smith, CEO of Digerati, stated, "FY2012 is shaping up to be a critical turning point for our Company. We have made significant progress in enhancing our core infrastructure to support our growth strategy and continue to win new business opportunities with enterprise customers through our VAR relationships both domestically and internationally. We expect to report more on these new business opportunities and on our sales progress in the coming weeks. It is our intention to continue to control our costs and grow our business by securing additional funding to meet our working capital needs and to support continued expansion of our sales efforts, specifically as it pertains to our VAR distribution model. During FY2012 we expect the top-line revenue from our legacy carrier to carrier business to decline as we transform our business model and place a stronger emphasis on our higher margin cloud telephony applications and session-based communication services. However, we believe that this transition will increase margins, improve brand recognition, create a more stable revenue base, and allow us to target more rapid profitability growth that we anticipate will ultimately result in increased shareholder value."

About Digerati Technologies

Digerati is a three-time recipient of Deloitte and Touche's Fast 500 Award for recognition as one of the 500 fastest growing technology companies in North America. Digerati is meeting the global needs of businesses that are seeking simple, flexible, and cost-effective communication solutions. Digerati's cloud-based services include a fully hosted IP/PBX, VoIP transport, SIP trunking, data storage, and customized VoIP solutions for specialized applications. Services are delivered with unparalleled reliability and performance over Digerati's carrier-class global VoIP network, which has been built over the course of a decade. For more information visit www.digerati-inc.com.

The information in this news release includes certain forward-looking statements that are based upon management's expectations and assumptions about certain risks and uncertainties that can affect future events. Although management believes these assumptions and expectations to be reasonable on the date of this news release, these risks and uncertainties may cause actual events to differ from those contained in this news release. The risks and uncertainties include, but are not limited to, continuing as a going concern, availability and cost of our present vendors and suppliers, and absence of any change in government regulations or other costs associated with data transmission over the Internet or transmissions in foreign countries.

View the original article here