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INFORMATION – Information products are arguably the easiest to market and sell online. Electronic infoproducts do not require actual space to store and you can produce infinite copies of it in a short period of time. Regardless of of the types of format used, infoproducts are easy to market because you can provide the prospects with sample of the product without giving away the entire content.

PRODUCTS WITH SAMPLES – Speaking of samples, products which you can provide immediate samples for prospects to see are easier to market on the Internet. Web designs and layouts, photographs, artworks, and other similar products can be marketed effectively since its makers will be able to provide samples of their work. These will readily give customers an idea of what to expect from the sellers.

EASY DELIVERY – Products that can provide instant gratificationare definitely better to market online. Again, digital information products satisfy this criterion: they do not have expiry dates and may be therefore delivered easily. Flowers can wilt so there’s a duration date as to when they can be delivered or not. This is the same for food and similar perishable products. Unless you have the means to store them safely and for an indefinite period of time, guaranteeing fresh delivery for your customers, these products will take more time, care and efforts in your part.

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SOFTWARE PRODUCTS – Software products can help solve problems faced by many Internet users. As such, it will be much easier to promote software products to them because they’re more likely to understand the descriptions you provide than prospective customers you meet elsewhere. With Internet users, it’s easier to determine the advantages and features of these software products.

And because word-of-mouth marketing is extremely powerful in the Internet, you only need satisfy one customer and they’ll surely refer other customers to your website!

RARE AND UNIQUE ITEMS – The Internet is a great tool for reaching others worldwide. Emails are unconcerned with geographical destinations. As long as there is Internet connection provided, they are sure to reach the targeted prospects and at no extra cost. Consequently, the Internet allow people anywhere to market products that may be considered rare or unique in other parts of the world.

The local market for strawberry wine may, not have that much demand here but this is not the case if you’re targeting African communities on the Internet.

Ultimately, however, an experienced and knowledgeable Internet marketer will find it not a problem to market just about any type of product as long as he does the following:

PROVIDE PROOF – Internet users are more likely to purchase your products and services if you provide plenty of evidence of your claims. These can take the form of photographs, testimonials, or any other trustworthy material.

BE CONVINCING – Marketing content outline clearly the features and more importantly the benefits of the products or services you’re marketing. If there are other indirect benefits offered together with the decision to purchase them, these must be stated as well. And marketing articles or descriptions must always include a call to action!

EXPOSURE – Last but not the least, your website must obtain as much traffic as possible. The more traffic you get to your web site the more chances you have for promoting them and making sales!

Incoming search terms:

• best product to market on web

While the selection of products to sell at the flea market is virtually endless, there are some hot choices that stand the test of time.

Products to Sell at a Flea Market – Sunglasses

Flea markets take place outdoors, and the most people shop on sunny days. Not only are sunglasses popular products to sell at a flea market, they are great impulse buys for people who forgot their shades at home. If you want to profit with sunglasses, you should offer both expensive designer styles and inexpensive generic ones.

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Products to Sell at a Flea Market – Dollar Toys

Many parents give their kids a dollar or two to spend on whatever they want at the flea market. Dollar toys, or those under five dollars at the very most, are good products to sell at a flea market. Kids are the ultimate impulse shoppers.

Products to Sell at a Flea Market – Pet Products

People in the United States spend billions of dollars on their pets each year. This includes everything from food and medicines to toys, beds, clothing, and leashes and collars. Selling pet products at the flea market makes good business sense. Not only are they popular products to sell at a flea market, competition is usually low.

Products to Sell at a Flea Market – Used Clothing

When searching for products to sell at the flea market, you should consider used goods. While some people shy away from buying used clothing, the average flea market shopper is looking for a bargain. If you have good quality, clean and undamaged used clothing to sell, you can earn a lot at the flea market. Products to sell at the flea market should be readily available and cheap to attain. Used clothing fills both requirements.

These products to sell at the flea market are eye-catching, useful, and inexpensive enough to entice many shoppers. While competition may be steep, getting a good wholesale price and concentrating on quantity sales over high profits will lead to success.

New Product Surveys: Design, Test, Design

Savvy business owners know that marketing should begin long before their products hit the stores. Marketing should begin with the product itself, and with an in-depth understanding customer’s needs and preferences.

Powerful new questionnaire software gives businesses a revealing glimpse into the minds of potential customers. Market research surveys can help a business rethink product design, or maybe just fine tune it a bit. In simple terms, these surveys can help a business give people what they want.

New product surveys try to get at the perceived needs of customers. They ask questions like:

“How much cargo space do you need in your truck?”
“How many watts does your backup power supply need to generate?”
“How often do your drive on icy roads?”

Questions like these can help a business decide if its product line meets the needs of potential customers, or if there are gaps in the line that need to be filled. Questionnaire software allows a business to sort responses by age, gender, location, income and many other variables. This enables a business to target products to the needs of specific market segments.

New product surveys also try to determine the benefits that are most important to customers. Take vitamins as an example. Are customers mainly interested in vitamins that will help them feel better or boost their memory or improve their heart health? Questionnaire software uses sophisticated ranking questions to help isolate the benefits that people care about most.

New product surveys also help a business learn what features are important to customers. If customers show little interest in a particular feature, a business may decide to offer it as an option rather than a standard part of its products. On the other hand, if a feature shows up on a survey as being very popular, a business might decide to include it in all of its products, and emphasize it in its marketing campaign.

Conjoint Analysis: Examine the trade-offs that customers make when purchasing a product

Conjoint analysis serves many purposes in market research, but it is especially useful in making decisions about price. Here’s how it works. Suppose a traveler is thinking about booking a hotel room. Two hotels next to each other offer rooms at the same price, but one hotel has an indoor pool and the other does not. If the traveler enjoys swimming, he will probably pick the hotel with the pool, since there is no difference in price.

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Our traveler does a little more research and finds that the hotel that does not have a pool offers room service, which sounds wonderfully self-indulgent. Now our traveler has to make a decision. What does he value more, a pool or room service? Suppose our traveler then learns that the hotel with the pool is offering a ten percent discount. Now things are really getting complicated.

Conjoint analysis enables a marketer to examine the trade-offs that customers make in buying a product. It allows a marketer to see which features of a product are most valuable to customers and how much extra they are willing to pay for a particular feature or combination of features. The purpose of conjoint analysis is to determine what combination of variables is most influential in a customer’s decision to buy.

Conjoint analysis also helps a marketer set an optimal price for a product. It allows the marketer to see the point at which price outweighs benefits in the consumer’s mind. Although this type of analysis sounds complicated, internet survey software makes it simple. The most sophisticated systems enable marketers to create online surveys using an intuitive wizard interface. They present the results of the analysis in a variety of formats that help marketing professionals make informed decisions.

Placement and the Purchase Process

Market research surveys can also provide valuable information about how people prefer to shop. Do they typically buy certain types of products online, or do they prefer to visit a store? If they like to shop in person, do they prefer no-frills discount stores or stores that offer advice and greater customer service? Do they buy from catalogs? If they do, do they mail in their orders or use the catalog to shop online?

The purpose of all these questions is to discover how people feel about the purchasing experience. Sometimes two companies might offer virtually identical products, but one company is much more successful because it provides customers the kind of purchasing experience they find comfortable. For example, some car dealers advertise that they do not haggle over price. They know that some people are uncomfortable with the sort of price negotiations that are common in the car business.

Purchase process surveys need to focus on specific types of products. For example, some people routinely buy DVDs in discount stores, but they would go to an electronics store to buy a DVD player. A well-designed online survey can isolate customers’ purchasing preferences for different types of products.

Purchase process surveys can also help businesses improve customer service. For example, a survey might reveal that customers find a business’s website difficult to navigate. Businesses can use this type of data to make the purchasing experience more pleasant and convenient for customers.

Promotion: Advertising Effectiveness Surveys

Advertising effectiveness surveys help a business make the most of its advertising budget.

Advertising decisions have become extremely complicated. Many people — especially young people — spend more time online than watching television. But are online ads as effective as TV ads? And if a business decides to use TV ads, which of the hundreds of cable channels should it focus on? And what about the print media and outdoor advertising? What place do they have in a well-planned marketing campaign?

The answers to all these questions are different for different products and for different segments of the market. Marketers need reliable data to make informed decisions about their advertising budgets. Fortunately, online surveys provide an economical way to gather and analyze this information.

An advertising effectiveness survey can determine how consumers react to an ad, what they remember, how they felt afterwards, how the ad can be improved, and if the ad’s intention was served. A sequence of surveys can measure brand awareness before, during, and after a campaign. As with other types of online surveys, the results can be analyzed by age, gender, income, and other variables to ensure that ads are reaching the correct demographic group.

Some businesses rely on sales performance to gauge the effectiveness of their advertising. They assume that if they are doing better than their competitors, their ads must be working. This approach ignores the fact that sales are determined by a multitude of factors, including price, quality, and competition. A business may be doing well, but more effective ads could make its performance even better.

Boosting the Bottom Line

Online market research surveys are an inexpensive, economical way to improve every phase of marketing: product design, placement, positioning and promotion. Surveys can tell a business what it is doing wrong or right and how it can do better. An investment in a well-planned online survey can pay for itself many times over in increased sales and a healthier bottom line.

This article examines the various approaches organisations may adopt when looking to expand from their domestic market and also looks at localisation strategies they can use to aid in the success of their international marketing efforts. The main themes will focus more on the written word and the actual process of translating a marketing communication message, and does not take into consideration other issues that will affect the localisation process, such as the technological issue that may be present when developing a marketing strategy in a non-domestic market.

At this point it is worth what motivates organisations when promoting and selling their products and services into non-native markets. Typically, marketing products in markets outside the domestic domain fall into 4 categories. In the first approach, companies undertake what can be referred to as infrequent foreign marketing. Here companies will use foreign markets as a means to eliminate surpluses which an over saturated domestic market is unable to absorb. Here marketing activities may be very short term and may only require a minimal amount of translation and localisation. Alternatively, companies may believe that there is enough of a sustainable foreign market on an ongoing basis and will adopt regular foreign marketing activities.  In this instance the domestic market is still the main focus, however, often by the use of middle men and agents, companies who use this approach are able to service both domestic and international markets simultaneously. The third approach is to focus on international marketing as part of a whole marketing strategy. Here international markets are seen as equally important as domestic markets. Companies will often perceive their markets to possess unique characteristics for which individual marketing strategies and characteristics will need to be adopted. The process involved in localisation and translation in this approach can be fairly complex, however, it will also allow for a closely targeted market, reaching segments that perhaps a more uniform approach may not reach.

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The fourth approach is to view the world as a single market. Referred to as global marketing, this approach standardises its processes and activities to offer a common product or service through all the markets they serve.

It is worth considering which approach your organisation or, if you are working on behalf of someone else, your client is adopting. These different approaches will affect the overall process of how you implement your marketing strategy and will also involve varying amounts of resources. Although advances in technology have made the deployment of a targeted message more cost effective, individual translation will need to be processed by a human and therefore marketers and business managers will need to consider the potential ROI (return on investment)  that an approach such international marketing will generate versus the resources needed to process this strategy.

Fundamental to the successful launch of a marketing campaign into a non-domestic market is a good understanding of the nature of that market. If, for example, your objective is to launch a specific product or brand into a new market, analysis should be undertaken into the suitability of the existing brand’s identity (e.g., colour, shape, text) in the existing market.  What works well from a branding perspective in one market may be disastrous in another, and there are many examples of companies who have launched an international campaign based around a specific domestic campaign only to discover that the brand that is at the heart of the message carries an unsavoury name or connotation. At the very least we suggest a brand name analysis should be undertaken prior to launching a brand into a new market.

It’s also worth noting the other cultural convention of your proposed target market. Colour, for example, can play a key role in a company’s identity but this identity may have many different connotations depending on the target market. It is also crucial to understand how your market responds to messages. Some markets may respond very positively to a less formal approach when delivering a message, whereas more conservative markets may see this approach as sloppy or unprofessional.

A common approach in copy writing is to use analogies in an attempt to make the reader draw similarities with the product or service under discussion and an existing, perhaps well known product or service. Often these analogies will be based on an understanding of an entity that is known to the reader in the existing market, but may be unknown or alien in the new proposed target market. Examples are comparing physical size of somewhere to a geographically known location in the domestic e.g., “an area the size of Birmingham” etc.

Because of the subjective nature of translation, whenever undertaking any translation assignment it is vital to use a translator who is not only an expert linguist but also an expert in their respective field. Using a technical translator to localise a marketing brochure selling financial services just will not do. Translation of marketing material goes beyond the literal and involves the ability to interpret the essence of the message. Translators who are used to translate branding and corporate identity need to distil the message, taking the key elements and present it in a language that the target market will respond to. In this instance, using mother tongue translators based in the country of origin is vital.

In summary then we suggest that, as a minimum, prior to launching a marketing message into a unknown market, initial research is undertaken into the feasibility of using the core message (be it the brand or what ver is at the heart of the communication) within the market. It is likely that business leaders and managers will have already determined that there is a need for a particular product or service in a specific market and that their product or service can successfully fill that need. It is then the job of the marketer to communicate this product or service to the desired new market. 

In the current environment, the successful oncology players of the future will be those that can anticipate protocol evolution and design the most relevant clinical trials. In recent years, biotech companies have fuelled innovation in oncology more than ever before. Partnering with biotech companies is a key (but expensive) source of innovation for many pharma companies as approximately 75% of phase II, III and pre-registration innovative drugs are of biotech origin.

At $47.7bn, cancer is one of the largest, fastest growing markets in the pharmaceutical industry. However, pricing risk remains the key investment concern in oncology. The key concern, however, is not price erosion driven by competitive forces, but price cuts imposed by payors irrespective of the fact that such unilateral price cuts by payors have never occurred in any of the major developed markets and would surely jeopardize the premise on which the entire biopharmaceutical industry has been built.

Key features of this report

Epidemiological analysis and forecast prevalence of the major cancer indications over the period 2008-14 including lung, breast, colorectal, ovarian cancer markets.
Forecasts and analysis of the major products in the cancer market over the period 2008-14 spread across the major indications and classes of treatments.
Overview of key events in the global cancer market that have impacted treatment trends and sales potential across the major cancer indications.
Strategic and growth analysis of leading pharmaceutical corporations based on sales focus by drug class, currently marketed products and R&D product portfolios.

Scope of this report

Develop insight into patient potential with the report’s coverage of major indications in the cancer segment, the seven largest geographic pharmaceutical markets and 10 largest companies active in the cancer segment today
Quickly understand how recent events are affecting the performance of major products, and how their marketers are confronting competitive changes in cancer marketplace
Gain up-to-date competitive intelligence across the cancer indications and understand the major issues affecting key pharmaceutical/biotech players
Understand which indications have the greatest potential to provide franchise growth, and how pharmaceutical companies are attempting to exploit these opportunities

Key Market Issues

FDA approves Cervarix for cervical cancer

In October 2009, FDA approved GSK’s Cervarix for the prevention of pre-cancerous lesions caused by human papillomavirus (HPV) type 16 & 18 in women aged 10-25 years. Cervarix’s inclusion in children’s vaccine program is a major step towards securing reimbursement. Cervarix, expected to launch by the end of 2009, faces direct competition from Merck’s Gardasil and will help to reduce the incidence of cervical cancer in future.

Merck’s Gardasil adds US indication of genital warts for boys and men

On 16th October 2009, Gardasil’s US label was extended to include its use in both men and boys aged 9-26 years of age. The pivotal trial results showed an efficacy of 90.4% while preventing external genital lesions of HPV types 6/11/16/18. In addition, Merck also planned to extend its vaccine patient assistance program providing free Gardasil to 19-26 year old uninsured males meeting eligibility criteria but unable to afford the vaccine.

Key findings from this report

In 2008, antineoplastic mAbs delivered huge sales of $13.6bn with a market share of 28.6% of total sales. The key antineoplastic mAbs which contributed to the higher market share of this class in 2008 were MabThera (11.0%), Avastin (10.3%), Herceptin (9.7%) and Erbitux (3.4%). Forecast sales of the total antineoplastics market are estimated at $65.2bn in 2014.
Roche is the global market leader in cancer, holding the highest market share of 29.2% ($14.0bn sales) in 2008 based on sales from (MabThera, Avastin, Herceptin, Tarceva and Xeloda). Roche’s strength in the cancer market has been bolstered by its acquisition of Genentech and purchase of majority stakes in Chugai, which has provided additional breadth to its portfolio.
Eli Lilly’s acquisition of ImClone will increase the former’s flow of high-quality, innovative new therapies. The transaction will immediately enable Eli Lilly to offer physicians and their patients a complementary portfolio of leading oncolytic agents and targeted therapies including Gemzar, Alimta and Erbitux.

Key questions answered

What will be the major growth indications in the cancer segment over the period 2008-14?
Which companies were the winners and losers in the cancer segment in 2008?
How have recent major launches from companies such as Roche, Sanofi-Aventis, AstraZeneca, Novartis and Eli Lilly performed?
Which companies will become the key players in the cancer segment over the period 2008-14?
Which products will be impacted by generic competitors over the period 2008-14?

Report Description:

In the current decade, oncology has been one of the most important growth segments among the pharmaceutical markets with a major focus on targeted agents (drug treatments developed to preferentially target those signaling pathways that are disregulated in tumors). Most innovation in oncology over the past 10 years has been driven by scientific advances, particularly in genomics, transcriptomics and proteomics.

In the current environment, the successful oncology players of the future will be those that can anticipate protocol evolution and design the most relevant clinical trials. In recent years, biotech companies have fuelled innovation in oncology more than ever before. Partnering with biotech companies is a key (but expensive) source of innovation for many pharma companies as approximately 75% of phase II, III and pre-registration innovative drugs are of biotech origin.

At $47.7bn, cancer is one of the largest, fastest growing markets in the pharmaceutical industry. However, pricing risk remains the key investment concern in oncology. The key concern, however, is not price erosion driven by competitive forces, but price cuts imposed by payors irrespective of the fact that such unilateral price cuts by payors have never occurred in any of the major developed markets and would surely jeopardize the premise on which the entire biopharmaceutical industry has been built.

Key features of this report

Epidemiological analysis and forecast prevalence of the major cancer indications over the period 2008-14 including lung, breast, colorectal, ovarian cancer markets.
Forecasts and analysis of the major products in the cancer market over the period 2008-14 spread across the major indications and classes of treatments.
Overview of key events in the global cancer market that have impacted treatment trends and sales potential across the major cancer indications.
Strategic and growth analysis of leading pharmaceutical corporations based on sales focus by drug class, currently marketed products and R&D product portfolios.

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Scope of this report

Develop insight into patient potential with the report’s coverage of major indications in the cancer segment, the seven largest geographic pharmaceutical markets and 10 largest companies active in the cancer segment today
Quickly understand how recent events are affecting the performance of major products, and how their marketers are confronting competitive changes in cancer marketplace
Gain up-to-date competitive intelligence across the cancer indications and understand the major issues affecting key pharmaceutical/biotech players
Understand which indications have the greatest potential to provide franchise growth, and how pharmaceutical companies are attempting to exploit these opportunities

Key Market Issues

FDA approves Cervarix for cervical cancer

In October 2009, FDA approved GSK’s Cervarix for the prevention of pre-cancerous lesions caused by human papillomavirus (HPV) type 16 & 18 in women aged 10-25 years. Cervarix’s inclusion in children’s vaccine program is a major step towards securing reimbursement. Cervarix, expected to launch by the end of 2009, faces direct competition from Merck’s Gardasil and will help to reduce the incidence of cervical cancer in future.

Merck’s Gardasil adds US indication of genital warts for boys and men

On 16th October 2009, Gardasil’s US label was extended to include its use in both men and boys aged 9-26 years of age. The pivotal trial results showed an efficacy of 90.4% while preventing external genital lesions of HPV types 6/11/16/18. In addition, Merck also planned to extend its vaccine patient assistance program providing free Gardasil to 19-26 year old uninsured males meeting eligibility criteria but unable to afford the vaccine.

Key findings from this report

In 2008, antineoplastic mAbs delivered huge sales of $13.6bn with a market share of 28.6% of total sales. The key antineoplastic mAbs which contributed to the higher market share of this class in 2008 were MabThera (11.0%), Avastin (10.3%), Herceptin (9.7%) and Erbitux (3.4%). Forecast sales of the total antineoplastics market are estimated at $65.2bn in 2014.
Roche is the global market leader in cancer, holding the highest market share of 29.2% ($14.0bn sales) in 2008 based on sales from (MabThera, Avastin, Herceptin, Tarceva and Xeloda). Roche’s strength in the cancer market has been bolstered by its acquisition of Genentech and purchase of majority stakes in Chugai, which has provided additional breadth to its portfolio.
Eli Lilly’s acquisition of ImClone will increase the former’s flow of high-quality, innovative new therapies. The transaction will immediately enable Eli Lilly to offer physicians and their patients a complementary portfolio of leading oncolytic agents and targeted therapies including Gemzar, Alimta and Erbitux.

Key questions answered

What will be the major growth indications in the cancer segment over the period 2008-14?
Which companies were the winners and losers in the cancer segment in 2008?
How have recent major launches from companies such as Roche, Sanofi-Aventis, AstraZeneca, Novartis and Eli Lilly performed?
Which companies will become the key players in the cancer segment over the period 2008-14?
Which products will be impacted by generic competitors over the period 2008-14?

Table of Contents:  The Cancer Market Outlook to 2014

Executive Summary 12
Epidemiology of Cancer 12
Global Market Analysis 13
Pipeline Analysis 14
Competitive Landscape 15

Chapter 1 Scope and methodology 18
Scope 18
Methodology 19

Chapter 2 Overview and epidemiology of cancer indications 22
Summary 22
Introduction 23
Overview 23
Cancer risk factors 23
Lung cancer 24
Overview 24
Diagnosis, treatment and management 25
Epidemiology 27
NSCLC 27
SCLC 28
Forecast epidemiology 29
NSCLC 29
SCLC 30
Colorectal cancer 31
Overview 31
Diagnosis, treatment and management 31
Epidemiology 32
Forecast epidemiology 33
Breast cancer 34
Overview 34
Diagnosis, treatment and management 35
Epidemiology 36
Forecast epidemiology 37
Ovarian cancer 38
Overview 38
Diagnosis, treatment and management 39
Epidemiology 40
Forecast epidemiology 41
Uterine and cervical cancer 42
Overview 42
Diagnosis, treatment and management 43
Epidemiology 44
Forecast epidemiology 44
Leukemia 45
Overview 45
Diagnosis, treatment and management 47
Epidemiology 48
Forecast epidemiology 48
Prostate cancer 49
Overview 49
Diagnosis, treatment and management 50
Epidemiology 51
Forecast epidemiology 51
Pancreatic cancer 53
Overview 53
Diagnosis, treatment and management 53
Epidemiology 54
Forecast epidemiology 54
Lymphomas 56
Overview 56
Diagnosis, treatment and management 56
Epidemiology 57
Forecast epidemiology 58
Head and neck cancer 60
Overview 60
Diagnosis, treatment and management 61
Epidemiology 62
Forecast epidemiology 62

Chapter 3 Global market analysis 66
Summary 66
Introduction 67
Market analysis by country 67
Market analysis by drug class 69
Leading brand dynamics 70
MabThera (rituximab) –Roche/Genentech 71
Avastin (bevacizumab) – Roche/Genentech 73
Herceptin (trastuzumab) – Roche/Genentech/Chugai 74
Glivec/Gleevec (imatinib) – Novartis 75
Taxotere (docetaxel) – Sanofi-Aventis 76
Leading brands by type of cancer 77
Key recent events in the cancer market 80
FDA approves Cervarix for cervical cancer 80
Merck’s Gardasil adds US indication of genital warts for boys and men 80
Roche’s Avastin is filed for first-line breast cancer in Japan 80
Eisai to file first in-house breast cancer drug in major markets 81
Novartis’s Tasigna bolsters its CML franchise 81
Antineoplastics 82
Competitive dynamics of antineoplastics 82
Leading brands of antineoplastics 84
Antineoplastic mAb market analysis 86
Market dynamics 86
Key brands analysis 86
Antineoplastic protein kinase inhibitors 88
Market dynamics 88
Key brands analysis 89
Vinca alkaloid market analysis 89
Market dynamics 89
Key brands analysis 90
Anti-metabolites 90
Market dynamics 90
Key brands analysis 90
Platinum compounds 92
Market dynamics 92
Key brands analysis 92
Antineoplastic sales forecast 93
Cytostatic hormonal therapies 94
Competitive dynamics of cytostatic hormonal therapies 94
Leading brands of cytostatic hormonal therapies 95
Cytostatic gonad hormone analog market analysis 97
Market dynamics 97
Key brands analysis 97
Aromatase inhibitors 98
Market dynamics 98
Key brands analysis 99
Anti-androgens 101
Market dynamics 101
Key brand analysis 102
Cytostatic hormonal therapy sales forecast 103
Global cancer market sales forecast 104

Chapter 4 Pipeline analysis 106
Summary 106
Introduction 107
Key trends in R&D 107
Targeted therapies are changing the treatment regimen of cancer 107
Biomarkers are personalizing oncology treatment 108
Cancer vaccines enhance the body’s immune response 109
Pricing is becoming a major issue for cancer patients 109
Combination treatments are becoming the treatment of choice 110
Leading drugs in development 111
Phase III and pending approval compounds 112
Enzastaurin – Eli Lilly 112
BiovaxID – Biovest International and Accentia Biopharmaceuticals 115
Recentin (cediranib) – AstraZeneca 117
Zactima (vandetanib) – AstraZeneca 120
Axitinib (AG-13736) – Pfizer 124
Provenge (sipuleucel-T) – Dendreon 126
Recently approved/marketed drugs 127
Arzerra (ofatumumab) – GSK/Genmab 127
Afinitor (everolimus) – Novartis 130
Iressa (gefitinib) – AstraZeneca 132
Tykerb/Tyverb (lapatinib) – GSK 133
Votrient (pazopanib) – GSK 137
Pipeline forecast of key compounds 139
Factors affecting forecasts 139

Chapter 5 Competitive landscape 142
Summary 142
Introduction 143
Sales performance of leading players 143
Roche 146
Sales focus by drug class 146
Regional sales distribution 147
Marketed product portfolio 148
Pipeline analysis 150
Strategic and growth analysis 151
Drivers of growth 151
Resistors of growth 152
Sanofi–Aventis 153
Sales focus by drug class 153
Regional sales distribution 154
Marketed product portfolio 155
Pipeline analysis 156
Strategic and growth analysis 157
Drivers of growth 157
Resistors of growth 158
AstraZeneca 159
Sales focus by drug class 159
Regional sales distribution 160
Marketed product portfolio 161
Pipeline analysis 162
Strategic and growth analysis 163
Drivers of growth 163
Resistors of growth 163
Novartis 164
Sales focus by drug class 164
Regional sales distribution 165
Marketed product portfolio 166
Pipeline analysis 167
Strategic and growth analysis 168
Drivers of growth 168
Resistors of growth 168
Eli Lilly 169
Sales focus by drug class 169
Regional sales distribution 169
Marketed product portfolio 170
Pipeline analysis 171
Strategic and growth analysis 171
Drivers of growth 171
Resistors of growth 172
Pfizer 173
Sales focus by drug class 173
Regional sales distribution 174
Marketed product portfolio 175
Pipeline analysis 176
Strategic and growth analysis 177
Drivers of growth 177
Resistors of growth 177
Takeda 177
Sales focus by drug class 178
Regional sales distribution 179
Marketed product portfolio 179
Pipeline analysis 180
Strategic and growth analysis 181
Drivers of growth 181
Resistors of growth 181
Bristol-Myers Squibb 182
Sales focus by drug class 182
Regional sales distribution 183
Marketed product portfolio 184
Pipeline analysis 185
Strategic and growth analysis 186
Drivers of growth 186
Resistors of growth 186

Chapter 6 Appendix 188
IMS Data 188
Antineoplastic and immunomodulating agents 188
L1: Antineoplastics 188
L2: Cytostatic hormone therapy 188
Forecast factors 188
Glossary 189
Abbreviations used in this report 189
Index 191

Incoming search terms:

• gleevec imatinib patent expiry revenue forecast CML

This report is built using data and information sourced from proprietary databases, primary and secondary research and in house analysis by GlobalData’s team of industry experts.

Scope

The scope of the report includes:
– Annualized global nonalcoholic steatohepatitis market revenue data from 2001 to 2009, forecast for seven years to 2016.
– Key geographies covered in this report include the US (the United States), the UK (the United Kingdom), Italy, Spain, Germany, France and Japan.
– Pipeline analysis data providing a split across the different phases of development by mechanism of action and emerging trends. The key classes of mechanism of action include dietary supplements, enzyme inhibitors, PPAR (peroxisome proliferator-activated receptor) gamma selective agonists, combination therapies, cholesterol Inhibitors, CB-1 cannabinoid receptor antagonists, angiotensin II receptor antagonists, lipid peroxidation inhibitors, glutathione enhancers and immunologic drugs.
– Analysis of the current and future market competition in the global nonalcoholic steatohepatitis market. Key market players covered are Raptor Pharmaceuticals, Gilead Sciences, Axcan Pharma, Eli Lilly & Company and Enzo Biochem.
– Insightful review of the key industry drivers, restraints and challenges. Each trend is independently researched to provide a qualitative analysis of its implications.
– Key topics covered include strategic competitor assessment, market characterization, unmet needs and the implications for the future market associated with NASH.

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Reasons to buy

- Develop and design your in-licensing and out-licensing strategies through a review of the pipeline products and technologies and by identifying the companies with the most robust pipelines.
– Develop business strategies by understanding the trends shaping and driving the global NASH market.
– Drive revenues by understanding the key trends, innovative products and technologies, market segments and companies likely to impact the global NASH market in the future.
– Formulate effective sales and marketing strategies by understanding the competitive landscape and by analyzing the performance of various competitors.
– Identify emerging players with potentially strong product portfolios and create effective counter-strategies to gain a competitive advantage.
– Organize your sales and marketing efforts by identifying the market categories and segments that present maximum opportunities for consolidations, investments and strategic partnerships.
– What’s the next big thing in the global NASH market landscape? – identify, understand and capitalize.

TABLE OF CONTENTS

1 Table of contents 3
1.1 List of Tables 5
1.2 List of Figures 5

2 Nonalcoholic Steatohepatitis Market : Market Characterization 6
2.1 Disease Overview 6
2.2 Symptoms 7
2.3 Diagnosis 7
2.3.1 Ultrasonography 7
2.3.2 Computed Tomography 8
2.3.3 Magnetic Resonance Imaging 8
2.3.4 Liver function tests 8
2.3.5 Liver Biopsy 8
2.4 Treatment 8
2.5 Epidemiology 9
2.6 Prevention 10
2.7 Nonalcoholic Steatohepatitis Disease Market Size 11
2.8 Nonalcoholic Steatohepatitis Market Forecast and CAGR 12
2.9 Drivers and Barriers for the Nonalcoholic Steatohepatitis Disease Market 13
2.9.1 Drivers for the NASH Market 13
2.9.2 Barriers for the NASH Market 14
2.10 Opportunity and Unmet Need 15
2.11 Key Takeaway 16

3 Nonalcoholic Steatohepatitis Market : Competitive Assessment 17
3.1 Overview 17
3.2 Strategic Competitor Assessment 17
3.3 Product Profile for the Major Off-Label Marketed Products in the Nonalcoholic Steatohepatitis Market 18
3.3.1 Antioxidants 18
3.3.2 Anti-diabetic Medications 19
3.3.3 Anti-obesity Medications 19
3.3.4 Antifibrotic Medications 19
3.4 Key Takeaway 20

4 Nonalcoholic Steatohepatitis Market : Pipeline Assessment 21
4.1 Overview 21
4.2 Strategic Pipeline Assessment 21
4.2.1 Technology Trends Analytic Framework 21
4.3 Nonalcoholic Steatohepatitis Therapeutics – Promising Drugs under Clinical Development 23
4.4 Molecule Profile for Promising Drugs under Clinical Development 25
4.4.1 DR Cysteamine (delayed release cysteamine bitartrate) 25
4.4.2 GS 9450 (LB84451) 26
4.4.3 High-Dose Ursodesoxycholic acid (HD-UDCA) 27
4.4.4 Byetta (exenatide) 27
4.4.5 EGS21 (beta glucosylceramide formulation) 28
4.5 Nonalcoholic Steatohepatitis Market – Clinical Pipeline by Mechanism of Action 30
4.6 Nonalcoholic Steatohepatitis – Pipeline by Clinical Phases of Development 30
4.6.1 Nonalcoholic Steatohepatitis Therapeutics – Phase III Clinical Pipeline 31
4.6.2 Nonalcoholic Steatohepatitis Therapeutics – Phase II Clinical Pipeline 31
4.6.3 Nonalcoholic Steatohepatitis Therapeutics – Phase I Pipeline 32
4.6.4 Nonalcoholic Steatohepatitis Therapeutics – Preclinical Pipeline 32
4.7 Discontinued Drug for Nonalcoholic Steatohepatitis Disease 32
4.8 Key Takeaway 33

5 Nonalcoholic Steatohepatitis Market : Implications for Future Market Competition 34

6 Nonalcoholic Steatohepatitis Disease Market : Future Players in the Nonalcoholic Steatohepatitis Market 36
6.1 Introduction 36
6.2 Raptor Pharmaceuticals 36
6.2.1 Company Overview 36
6.2.2 Gastroenterology Disease Portfolio 37
6.2.3 Nonalcoholic Steatohepatitis Product Portfolio 37
6.3 Gilead Sciences 38
6.3.1 Company Overview 38
6.3.2 Gastroenterology Disease Portfolio 39
6.3.3 Nonalcoholic Steatohepatitis Product Portfolio 39
6.3.4 Axcan Pharma 40
6.3.5 Company Overview 40
6.3.6 Gastroenterology Portfolio 41
6.3.7 Nonalcoholic Steatohepatitis Product Portfolio 42
6.4 Eli Lilly and Company 43
6.4.1 Company Overview 43
6.4.2 Gastroenterology Portfolio 43
6.4.3 Nonalcoholic Steatohepatitis Product Portfolio 43
6.5 Enzo Biochem 44
6.5.1 Company Overview 44
6.5.2 Gastroenterology Portfolio 46
6.5.3 Nonalcoholic Steatohepatitis Product Portfolio 46

7 Nonalcoholic Steatohepatitis Market : Appendix 48
7.1 Market Definitions 48
7.2 Abbreviations 48
7.3 Research Methodology 49
7.3.1 Coverage 50
7.3.2 Secondary Research 50
7.3.3 Forecasting 50
7.3.4 Primary Research 53
7.3.5 Expert Panels 53
7.4 Contact Us 53
7.5 Disclaimer 53
7.6 Sources 54

This report is built using data and information sourced from proprietary databases, primary and secondary research and in house analysis by GlobalData’s team of industry experts.

Scope

- Annualized global HIV/AIDS market revenues data from 2001 to 2009, forecast for seven years to 2016.
– Geographies covered in this report are the United States (US), the United Kingdom (UK), Italy, Spain, Germany, France and Japan.
– Pipeline analysis data providing a split across phases by mechanism of action, and the emerging trends. The key classes of mechanism of action include HIV vaccines, Nonnucleoside Reverse Transcriptase Inhibitors (NNRTIs), Protease Inhibitors (PIs), Multi-class Combination Products, Nucleoside Reverse Transcriptase Inhibitors (NRTIs), CCR5 receptor antagonists, HIV integrase inhibitors, Nucleoside analogues, Viral entry inhibitors, Maturation inhibitors and Fusion Inhibitors.
– Analysis of the current and future market competition in the global HIV/AIDS market. The key market players covered Boehring Ingelheim, Achillion Pharmaceuticals, GlaxoSmithKline, Incyte and Pharmasset, Shire Pharmaceuticals and Tibotec Virco
– Insightful review of the key industry drivers, restraints and challenges. Each trend is independently researched to provide qualitative analysis of its implications.
– The key topics covered include a strategic competitor assessment, market characterization, unmet needs and implications for the future HIV/AIDS market.

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Reasons to buy

The report will enhance your decision making capability in a more rapid and time sensitive manner. It will allow you to:
– Develop and design your in-licensing and out-licensing strategies through review of pipeline products and technologies and by identifying companies with the most robust pipeline.
– Develop business strategies by understanding the trends shaping and driving the global HIV/AIDS market.
– Drive revenues by understanding key trends, innovative products and technologies, market segments and companies likely to impact the global HIV/AIDS market in future.
– Formulate effective sales and marketing strategies by understanding the competitive landscape and by analyzing the performance of various competitors.
– Identify emerging players with potentially strong product portfolio and create effective counter-strategies to gain competitive advantage.
– Organize your sales and marketing efforts by identifying the market categories and segments that present maximum opportunities for consolidations, investments and strategic partnerships.
– What’s the next big thing in the global HIV/AIDS market landscape? – Identify, understand and capitalize.

TABLE OF CONTENTS

1 Table of contents 3
1.1 List of Tables 5
1.2 List of Figures 5

2 HIV/AIDS Market: Market Characterization 6
2.1 Introduction 6
2.2 Disease Overview 7
2.3 HIV/AIDS Market Size 8
2.4 HIV/AIDS Market Forecast and CAGR 9
2.5 Drivers and Barriers for the HIV/AIDS Market 11
2.5.1 Drivers for the HIV/AIDS Market 11
2.5.2 Barriers for the HIV/AIDS Market 13
2.6 Opportunity and Unmet Need 15
2.7 Key Takeaway 17

3 HIV/AIDS Market: Competitive Assessment 18
3.1 Overview 18
3.2 Strategic Competitor Assessment 18
3.3 Product Profiles of the Major Marketed Products in the HIV/AIDS Market 19
3.3.1 Truvada (emtricitabine/tenofovir disoproxil fumarate) 19
3.3.2 Atripla (Efavirenz, Emtricitabine, and Tenofovir) 20
3.3.3 Kaletra (Lopinavir/Ritonavir) 21
3.3.4 Reyataz (Atazanavir sulfate) 22
3.3.5 Sustiva (Efavirenz) 23
3.4 Key Takeaway 25

4 HIV/AIDS Market: Pipeline Assessment 26
4.1 Overview 26
4.2 Strategic Pipeline Assessment 26
4.2.1 Technology Trends Analytic Framework 26
4.3 HIV/AIDS Therapeutics – Promising Drugs under Clinical Development 27
4.4 Molecule Profile for Promising Drugs under Clinical Development 28
4.4.1 Rilpivirine hydrochloride (TMC278) 28
4.4.2 Elvitegravir 29
4.4.3 Apricitabine (ATC) 30
4.4.4 Racivir 31
4.4.5 Elvitegravir/GS-9350/Emtricitabine/Tenofovir (Quad) 31
4.5 HIV/AIDS Therapeutics Market – Clinical Pipeline by Mechanism of Action 33
4.6 HIV/AIDS Pipeline – Major Different Classes of Drugs Description 33
4.6.1 Nucleoside/Nucleotide Reverse Transcriptase Inhibitors (NRTIs) 33
4.6.2 Non-Nucleoside Reverse Transcriptase Inhibitors (NNRTIs) 34
4.6.3 Protease Inhibitors (PIs) 34
4.6.4 Viral Fusion (or Entry) Inhibitors 34
4.6.5 HIV Integrase Strand Transfer Inhibitors 34
4.6.6 Multi-class Combination Products 34
4.6.7 CCR5 Receptor Antagonist 35
4.7 HIV/AIDS Pipeline – Pipeline by Clinical Phases of Development 36
4.7.1 HIV/AIDS Therapeutics – Phase III Clinical Pipeline 36
4.7.2 HIV/AIDS Therapeutics – Phase II Clinical Pipeline 37
4.7.3 HIV/AIDS Therapeutics – Phase I Clinical Pipeline 39
4.7.4 HIV/AIDS Therapeutics – Preclinical Pipeline 41
4.7.5 HIV/AIDS Therapeutics – Early Development Pipeline 42
4.7.6 Discontinued / Suspended Drugs for HIV/AIDS 43
4.8 Key Takeaway 44

5 HIV/AIDS Market: Implications for Future Market Competition 45

6 HIV/AIDS Market: Future Players in the HIV/AIDS Market 47
6.1 Introduction 47
6.2 Gilead Sciences, Inc 47
6.2.1 Company Overview 47
6.2.2 Financial Performance 47
6.2.3 Business Description 48
6.2.4 Viral Infections Portfolio 48
6.2.5 HIV/AIDS Portfolio 49
6.3 Tibotec Pharmaceuticals Ltd 51
6.3.1 Company Overview 51
6.3.2 Viral Infections Portfolio 51
6.3.3 HIV/AIDS Product Portfolio 51
6.4 Avexa Limited 52
6.4.1 Company Overview 52
6.4.2 Financial Performance 53
6.4.3 Business Description 53
6.4.4 Viral Infections Portfolio 53
6.4.5 HIV/AIDS Product Portfolio 54
6.5 Pharmasset, Inc 54
6.5.1 Company Overview 54
6.5.2 Financial Performance 55
6.5.3 Viral Infections Portfolio 55
6.5.4 HIV/AIDS Product Portfolio 55
6.6 Achillion Pharmaceuticals, Inc 56
6.6.1 Company Overview 56
6.6.2 Financial Performance 56
6.6.3 Business Overview 56
6.6.4 Viral Infections Portfolio 57
6.6.5 HIV/AIDS Product Portfolio 57
6.7 Incyte Corporation 57
6.7.1 Company Overview 57
6.7.2 Financial Performance 58
6.7.3 Business Description 58
6.7.4 Viral Infections Portfolio 58
6.7.5 HIV/AIDS Product Portfolio 58
6.8 Myriad Pharmaceuticals, Inc 59
6.8.1 Company Overview 59
6.8.2 Financial Performance 59
6.8.3 HIV Portfolio 59
6.8.4 HIV/AIDS Product Portfolio 59

7 HIV/AIDS Market: Appendix 60
7.1 Market Definition 60
7.2 Abbreviations 60
7.3 Research Methodology 62
7.3.1 Coverage 62
7.3.2 Secondary Research 63
7.3.3 Forecasting 63
7.3.4 Primary Research 66
7.3.5 Expert Panels 66
7.4 Contact Us 66
7.5 Disclaimer 66
7.6 Sources 67

Scope
• Technology wise Renewable Energy Market Analysis in Norway
• Key drivers and challenges of each Renewable Energy Technology in Norway
• Key technological and research and development trends
• Predict and forecast future renewable energy industry trends and market size by technology
• Identify growth segments and opportunities in each of the Norway renewable energy technology market
• Market overview, development and forecasts of the key renewable energy technologies in Norway
• The policies and regulatory framework for each of the key technologies in the Norway renewable energy sector

Reasons to buy
• Gain the most up to date and in-depth information on the Norway Renewable Energy market
• Analyze all the Renewable Energy Technologies in Norway
• Identify the key growth technologies and opportunities within each Renewable Energy Technology market
• Facilitate decision-making based on strong historic and forecast data
• Develop strategies based on the latest operational and regulatory events
• Do deals with an understanding of how competitors are financed, and the mergers and partnerships that have shaped the Norway renewable energy market
• Identify and analyze the strengths and weaknesses of the leading Norway renewable energy companies
• Identify key partners and business development opportunities
• Understand and respond to your competitors’ business structure, strategy and prospects

1 Table of contents 2
1.1 List of Tables 5
1.2 List of Figures 6

2 Research Scope and Definition 7

3 Introduction to Renewable Energy 8
3.1 Greenhouse Gas Emissions 8
3.2 Burgeoning Energy Demand 9

4 Norway Renewable Power Market 10
4.1 Norway Power Market, Overview 10
4.2 Norway Renewable Power Market, Overview 10
4.3 Norway Renewable Power Market, Production by Fuel Type, 2009 12
4.4 Norway Renewable Power Market, Growth by Fuel Type, 2001-2009 13

5 Norway Wind Power Market 14
5.1 Norway Wind Power Market, Overview 14
5.2 Norway Wind Power Market, Historical and Forecast Cumulative and Annual Installed Capacity, 2001-2015 14
5.3 Norway Wind Power Market, Power Generation, 2001-2015 15
5.4 Norway Wind Power Market, Market Forces Analysis 16
5.4.1 Norway Wind Power Market, Key Drivers 16
5.4.2 Norway Wind Power Market, Key Restraints and Challanges 16
5.5 Norway Wind Power Market, Top Production Facilities 17
5.6 Norway Wind Power Market, Top Upcoming Wind Farms 18
5.7 Norway Wind Power Market, Top Active Offshore Wind Farms 18
5.8 Norway Wind Power Market, Top 15 Upcoming Offshore Wind Farms 19

6 Norway Solar PV Power Market 20
6.1 Norway Solar PV Power Market, Overview 20
6.2 Norway Solar PV Power Market, Historical and Forecast Cumulative and Annual Installed Capacity, 2001-2015 20
6.3 Norway Solar PV Power Market, Power Generation, 2001-2015 21
6.4 Norway Solar PV Market, Share of Ongrid – Offgrid Development, 2001-09 22
6.5 Norway Solar PV Power Market, Market Forces Analysis 23
6.5.1 Norway Solar PV Power Market, Key Driver 23
6.5.2 Norway Solar PV Power Market, Key Restraints and Challenge 23
6.6 Norway Solar PV Power Market, Solar Parks 23
6.6.1 Norway Solar PV Power Market, Active Solar PV Parks 23

7 Norway Biopower Market 24
7.1 Norway Biopower Market, Overview 24
7.2 Norway Biopower Market, Historical Annual and Cumulative Installed Capacity, 2001-2015 24
7.3 Norway Biopower Market, Power Generation, 2001-2015 25
7.3.1 Norway Biopower Market, Key Issues and Challenges 26
7.4 Norway Biopower Market, Top Production Facilities 26

8 Norway, Major Policies and Market Instruments Supporting Renewables 27
8.1 Norway Renewable Energy, Major Policies and Incentives 27
8.1.1 Renewable Directive 27

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8.1.2 New Regulation on the Original Warranty for the Production of Electrical Energy, 2007 27
8.1.3 Enova SF Fund 28
8.1.4 The Basic Fund 28
8.1.5 Energi21 – R&D Strategy for the Energy Sector 28
8.1.6 White Paper on National Climate Policy, 2007 29
8.1.7 Norway-Sweden Green Certificate Scheme 29
8.1.8 Clean Energy for the Future (RENERGI) Program 29
8.1.9 Enova Support Program for Housing, Building and Construction 30
8.1.10 Contribution of households Grants 30
8.1.11 Legislation on Offshore Renewable Energy Production 31
8.1.12 The EU 7th Framework Program for Research 31
8.1.13 Norway, Development of Hydrogen for Transport Sector 31

9 Norway Solar Power, Major Policies and Incentives 33

10 Norway Wind, Major Policies and Incentives 34
10.1 Enova’s Wind Power Program 34
10.2 Support Scheme for Electricity from Wind Power 34

11 Norway Bioenergy, Major Policies and Incentives 35
11.1 Bioenergy strategy 35
11.2 Support Scheme for Electricity from Bioenergy 35

12 Enercon GmbH ,Company Snapshot 36
12.1 Key Information 36
12.2 Company Overview 36
12.3 Business Description 36
12.3.1 Business Overview 36
12.4 Major Products and Services 37
12.5 History 37
12.6 SWOT Analysis 38
12.6.1 Overview 38
12.6.2 Enercon GmbH Strengths 38
12.6.3 Enercon GmbH Weaknesses 39
12.6.4 Enercon GmbH Opportunities 39
12.6.5 Enercon GmbH Threats 40
12.7 Competitors 41
12.8 Key Employees 42
12.9 Locations and Subsidiaries 42
12.9.1 Head Office 42
12.9.2 Other Locations & Subsidiaries 42

13 Ostfold Energi AS ,Company Snapshot 44
13.1 Key Information 44
13.2 Company Overview 44
13.3 Business Description 44
13.3.1 Business Overview 44
13.4 Major Products and Services 45
13.5 History 45
13.6 SWOT Analysis 46
13.6.1 Overview 46
13.6.2 Ostfold Energi AS Strengths 46
13.6.3 Ostfold Energi AS Weaknesses 47
13.6.4 Ostfold Energi AS Opportunities 47
13.6.5 Ostfold Energi AS Threats 48
13.7 Competitors 48
13.8 Key Employees 49
13.9 Company Statement 49
13.10 Locations and Subsidiaries 52
13.10.1 Head Office 52

14 Renewable Energy Corporation ASA, Company Snapshot 53
14.1 Key Information 53
14.2 Company Overview 53
14.3 Business Description 53
14.3.1 Business Overview 53
14.3.2 Other 53
14.3.3 REC Silicon 54
14.3.4 REC Solar 54
14.3.5 REC Wafer 55
14.4 Major Products and Services 55
14.5 History 56
14.6 SWOT Analysis 57
14.6.1 Overview 57
14.6.2 Renewable Energy Corporation ASA Strengths 58
14.6.3 Renewable Energy Corporation ASA Weaknesses 58
14.6.4 Renewable Energy Corporation ASA Opportunities 59
14.6.5 Renewable Energy Corporation ASA Threats 59
14.7 Competitors 60
14.8 Key Employees 61
14.9 Key Employee Biographies 61
14.10 Company Statement 63
14.11 Locations and Subsidiaries 64
14.11.1 Head Office 64
14.11.2 Other Locations & Subsidiaries 65

15 Siemens AG, Company Snapshot 66
15.1 Key Information 66
15.2 Company Overview 66
15.3 SWOT Snapshot 66
15.4 Business Description 66
15.4.1 Business Overview 66
15.4.2 Energy 67
15.4.3 Equity Investments 68
15.4.4 Healthcare 68
15.4.5 Industry 69
15.4.6 Siemens Financial Services (SFS) 71
15.4.7 Siemens IT Solutions and Services (SIS) 71
15.5 Major Products and Services 72
15.5.1 Overview 72
15.6 History 75
15.7 Company Statement 78
15.8 SWOT Analysis 81
15.8.2 Siemens AG Strengths 82
15.8.3 Siemens AG Weaknesses 83
15.8.4 Siemens AG Opportunities 84
15.8.5 Siemens AG Threats 85
15.9 Competitors 86
15.10 Key Employees 87
15.11 Key Employee Biographies 87
15.12 Company Statement 88
15.13 Locations and Subsidiaries 91
15.13.1 Head Office 91
15.13.2 Other Locations & Subsidiaries 92

16 Statkraft AS ,Company Snapshot 94
16.1 Key Information 94
16.2 Company Overview 94
16.3 Business Description 94
16.3.1 Business Overview 94
16.3.2 Customers 94
16.3.3 Emerging Markets 95
16.3.4 Generation and Markets 95
16.3.5 Industrial Ownership 96
16.3.6 Other 97
16.3.7 Skagerak Energi 97
16.3.8 Wind Power 98
16.4 Major Products and Services 99
16.5 History 99
16.6 SWOT Analysis 101
16.6.1 Overview 101
16.6.2 Statkraft AS Strengths 102
16.6.3 Statkraft AS Weaknesses 103
16.6.4 Statkraft AS Opportunities 103
16.6.5 Statkraft AS Threats 104
16.7 Competitors 104
16.8 Key Employees 105
16.9 Key Employee Biographies 106
16.10 Company Statement 106
16.11 Locations and Subsidiaries 107
16.11.1 Head Office 107
16.11.2 Other Locations & Subsidiaries 108

17 Appendix 109
17.1 About Alternative Energy eTrack 109
17.2 Methodology 109
17.2.1 Coverage 110
17.2.2 Secondary Research 110
17.2.3 Primary Research 110
17.2.4 Expert Panel Validation 111
17.3 Contact Us 111
17.4 Disclaimer 111

1.1 List of Tables
Table 1: Global CO2 Emissions, Million Metric Tons, 2001-2008 8
Table 2: The Global Projected Energy Consumption, Mtoe, 2001-2030 9
Table 3: Norway Power Market,  Split by Fuel Type, Percentage, 2009 10
Table 4: Norway Renewable Power Market, Historical Cumulative Installed Capacity  (Including Hydro), MW, 2001-2009 11
Table 5: Norway Renewable Power Market, Installed Capacity Split by Fuel Type,  Percentage, 2009 12
Table 6: Norway Renewable Power Market, Cumulative Installed Capacity by Fuel Type, MW, 2001-2009 13
Table 7: Norway Wind Market, Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015 15
Table 8: Norway Wind Power Market, Historical and Forecast Power Generation, GWh,  2001-2015 16
Table 9:  Norway Wind Power Market, Top 15 Active Wind Farms, 2009 17
Table 10: Norway Wind Power Market, Top 15 Upcoming Wind Farms, 2009 18
Table 11: Norway Wind Power Market, Top Active Offshore Wind Farms, 2009 18
Table 12: Norway Wind Power Market, Top 15 Upcoming Offshore Wind Farms, 2009 19
Table 13: Norway Solar PV Power Market, Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015 21
Table 14: Norway Solar PV Power Market, Historical and Forecast Power Generation, GWh, 2001-2015 22
Table 15: Norway Solar PV Power Market, Historical Cumulative Installed Capacity Split by Grid Connectivity, MW, 2001-2009 23
Table 16: Norway Solar PV Power Market, Active Solar Parks, 2009 23
Table 17: Norway Biopower Market, Biomass Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015 25
Table 18: Norway Biopower Market, Biomass Historical and Forecast Power Generation, GWh, 2001-2015 26
Table 19: Norway Biopower Market, Active Biomass Power Plants, 2009 26
Table 20: Enercon GmbH, Key Facts 36
Table 21: Enercon GmbH, SWOT Analysis 38
Table 22: Enercon GmbH, Key Employees 42
Table 23: Enercon GmbH, Other Locations 42
Table 24: Enercon GmbH, Subsidiaries 43
Table 25: Ostfold Energi AS, Key Facts 44
Table 26: Ostfold Energi AS, SWOT Analysis 46
Table 27: Ostfold Energi AS, Key Employees 49
Table 28: Renewable Energy Corporation ASA, Key Facts 53
Table 29: Renewable Energy Corporation ASA, SWOT Analysis 57
Table 30: Renewable Energy Corporation ASA, Key Employees 61
Table 31: Renewable Energy Corporation ASA, Subsidiaries 65
Table 32: Siemens AG, Key Facts 66
Table 33: Siemens AG, SWOT Analysis 81
Table 34: Siemens AG, Key Employees 87
Table 35: Siemens AG, Subsidiaries 92
Table 36: Statkraft AS, Key Facts 94
Table 37: Statkraft AS, SWOT Analysis 102
Table 38: Statkraft AS, Key Employees 105
Table 39: Statkraft AS, Other Locations 108
Table 40: Statkraft AS, Subsidiaries 108

1.2 List of Figures
Figure 1: Global CO2 Emissions, Million Metric Tons, 2001-2008 8
Figure 2: Global Projected Energy Consumption, Mtoe, 2001-2030 9
Figure 3: Norway Power Market,  Split by Fuel Type, Percentage, 2009 10
Figure 4: Norway Renewable Power Market, Historical Cumulative Installed Capacity (Including Hydro), MW, 2001-2009 11
Figure 5: Norway Renewable Power Market, Installed Capacity Split by Fuel Type,  Percentage, 2009 12
Figure 6: Norway Wind Market, Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015 14
Figure 7: Norway Wind Power Market, Historical and Forecast Power Generation, GWh,  2001-2015 15
Figure 8: Norway Solar PV Power Market, Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015 20
Figure 9: Norway Solar PV Power Market, Historical and Forecast Power Generation, GWh, 2001-2015 21
Figure 10: Norway Solar PV Power Market, Historical Cumulative Installed Capacity Split by Grid Connectivity, MW, 2001-2009 22
Figure 11: Norway Biopower Market, Biomass Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015 24
Figure 12: Norway Biopower Market, Biomass Historical and Forecast Power Generation, GWh, 2001-2015 25
Figure 13: GlobalData Methodology 109

Browse complete report at http://www.worldmarketstudy.com/market-report/norway-renewable-power-market-analysis-forecasts-2015-370.html

GlobalData’s Norway Renewable Energy Market Analysis and Forecasts to 2015 report provides detailed analysis and forecasts of the Norway Renewable Energy industry. Sub-chapters in the report analyses each renewable technology in detail. These Sub-chapters covers, historical and forecast statistics relating to the installed capacities, market structure and regulatory policies, key drivers, restraints that govern the growth of each of the renewable energy technology in Norway. The report also analyzes the key players and their strategies in the Norway renewable energy market. The report also provides trends and analysis of investments in the Norway renewable energy market as well as deal summary and news flow for the last six months.

Scope

Technology wise Renewable Energy Market Analysis in Norway
Key drivers and challenges of each Renewable Energy Technology in Norway
Key technological and research and development trends
Predict and forecast future renewable energy industry trends and market size by technology
Identify growth segments and opportunities in each of the Norway renewable energy technology market
Market overview, development and forecasts of the key renewable energy technologies in Norway
The policies and regulatory framework for each of the key technologies in the Norway renewable energy sector

Reasons to buy

Gain the most up to date and in-depth information on the Norway Renewable Energy market
Analyze all the Renewable Energy Technologies in Norway
Identify the key growth technologies and opportunities within each Renewable Energy Technology market
Facilitate decision-making based on strong historic and forecast data
Develop strategies based on the latest operational and regulatory events
Do deals with an understanding of how competitors are financed, and the mergers and partnerships that have shaped the Norway renewable energy market
Identify and analyze the strengths and weaknesses of the leading Norway renewable energy companies
Identify key partners and business development opportunities
Understand and respond to your competitors’ business structure, strategy and prospects

1 Table of contents
1.1 List of Tables
1.2 List of Figures

2 Research Scope and Definition

3 Introduction to Renewable Energy
3.1 Greenhouse Gas Emissions
3.2 Burgeoning Energy Demand

4 Norway Renewable Power Market
4.1 Norway Power Market, Overview
4.2 Norway Renewable Power Market, Overview
4.3 Norway Renewable Power Market, Production by Fuel Type, 2009
4.4 Norway Renewable Power Market, Growth by Fuel Type, 2001-2009

5 Norway Wind Power Market
5.1 Norway Wind Power Market, Overview
5.2 Norway Wind Power Market, Historical and Forecast Cumulative and Annual Installed Capacity, 2001-2015
5.3 Norway Wind Power Market, Power Generation, 2001-2015
5.4 Norway Wind Power Market, Market Forces Analysis
5.4.1 Norway Wind Power Market, Key Drivers
5.4.2 Norway Wind Power Market, Key Restraints and Challanges
5.5 Norway Wind Power Market, Top Production Facilities
5.6 Norway Wind Power Market, Top Upcoming Wind Farms
5.7 Norway Wind Power Market, Top Active Offshore Wind Farms
5.8 Norway Wind Power Market, Top 15 Upcoming Offshore Wind Farms

6 Norway Solar PV Power Market
6.1 Norway Solar PV Power Market, Overview
6.2 Norway Solar PV Power Market, Historical and Forecast Cumulative and Annual Installed Capacity, 2001-2015
6.3 Norway Solar PV Power Market, Power Generation, 2001-2015
6.4 Norway Solar PV Market, Share of Ongrid – Offgrid Development, 2001-09
6.5 Norway Solar PV Power Market, Market Forces Analysis
6.5.1 Norway Solar PV Power Market, Key Driver
6.5.2 Norway Solar PV Power Market, Key Restraints and Challenge
6.6 Norway Solar PV Power Market, Solar Parks
6.6.1 Norway Solar PV Power Market, Active Solar PV Parks

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7 Norway Biopower Market
7.1 Norway Biopower Market, Overview
7.2 Norway Biopower Market, Historical Annual and Cumulative Installed Capacity, 2001-2015
7.3 Norway Biopower Market, Power Generation, 2001-2015
7.3.1 Norway Biopower Market, Key Issues and Challenges
7.4 Norway Biopower Market, Top Production Facilities

8 Norway, Major Policies and Market Instruments Supporting Renewables
8.1 Norway Renewable Energy, Major Policies and Incentives
8.1.1 Renewable Directive
8.1.2 New Regulation on the Original Warranty for the Production of Electrical Energy, 2007
8.1.3 Enova SF Fund
8.1.4 The Basic Fund
8.1.5 Energi21 – R&D Strategy for the Energy Sector
8.1.6 White Paper on National Climate Policy, 2007
8.1.7 Norway-Sweden Green Certificate Scheme
8.1.8 Clean Energy for the Future (RENERGI) Program
8.1.9 Enova Support Program for Housing, Building and Construction
8.1.10 Contribution of households Grants
8.1.11 Legislation on Offshore Renewable Energy Production
8.1.12 The EU 7th Framework Program for Research
8.1.13 Norway, Development of Hydrogen for Transport Sector

9 Norway Solar Power, Major Policies and Incentives

10 Norway Wind, Major Policies and Incentives
10.1 Enova’s Wind Power Program
10.2 Support Scheme for Electricity from Wind Power

11 Norway Bioenergy, Major Policies and Incentives
11.1 Bioenergy strategy
11.2 Support Scheme for Electricity from Bioenergy

12 Enercon GmbH ,Company Snapshot
12.1 Key Information
12.2 Company Overview
12.3 Business Description
12.3.1 Business Overview
12.4 Major Products and Services
12.5 History
12.6 SWOT Analysis
12.6.1 Overview
12.6.2 Enercon GmbH Strengths
12.6.3 Enercon GmbH Weaknesses
12.6.4 Enercon GmbH Opportunities
12.6.5 Enercon GmbH Threats
12.7 Competitors
12.8 Key Employees
12.9 Locations and Subsidiaries
12.9.1 Head Office
12.9.2 Other Locations & Subsidiaries

13 Ostfold Energi AS ,Company Snapshot
13.1 Key Information
13.2 Company Overview
13.3 Business Description
13.3.1 Business Overview
13.4 Major Products and Services
13.5 History
13.6 SWOT Analysis
13.6.1 Overview
13.6.2 Ostfold Energi AS Strengths
13.6.3 Ostfold Energi AS Weaknesses
13.6.4 Ostfold Energi AS Opportunities
13.6.5 Ostfold Energi AS Threats
13.7 Competitors
13.8 Key Employees
13.9 Company Statement
13.10 Locations and Subsidiaries
13.10.1 Head Office

14 Renewable Energy Corporation ASA, Company Snapshot
14.1 Key Information
14.2 Company Overview
14.3 Business Description
14.3.1 Business Overview
14.3.2 Other
14.3.3 REC Silicon
14.3.4 REC Solar
14.3.5 REC Wafer
14.4 Major Products and Services
14.5 History
14.6 SWOT Analysis
14.6.1 Overview
14.6.2 Renewable Energy Corporation ASA Strengths
14.6.3 Renewable Energy Corporation ASA Weaknesses
14.6.4 Renewable Energy Corporation ASA Opportunities
14.6.5 Renewable Energy Corporation ASA Threats
14.7 Competitors
14.8 Key Employees
14.9 Key Employee Biographies
14.10 Company Statement
14.11 Locations and Subsidiaries
14.11.1 Head Office
14.11.2 Other Locations & Subsidiaries

15 Siemens AG, Company Snapshot
15.1 Key Information
15.2 Company Overview
15.3 SWOT Snapshot
15.4 Business Description
15.4.1 Business Overview
15.4.2 Energy
15.4.3 Equity Investments
15.4.4 Healthcare
15.4.5 Industry
15.4.6 Siemens Financial Services (SFS)
15.4.7 Siemens IT Solutions and Services (SIS)
15.5 Major Products and Services
15.5.1 Overview
15.6 History
15.7 Company Statement
15.8 SWOT Analysis
15.8.2 Siemens AG Strengths
15.8.3 Siemens AG Weaknesses
15.8.4 Siemens AG Opportunities
15.8.5 Siemens AG Threats
15.9 Competitors
15.10 Key Employees
15.11 Key Employee Biographies
15.12 Company Statement
15.13 Locations and Subsidiaries
15.13.1 Head Office
15.13.2 Other Locations & Subsidiaries

16 Statkraft AS ,Company Snapshot
16.1 Key Information
16.2 Company Overview
16.3 Business Description
16.3.1 Business Overview
16.3.2 Customers
16.3.3 Emerging Markets
16.3.4 Generation and Markets
16.3.5 Industrial Ownership
16.3.6 Other
16.3.7 Skagerak Energi
16.3.8 Wind Power
16.4 Major Products and Services
16.5 History
16.6 SWOT Analysis
16.6.1 Overview
16.6.2 Statkraft AS Strengths
16.6.3 Statkraft AS Weaknesses
16.6.4 Statkraft AS Opportunities
16.6.5 Statkraft AS Threats
16.7 Competitors
16.8 Key Employees
16.9 Key Employee Biographies
16.10 Company Statement
16.11 Locations and Subsidiaries
16.11.1 Head Office
16.11.2 Other Locations & Subsidiaries

17 Appendix
17.1 About Alternative Energy eTrack
17.2 Methodology
17.2.1 Coverage
17.2.2 Secondary Research
17.2.3 Primary Research
17.2.4 Expert Panel Validation
17.3 Contact Us
17.4 Disclaimer

1.1 List of Tables
Table 1: Global CO2 Emissions, Million Metric Tons, 2001-2008 8
Table 2: The Global Projected Energy Consumption, Mtoe, 2001-2030 9
Table 3: Norway Power Market, Split by Fuel Type, Percentage, 2009 10
Table 4: Norway Renewable Power Market, Historical Cumulative Installed Capacity (Including Hydro), MW, 2001-2009 11
Table 5: Norway Renewable Power Market, Installed Capacity Split by Fuel Type, Percentage, 2009 12
Table 6: Norway Renewable Power Market, Cumulative Installed Capacity by Fuel Type, MW, 2001-2009 13
Table 7: Norway Wind Market, Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015 15
Table 8: Norway Wind Power Market, Historical and Forecast Power Generation, GWh, 2001-2015 16
Table 9: Norway Wind Power Market, Top 15 Active Wind Farms, 2009 17
Table 10: Norway Wind Power Market, Top 15 Upcoming Wind Farms, 2009 18
Table 11: Norway Wind Power Market, Top Active Offshore Wind Farms, 2009 18
Table 12: Norway Wind Power Market, Top 15 Upcoming Offshore Wind Farms, 2009 19
Table 13: Norway Solar PV Power Market, Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015 21
Table 14: Norway Solar PV Power Market, Historical and Forecast Power Generation, GWh, 2001-2015 22
Table 15: Norway Solar PV Power Market, Historical Cumulative Installed Capacity Split by Grid Connectivity, MW, 2001-2009 23
Table 16: Norway Solar PV Power Market, Active Solar Parks, 2009 23
Table 17: Norway Biopower Market, Biomass Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015 25
Table 18: Norway Biopower Market, Biomass Historical and Forecast Power Generation, GWh, 2001-2015 26
Table 19: Norway Biopower Market, Active Biomass Power Plants, 2009 26
Table 20: Enercon GmbH, Key Facts 36
Table 21: Enercon GmbH, SWOT Analysis 38
Table 22: Enercon GmbH, Key Employees 42
Table 23: Enercon GmbH, Other Locations 42
Table 24: Enercon GmbH, Subsidiaries 43
Table 25: Ostfold Energi AS, Key Facts 44
Table 26: Ostfold Energi AS, SWOT Analysis 46
Table 27: Ostfold Energi AS, Key Employees 49
Table 28: Renewable Energy Corporation ASA, Key Facts 53
Table 29: Renewable Energy Corporation ASA, SWOT Analysis 57
Table 30: Renewable Energy Corporation ASA, Key Employees 61
Table 31: Renewable Energy Corporation ASA, Subsidiaries 65
Table 32: Siemens AG, Key Facts 66
Table 33: Siemens AG, SWOT Analysis 81
Table 34: Siemens AG, Key Employees 87
Table 35: Siemens AG, Subsidiaries 92
Table 36: Statkraft AS, Key Facts 94
Table 37: Statkraft AS, SWOT Analysis 102
Table 38: Statkraft AS, Key Employees 105
Table 39: Statkraft AS, Other Locations 108
Table 40: Statkraft AS, Subsidiaries 10

1.2 List of Figures
Figure 1:Global CO2 Emissions, Million Metric Tons, 2001-2008
Figure 2:Global Projected Energy Consumption, Mtoe, 2001-2030
Figure 3: Norway Power Market, Split by Fuel Type, Percentage, 2009
Figure 4: Norway Renewable Power Market, Historical Cumulative Installed Capacity (Including Hydro), MW, 2001-2009
Figure 5: Norway Renewable Power Market, Installed Capacity Split by Fuel Type, Percentage, 2009
Figure 6:Norway Wind Market, Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015
Figure 7: Norway Wind Power Market, Historical and Forecast Power Generation, GWh, 2001-2015
Figure 8: Norway Solar PV Power Market, Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015
Figure 9: Norway Solar PV Power Market, Historical and Forecast Power Generation, GWh, 2001-2015
Figure 10: Norway Solar PV Power Market, Historical Cumulative Installed Capacity Split by Grid Connectivity, MW, 2001-2009
Figure 11: Norway Biopower Market, Biomass Historical and Forecast Cumulative and Annual Installed Capacity, MW, 2001-2015
Figure 12: Norway Biopower Market, Biomass Historical and Forecast Power Generation, GWh, 2001-2015
Figure 13:GlobalData Methodology

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