According to Mr. Onyango-Otieno, Microsoft’s presence in Africa accomplishes two things. “We have this presence to drive our business and sell our solutions and products. Also, the people in our locations are local, so an important element of what they do is to represent Africa into the company.”
He continues: “Our products – Microsoft Office and Microsoft Windows – have been localised and translated into Swahili. That initiative was driven out of East Africa, where the language is used. So we ensure the needs of Africa are communicated back into the company.”
Microsoft therefore prioritises the recruitment of local people. Currently there is a 90-strong workforce in its East and Southern African region and each employee benefits from a comprehensive training and skills development programme. For employees looking to embark upon further education courses, a tuition assistance programme is available to support them during their studies.
The company’s ‘Innovative Teachers Project’ sees it work with the Kenya Institute of Education to enable teachers to use technology as a tool in both teaching and learning. Meanwhile, Microsoft and the British Council will invest $1 million each in the ‘Africa Digital Schools Project’ to build 80 digital hubs across six sub-Saharan countries. Microsoft East and Southern Africa also launched the first IT academy in Namibia in 2011.
Read the article here: http://www.africanbusinessreview.co.za/reports/microsoft-east-and-southern-africa
About Microsoft East and Southern Africa
Microsoft East and Southern Africa works with numerous clients across 15 countries, mainly major financial, telecomms and manufacturing corporations. It also has a growing business in the public sector. Products such as Microsoft Office and Microsoft Windows have been localised and translated into Swahili.
For more information, visit: www.microsoft.com/en/esa
About African Business Review
African Business Review is a leading digital media source of news and content for C-level executives focused on business and industry-specific news throughout Africa. African Business Review is the territory-dedicated arm of the WDM Group. Founded in 2007 by entrepreneur Glen White, WDM Group retains a diversified portfolio of websites, magazines, mobile apps, daily news feeds and weekly e-newsletters that leverage technology to innovatively deliver high-quality content, analytical data, and industry news.
For more information, contact 1-760-827-7800 or visit http://www.africanbusinessreview.co.za
]]>With established affiliations with world-renowned brands such as Nissan, Mazda and Hyundai still flourishing in Zimbabwe, it has every right to feel positive about the next stage in the company’s story. A prediction that Managing Director, Lucas Taruvingal echoes entirely. “What I have seen is customers trying other showrooms, but they always end up coming back to us, because we have plenty of experience in working on vehicles,” he states.
He also highlights the impressive nature in the way Amtec has overcome the recent economic climate and how it has thrived as a result of its sustainability. A recent change in the higher echelons of Amtec has brought about an upturn in fortunes since the aforementioned fiscal issues.
“The company was in a loss-making position but there has been a change of management which has seen me coming in as the new managing director, and there has been a change on the board as well,” Mr Taruvingal explains.
Since its inception in 1953, Amtec had never experienced the extent of problems seen over the past few years, but managed to stay solvent by leaning back on the brand names it has linked with during its tenure.
“We were really affected by the inflation, but being part of a bigger group, the impact was minimal. We could lean on the synergies we’ve got. We also didn’t lose our key productive staff and technicians. We retained them during that hard time,” Mr. Taruvingal says.
Read the article here: http://www.africanbusinessreview.co.za/reports/amtec-motors
About Amtec Motors
Established in 1953, Amtec Motors is an authorised distributor of Mazda, Nissan and Hino vehicles.Motor vehicles sales, service and repairs done by the authorised professionals
For more information visit: www.amtec.co.zw.
About African Business Review
African Business Review is a leading digital media source of news and content for C-level executives focused on business and industry-specific news throughout Africa. African Business Review is the territory-dedicated arm of the WDM Group. Founded in 2007 by entrepreneur Glen White, WDM Group retains a diversified portfolio of websites, magazines, mobile apps, daily news feeds and weekly e-newsletters that leverage technology to innovatively deliver high-quality content, analytical data, and industry news. For more information, contact 1-760-827-7800 or visit http://www.africanbusinessreview.co.za/.
]]>
When Norpalm took control of the plantation, palmoil prices were at an all time low – $250 to $300 per tonne – and the palm trees on the estate were old and in a poor condition. Norpalm Ghana’s success is thanks to a programme of continuous improvement and focus onefficiency – a vision shared by the board, management and the company’s dedicated staff. The company started by felling and replanting old palm trees, replanting the estate’s fallow areas and it has also spent considerable amounts of capital on new equipment and machinery.
“From the beginning, things were tough, both financially and operations wise – we had limited financing and very old equipment to contend with” agrees Eric Anang, the company’s General Manager. “But, being in a commodity market, we developed a system where our main focus was on making sure we were ready in terms of maximising our production to meet the market demand when the palm oil prices went up.” This proved to be a successful strategy and since 2008 NGL has been profitable.
NGL has also significantly improved the plantation’s maintenance practices and there are several processes it follows to ensure the trees grow to their full potential. This includes regular weeding and continuous pruning of trees to expose the leaves to maximum sunlight. NGL currently sells all of the palm oil it produces to PZ Cussons Ghana Limited, a major soap manufacturer responsible forbrands such as Imperial Leather and Duck bar soap.
“We have also invested in a local management team,” adds Per Schoenberg, Norpalm’s Board Chairman since 2001. “Currently we are one of the very few foreign owned companies with only Ghanaians on the payroll. Over the years, I have had the pleasure of working with managers from various countries – locals as well as expatriates. Our current management has delivered to both the Board and Shareholders satisfaction.”
Read the article here: http://www.africanbusinessreview.co.za/reports/norpalm-ghana
About Norpalm Ghana Ltd
Norpalm Ghana is involved in the production of palm fruits which are the processed into palm oil. The company grows 30 to 35 percent of its raw material (palm fruits) and the remainder is bought from local farmers and outgrowers.The company is owned by PZ Cussons Ghana Limited and Norpalm AS.
For more information, visit: www.norpalm.no.
About African Business Review
African Business Review is a leading digital media source of news and content for C-level executives focused on business and industry-specific news throughout Africa. African Business Review is the territory-dedicated arm of the WDM Group. Founded in 2007 by entrepreneur Glen White, WDM Group retains a diversified portfolio of websites, magazines, mobile apps, daily news feeds and weekly e-newsletters that leverage technology to innovatively deliver high-quality content, analytical data, and industry news.
For more information, contact 1-760-827-7800 or visit http://www.africanbusinessreview.co.za.
]]>
BAMB was created in 1974 to play a major role in the distribution and pricing of produce in such a way that provides a much-needed balance between consumers and producers’ interests. BAMB employs 143 staff and senior staff at BAMB must have attended university and attained qualifications relevant to their jobs.
“We try to get people with an adequate level of academic training when they arrive so that they can get straight on with their job. Our training is mostly job related, with focus on management and leadership training for senior staff and various computer related training programmes,” says Chief Executive Officer (CEO) Masego Mphath.
BAMB has 11 branches strategically located in production areas across Botswana, where local produce is bought and sold; as well as storage facilities with over 100,000 tons capacity in the form of warehouses and silos. Produce is transported between production areas and consumption centres via rail or road.
“Our job is to achieve good prices for the producers, while we provide value for money for consumers. It is a very difficult act to maintain, but we have been doing it for more than 35 years now!” says Mphathi emphatically.
BAMB is currently operating under a three-year strategic plan for 2011- 2014. “In this plan we emphasise the implementation of Quality Management Systems (QMS) leading to business excellence at the end of our strategy and hope to be ISO certified by 2014,” adds Mphathi.
Read the article here: http://www.africanbusinessreview.co.za/reports/botswana-agricultural-marketing-board
About Botswana Agricultural Marketing Board
BAMB was created in 1974 to play a major role in the distribution and pricing of produce in such a way that provides a much-needed balance between consumers and producers’ interests. BAMB employs 143 staff and has 11 branches strategically located in production areas across Botswana.
For more information, visit http://www.bamb.co.bw.
About African Business Review
African Business Review is a leading digital media source of news and content for C-level executives focused on business and industry-specific news throughout Africa. African Business Review is the territory-dedicated arm of the WDM Group. Founded in 2007 by entrepreneur Glen White, WDM Group retains a diversified portfolio of websites, magazines, mobile apps, daily news feeds and weekly e-newsletters that leverage technology to innovatively deliver high-quality content, analytical data, and industry news.
For more information, contact 1-760-827-7800 or visit http://www.africanbusinessreview.co.za/.
]]>"Your Excellency's and Heads of States,
Government Representatives from the U.S. and Africa,
CEOs of U.S. and International Corporations,
It is a distinct pleasure for me to write about the struggles and freedoms of Africa. As the former President of the first African nation, the Republic of Ghana, I have witnessed the manner in which our leaders in Africa, in particular the freedom fighters of Africa have endured to attain freedom from their Colonial European Masters. However, I take this opportunity not to write about leaders such as Nkrumah, Nyerere, Khama, Selassie, Machel and Mandela, but one that tends to be overshadowed by the minutia of corporate dogma that has infiltrated the African environment today. I am talking in particular of the late Rev. Leon H. Sullivan and the Foundation that has been named after him.
Many years ago, a Baptist minister from Charleston, West Virginia, embarked upon a unique movement to assist African-Americans and the continent of Africa to take action upon themselves, to build hope, opportunity and prosperity through sheer hard work and determination. This person I speak of was Reverend Leon H. Sullivan.
Known as the "Lion of Zion," the late Reverend sought through determination the passion, persistence and perseverance necessary to build a movement aimed at "self-help," enabling people to acquire the appropriate tools to overcome poverty and oppression. He coupled this movement with another initiative in which he demonstrated to CEOs of corporations to be accountable for the work they did in the environments they worked in. Applying both movements to his passion for Africa, the late Reverend revolutionized the manner in which business was conducted. Through the creation of the Sullivan Principles and the Global Sullivan Principles, an international code of business conduct was created whereby corporations were held accountable for the actions they conducted. His movement, in particular the Sullivan Principles was responsible for putting an end to Apartheid in South Africa. He was the only person I saw who was able to bridge mountains and bring African leaders together.
It is not that I commend him for this achievement alone, but rather I revere his passion for Africa. Though he was not born on the continent, he was as strong as the freedom fighters of Africa, as he was fighting for a belief in which equality, justice and ethics of good business stood as the foundation of well-functioning societies. It is this principle today that stands as the base of the Leon H. Sullivan Foundation.
But this passion for Africa is the same passion I continue to hold for my people across the continent. However, my perspective on Africa's level of freedom is jaded, as I witness bountiful resources continually being looted from the continent by the greed of global corporations. It's akin to witnessing a young girl being deceived of her riches and being seduced to give up her innocence.
In this respect, Africa is not old by any means, and its innocence is just revealing itself. Only recently have the countries of the continent achieved independence, and many are still working toward political stability, yet the continent is witnessing an economic colonization that bounds its people to the perils of corporate handcuffs. By tempering the ability of African countries to have a voice with respect to the wishes of global corporations, the nations of Africa have itself kneeled to the economic colonizers.
My wish is not to see Africa in such peril. I am a strong proponent of foreign investment and bilateral trade, as I believe that foreign investment leads to the necessary technology transfer, cheaper production and access to new skills and finances, necessary for emerging economies, especially those in Africa to grow. However, I am opposed to the dogma or rather "Cannon of Profitability" and greed that is so entrenched among global corporations that a failure to understand the operational environment and lack of social responsibility of human rights of Africans is neglected.
I have seen corporate greed at its finest in Africa, and have witnessed foreign companies demonstrating their own boundaries of operation at the cost of African lives. Yet the international community keeps shut with respect to corporate self-indulgence and insatiability, and easily points a finger to the insufficient structure of governance Africa is faced with.
I therefore implore those corporations working in Africa to take heed of their actions. My desire is by no means to draw on the negativity of corporations working in Africa, but more so to see corporations adopt the Global Sullivan Principles, and take part in the fruits of labor the Leon H. Sullivan Foundation has endured to ensure the Human Rights of Africans.
I call on all international corporations, in particular those in America, to step forward and take responsibility toward their actions. Their support of the Leon H. Sullivan Foundation, which stands to bridge not only U.S.-Africa business relations, but also stands as the platform for social and economic justice on the continent, is the only significant entity that has managed to bridge corporate dynamism in a manner that addresses the human rights of Africans.
In this respect my challenge is two-fold. I first challenge all corporations operating in Africa, in particular those in the energy, mining, agriculture and health industries to follow such principles. I invite each of these corporations to take their first step by attending the 9th Leon H. Sullivan Summit and announce their commitment to be more active and accountable to their corporate actions in Africa. It is not simply a mere provision of the recycled terminology known as "corporate social responsibility" that corporations must engage in, but a step forward in building and maintaining the human rights of Africans, in the interest of Africa not the interest of capital accumulation.
I also challenge those pundits and critics who continue to disapprove and disparage African leaders from their ability to make change. The 9th Leon H. Sullivan Summit will be held in Malabo, Equatorial Guinea, in August 2012, and I request those international activists who have been critical of African leaders to attend the Summit and witness first hand the changes in Africa, both through corporate dynamism but also through the human rights advancements and social developments embarked by African leaders."
"I'm a man who expresses his opinion, and I will not be tied to traditions. I'm more interested in human returns than capital returns." (Late) Rev. Leon H. Sullivan
SOURCE Leon H. Sullivan Foundation
]]>(Logo: http://photos.prnewswire.com/prnh/20100714/AIPLOGO)
Thomson Reuters' editors use a number of tools to assess the scholarly merit of a journal being evaluated for coverage. Among the criteria established by the editors are timeliness of publication, quality of editorial content, international diversity of authors and editors, adherence to international editorial conventions, and the use of peer review.
Launched in 2011, AIP Advances will be indexed in Science Citation Index Expanded (also known as SciSearch®) of Journal Citation Reports/Science Edition and Current Contents®/Physical Chemical and Earth Sciences, going back to Volume 1, Issue 1.
"AIP Advances represents a major step forward in publishing. We are gratified that it is joining the growing collection of open access journals covered by this world-class indexing and abstracting service," commented John Haynes, vice president of publishing at AIP.
AIP Advances is an open access, online-only journal, covering all areas of applied physical science. All articles published in AIP Advances are peer reviewed and assessed for originality and technical correctness. The significance of each article is evaluated by the community after publication through the implementation of commenting and ranking tools as well as via the posting of article-level metrics. Authors also retain copyright to their work and all articles published in the journal are made freely available to readers worldwide.
"The publication process and open access model facilitate rapid and wide dissemination of new scientific concepts," according to executive editor Vincent H. Crespi, Ph.D., Distinguished Professor of Physics, Chemistry, Materials Science and Engineering at The Pennsylvania State University. "The journal creates a dynamic environment that enables the global research community to find, share, evaluate, and discuss scientific research in new ways."
About American Institute of Physics
The American Institute of Physics (AIP) is an organization of 10 physical science societies, representing more than 135,000 scientists, engineers, and educators. As one of the world's largest publishers of scientific information in physics, AIP employs innovative publishing technologies and offers publishing services for its Member Societies. AIP's suite of publications includes 15 journals, three of which are published in partnership with other organizations; magazines, including its flagship publication Physics Today; and the AIP Conference Proceedings series. Through its Physics Resources Center, AIP also delivers valuable services and expertise in education and student programs, science communications, government relations, career services for science and engineering professionals, statistical research, industrial outreach, and the history of physics and other sciences.
For more information, contact:
Lori Carlin
Director, Fulfillment & Marketing
AIP Publishing
+1 516-576-2279
lscarlin@aip.org
SOURCE American Institute of Physics
]]>
Global Cell-Based Assays Industry
http://www.reportlinker.com/p0552745/Global-Cell-Based-Assays-Industry.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=In_Vitro_
This report analyzes the worldwide markets for Cell-Based Assays in US$ Million by the following Product Segments: Assay Kits (Functional Assays, Cell Death-Associated Assays, & Cell Growth-Associated Assays), and Laboratory Automation. The report provides separate comprehensive analytics for the US, Japan, Europe, and Rest of World. Annual estimates and forecasts are provided for the period 2009 through 2017. Also, a six-year historic analysis is provided for these markets. The report profiles 73 companies including many key and niche players such as BD Biosciences, Beckman Coulter, Inc., BioVision, Inc., Caliper Life Sciences, Inc., Cisbio Bioassays, DiscoveRx Corporation, EMD Millipore, Enzo Life Sciences, Inc., Evotec AG, GE Healthcare Life Sciences, Life Technologies Corp., New England Biolabs Inc., PerkinElmer, Inc., Promega Corporation, ProQinase GmbH, Qiagen NV, Sigma-Aldrich, StemCells, Inc., Thermo Fisher Scientific, Inc., and Xenometrix AG. Market data and analytics are derived from primary and secondary research. Company profiles are primarily based upon search engine sources in the public domain.
I. INTRODUCTION, METHODOLOGY & PRODUCT DEFINITIONS
Study Reliability and Reporting Limitations I-1
Disclaimers I-2
Data Interpretation & Reporting Level I-3
Quantitative Techniques & Analytics I-3
Product Definitions and Scope of Study I-3
Assay Kits I-4
Functional Assays I-4
Cell Death-Associated Assays I-4
Cell Growth-Associated Assays I-4
Lab Automation I-4
II. EXECUTIVE SUMMARY
1. CELL-BASED ASSAYS: A PRIMER II-1
2. INDUSTRY OVERVIEW II-2
Cell-based Assays: A Prelude II-2
Cell-Based Assays Emerge as a Popular Tool in Drug Discovery
and Basic Research II-2
HTS and UHTS (High Throughput Screening and Ultrahigh-
throughput Screening Assays) II-3
Trends in Cell-Based Assay Market II-4
Growing Inclination Towards In-vitro Assays for Toxicology
Studies II-4
Industry Trends II-4
Cell-Based Assays: A Leading Drug Discovery Methodology II-4
Economy of Time and Cost Drives the Use of Cell-Based Assays
Over Other Techniques II-4
Growing Focus on the Development of Reproducible and Robust
Cell-based Assays II-5
HTS and Advancements in the Stem Cell Arena: A Growing Trend II-5
Increasing Use of Cell-Based Assays over Other Methods in
Toxicity Testing II-5
Functional Assays: An Effective Way of Predicting Specific
Toxic Effects II-6
Rising Interest in Cell-based Assays Propels the Development
of Improved Product Offerings II-6
Automation of Cell-based Assays: A Growing Trend II-6
Technological Advancements in Drug Discovery Processes Spurs
Cell-Based Assay Market II-6
Development of Label-free Cell-based Assays: A Recent Trend in
Biological Assays II-7
Role of Surface Chemistries II-7
Limitations II-7
Microfluidics Systems in Cell-based Assays II-8
Cell-Based Assays Likely to Gain from Microfluidic Devices II-8
Other Trends II-8
3. CELL-BASED ASSAYS: AN OVERVIEW II-10
What Drives Advances in Cell-based Assays? II-10
Cell Culture Fundamentals II-10
An Insight into Cell Biology II-11
Cell-based Assays: Basic Facts II-11
Defining Cell-based Assays II-12
Assays II-12
Biological Assays II-12
Quantification of Biological Activity II-12
Cell-based Assays II-13
Cell Based Assays: Prerequisites for Proof Of Concept II-14
List of Factors to be Considered in Cell-Based Assays II-14
Contamination with Mycoplasma: A Critical Factor II-15
Modes of Contamination II-15
Prevention II-15
Uses of Cell-Based Assays II-16
Challenges II-16
Transient Transfection Cells II-16
Limitations II-17
Cell-based Assays: Product Segmentation II-17
Assay Kits II-17
Cell Function-Associated Assays II-17
Cell Growth-Associated Assays II-18
Cell Death-Associated Assays II-19
Lab Automation II-21
MIACA II-22
Innovations in Cell-based Assays for Screening II-22
MultiScreen Filter Plates from Millipore II-23
MultiScreen Filter Plates from Millipore by Type of Assay II-23
The Road Ahead II-24
4. PRODUCT INTRODUCTIONS/INNOVATIONS II-25
ACEA, Roche, and Vivo to Co-develop Novel xCELLigence System
Assays II-25
GE Healthcare and Geron Launch First Human Cardiomyocyte Product II-25
Biomonitor Unveils Novel Products in iLite™ Product Line II-25
Biomoda Receives Patent for Assay Use and Formulation II-26
TGR BioSciences Expands 'No-Wash' SureFire Cellular Kinase
Assay Portfolio II-26
Hamamatsu Launches FDSS/uCELL Imaging Plate Reader II-26
Nexcelom Bioscience Launches Cellometer® Auto X4 II-27
SRU Biosystems Advances Label-free BIND Biosensors Range II-27
BioTek Instruments Introduces ELx405TM Microplate Bead Washer II-28
Platypus Technologies Purchases Oris™ Pro Cell Migration Assay II-28
Millipore Unveils MILLIPLEX® MAP EpiQuantTM Assay Panels II-28
Corning Launches Osteo-Assay Surface for Bone Cell Assays II-29
VisEn Medical Introduces Cat B 750 FAST Imaging Agent II-29
Roche Launches xCELLigence System and FuGENE HD II-29
Cisbio Bioassays Introduces Cellul'erk II-30
AnaSpec Launches Calcein Acetoxymethyl Ester II-30
Patheon Launches Cell-based Assay Services II-30
Sigma-Aldrich Launches Precisio (TM) Kinases II-30
CXR Biosciences and Millipore Launch ToxReporter™ II-30
Beckman Coulter Launches Gallios Flow Cytometer II-31
5. PRODUCT INTRODUCTIONS/INNOVATIONS - A HISTORIC PERSPECTIVE BUILDER II-32
Cisbio Bioassays Introduces HTRF® Terbium Platform for GPCR
Screening II-32
Corning Launches Integrated LHA for the Epic® System II-32
PerkinElmer Unveils New AlphaScreen® SureFire® Assays II-32
Millipore Introduces High Content Kits for Neurotoxicity II-33
MaxCyte to Unveil MaxCyte STX Scalable Transfection System II-33
LSG and Gentronix to Launch Human Cell-Based Assays for
Genotoxicity in Japan II-33
Innovatis Introduces Cellavista II-34
Roche Applied Science Introduces xCELLigence System II-34
Bravo Introduces Liquid Handling Platform II-34
Cellix Introduces VenaFlux Platform II-34
MaxCyte Unveils ITF Inline Transfection System II-35
Thermo Fisher Scientific Expands Thermo Scientific Stem
CELLExcellence Program II-35
Tecan Group to Introduce New Infinite M1000 Multimode
Microplate Reader II-35
Beckman Coulter Integrates Quanta SC MPL with Cell Culture System II-35
Genetix Launches CellReporter Cell-Based Assay Platform II-36
Greiner Bio-One Unveils CELLSTAR® Plates II-36
PBL InterferonSource Introduces Gene Reporter Cell-Based Assay
Kit II-36
6. RECENT INDUSTRY ACTIVITY II-37
Merck Acquires Millipore, Forms New EMD Millipore Division II-37
DiscoveRx Acquires KINOMEscan™ Division from Ambit II-37
Asterand Takes over BioSeek II-37
LGC Standards Inks Partnership Agreement with Gentronix II-38
Cellular Dynamics International Partners with Promega II-38
CCS Cell Culture Service Acquires MaxCyte® STXTM Scalable
Transfection System II-39
Gentronix Inks Three-Year Agreement with GlaxoSmithKline II-39
DiscoveRx Enters into Co-Marketing Agreement with Jubilant II-40
Qiagen Takes Over SABiosciences II-40
Galapagos Signs Agreement with Dart Neuroscience II-40
Asterand Extends Collaboration with Bristol-Myers Squibb II-40
Pfizer Extends JAK3 Research Collaboration with Ligand
Pharmaceuticals II-41
StemCells to Expand Cell-Based Assay Platforms II-41
Caliper Life Sciences to Utilize Label-Free Bind Technology of
SRU Biosystems II-41
O2h Enters into First Biology Affiliate Partnership with Hypoxium II-42
Evotec and DiscoveRx Ink Agreement to Support HTS Services II-42
Millipore Takes Over Guava Technologies II-42
Beckman Coulter and Propel Labs Collaborate for Flow Cytometry II-42
Beckman Coulter Interfaces CyAn™ Flow Cytometer with
IntelliCyt's HyperCyt® II-43
XenoBiotic to Establish New Laboratory in China II-43
StemCells Acquires Stem Cell Sciences II-44
PerkinElmer Enters into Collaboration with Sangmyung University II-44
Seahorse Bioscience Takes Over BioProcessors II-45
Roche Inks Co-development and Marketing Agreement with
Axiogenesis II-45
ChanTest Takes over Applied Cell Sciences II-45
7. STRATEGIC CORPORATE DEVELOPMENTS - A HISTORIC PERSPECTIVE BUILDER II-46
Applied Biosystems and Invitrogen Merge to form Life
Technologies Corp. II-46
IBA Acquires Majority Stake in CISBIO II-46
Emory University Acquires Corning® Epic® System II-46
Biomonitor Takes Over Neutekbio II-47
Affymetrix to Take Over Panomics II-47
BioForce to Ink Agreement with University Pierre & Marie Curie
and Centre National de Recherché Scientifique II-48
Gentronix Inks Agreement with LSG II-48
Veridex Acquires Immunicon II-48
Caliper Life Sciences Partners with DiscoveRx II-48
BioSeek Inks Agreement with Dainippon Sumitomo Pharma II-49
3M Takes Over Acolyte Biomedica II-49
Invitrogen Corporation Acquires BioSource II-49
Caliper Life Sciences Acquires NovaScreen Biosciences II-50
8. FOCUS ON SELECT GLOBAL PLAYERS II-51
BD Biosciences (US) II-51
Beckman Coulter, Inc. (US) II-51
BioVision, Inc. (US) II-52
Caliper Life Sciences, Inc. (US) II-52
Cisbio Bioassays (US) II-53
DiscoveRx Corporation (US) II-53
EMD Millipore (US) II-53
Enzo Life Sciences, Inc. (US) II-54
Evotec AG (Germany) II-54
GE Healthcare Life Sciences (UK) II-55
Life Technologies Corp. (US) II-55
New England Biolabs Inc. (USA) II-56
PerkinElmer, Inc. (US) II-57
Promega Corporation (US) II-57
ProQinase GmbH (Germany) II-58
Qiagen NV (The Netherlands) II-58
Sigma-Aldrich (USA) II-59
StemCells, Inc. (US) II-59
Thermo Fisher Scientific, Inc. (US) II-59
Xenometrix AG (Switzerland) II-60
9. GLOBAL MARKET PERSPECTIVE II-61
Table 1: World Recent Past, Current and Future Analysis for
Cell-Based Assays by Geographic Region - US, Japan, Europe,
and Rest of World Markets Independently Analyzed with Annual
Sales Figures in US$ Million for Years 2009 through 2017
(includes corresponding Graph/Chart) II-61
Table 2: World Historic Review for Cell-Based Assays by
Geographic Region - US, Japan, Europe, and Rest of World
Markets Independently Analyzed with Annual Sales Figures in
US$ Million for Years 2003 through 2008 (includes
corresponding Graph/Chart) II-62
Table 3: World 15-Year Perspective for Cell-Based Assays by
Geographic Region - Percentage Breakdown of Dollar Sales for
US, Japan, Europe, and Rest of World Markets for Years 2003,
2011 and 2017 (includes corresponding Graph/Chart) II-63
III. MARKET
1. THE UNITED STATES III-1
A.Market Analysis III-1
Functional Assays - The Fastest Growing Product Segment III-1
Cell-Based Assay Market to Witness Significant Growth III-1
Life Science Remains the Largest End-Use Sector III-2
Market Trends III-2
Consolidation Rife in the Industry III-2
Select Acquisitions in the Industry (2006-2010) III-2
Increased Usage Drives Growth of Cell-based Assays III-3
Automation, High-Throughput Screening Pulls Down CBA Market
Growth, to a Certain Extent III-3
Custom Designed Assays to Drive the US Cell-based Assay Market III-3
Competitive Scenario III-4
US Functional Cell Assays Market III-4
Table 4: Leading Players in the US Functional Cell-Based
Assays Market (2009): Percentage Breakdown of Revenues for
Millipore, Promega, New England Biolabs, Sigma-Aldrich, BD
Biosciences and Others (includes corresponding
Graph/Chart) III-5
Table 5: Leading Players in the US Cell-Based Assays
Market (2009): Percentage Breakdown of Revenues for
Millipore, Promega, EMD Biosciences, BD Biosciences, New
England Biolabs and Others (includes corresponding
Graph/Chart) III-5
Table 6: Leading Players in the US Cell Growth-Based
Assays Market (2009): Percentage Breakdown of Revenues for
Promega, Life Technologies (Invitrogen), EMD Biosciences,
Millipore, BD Biosciences and Others (includes
corresponding Graph/Chart) III-6
Table 7: Leading Players in the US Cell Death-Based Assays
Market (2009): Percentage Breakdown of Revenues for EMD
Biosciences, Millipore, BD Biosciences, Life Technologies
(Invitrogen), Promega and Others (includes corresponding
Graph/Chart) III-6
Product Launches III-6
Strategic Corporate Developments III-15
Focus on Select Players III-20
B.Market Analytics III-27
Table 8: The US Recent Past, Current and Future Analysis
for Cell-Based Assays by Type - Assay Kits (Functional
Assays, Cell Death-Associated Assays, Cell Growth-Associated
Assays) and Laboratory Automation Independently Analyzed
with Annual Sales Figures in US$ Million for Years 2009
through 2017 (includes corresponding Graph/Chart) III-27
Table 9: The US Historic Review for Cell-Based Assays by
Type - Assay Kits (Functional Assays, Cell Death-Associated
Assays, Cell Growth-Associated Assays) and Laboratory
Automation Independently Analyzed with Annual Sales Figures
in US$ Million for Years 2003 through 2008 (includes
corresponding Graph/Chart) III-28
Table 10: The US 15-Year Perspective for Cell-Based Assays
by Type - Percentage Breakdown of Dollar Sales for Assay
Kits (Functional Assays, Cell Death- Associated Assays, Cell
Growth-Associated Assays) and Laboratory Automation for
Years 2003, 2011 and 2017 (includes corresponding
Graph/Chart) III-29
2. JAPAN III-30
A.Market Analysis III-30
Strategic Corporate Developments III-30
B.Market Analytics III-31
Table 11: Japanese Recent Past, Current and Future Analysis
for Cell-Based Assays Independently Analyzed with Annual
Sales Figures in US$ Million for Years 2009 through 2017
(includes corresponding Graph/Chart) III-31
Table 12: Japanese Historic Review for Cell-Based Assays
Independently Analyzed with Annual Sales Figures in US$
Million for Years 2003 through 2008 (includes corresponding
Graph/Chart) III-32
3. EUROPE III-33
A.Market Analysis III-33
Table 13: European Cell-Based Assay Market by End-Use
Sector (2011): Percentage Breakdown of Revenues for
Pharmaceuticals, Biotech Companies and Research/ Academia
(includes corresponding Graph/Chart) III-33
Market Outlook III-33
Cell-Based Assays Continue to Gain Impetus III-33
GPCR Targets to Drive Growth in Functional Cell Assay Market III-33
Growth in Cell Growth-Based Assay Kits Trails Behind Other
Segments III-34
Drive Towards Improved Efficiency in Development Programs
Provides Impetus to Cell Death Based Assays III-34
Market Trends III-35
Rising Number of Drug Targets Surge Demand for Cell-Based
Assays III-35
Laboratory Automation Drives the Growth of European CBA Market III-35
Cell-based Assays Represent the Primary Drug Discovery Tool
in HTS Laboratories III-35
Advancements in Technology, Identification Methods, and Lab
Disciplines in the CBA Market III-35
Cell-Based Assays: Regulatory Requirements III-36
Validation Assays for Compliance with ICH Guidelines III-36
Outsourcing of Validation Studies to CTOs III-36
Important Considerations for Outsourcing Validation Assays
to CTOs III-36
Competitive Landscape III-37
Product Launches III-37
Strategic Corporate Developments III-39
Focus on Select Players III-44
B.Market Analytics III-46
Table 14: European Recent Past, Current and Future Analysis
for Cell-Based Assays by Type - Assay Kits (Functional
Assays, Cell Death-Associated Assays, Cell Growth-Associated
Assays) and Laboratory Automation Independently Analyzed
with Annual Sales Figures in US$ Million for Years 2009
through 2017 (includes corresponding Graph/Chart) III-46
Table 15: European Historic Review for Cell-Based Assays by
Type - Assay Kits (Functional Assays, Cell Death-Associated
Assays, Cell Growth-Associated Assays) and Laboratory
Automation Independently Analyzed with Annual Sales Figures
in US$ Million for Years 2003 through 2008 (includes
corresponding Graph/Chart) III-47
Table 16: European 15-Year Perspective for Cell-Based Assays
by Type - Percentage Breakdown of Dollar Sales for Assay
Kits (Functional Assays, Cell Death- Associated Assays, Cell
Growth-Associated Assays) and Laboratory Automation for
Years 2003, 2011 and 2017 (includes corresponding
Graph/Chart) III-48
4. REST OF WORLD III-49
A.Market Analysis III-49
Product Launch III-49
Strategic Corporate Developments III-49
B.Market Analytics III-51
Table 17: Rest of World Recent Past, Current and Future
Analysis for Cell-Based Assays Independently Analyzed with
Annual Sales Figures in US$ Million for Years 2009 through
2017 (includes corresponding Graph/Chart) III-51
Table 18: Rest of World Historic Review for Cell-Based
Assays Independently Analyzed with Annual Sales Figures in
US$ Million for Years 2003 through 2008 (includes
corresponding Graph/Chart) III-52
IV. COMPETITIVE LANDSCAPE
Total Companies Profiled: 73 (including Divisions/Subsidiaries - 79)
------------------------------------------
Region/Country Players
------------------------------------------
The United States 60
Europe 18
France 1
Germany 5
The United Kingdom 5
Rest of Europe 7
Asia-Pacific (Excluding Japan) 1
------------------------------------------
To order this report:
In Vitro Diagnostic Industry: Global Cell-Based Assays Industry
Check our Industry Analysis and Insights
Nicolas Bombourg
Reportlinker
Email: nicolasbombourg@reportlinker.com
US: (805)652-2626
Intl: +1 805-652-2626
SOURCE Reportlinker
]]>(Logo: http://photos.prnewswire.com/prnh/20120516/DA08155LOGO)
The combined company includes 18,689 units at 111 communities in ten states in the Southeast U.S. plus Texas and Oklahoma. BSR Trust contains a portfolio of both affordable and market housing. The merger has been approved by both companies' board of directors and remains subject to regulatory approval and project lender consent.
The merger opens up two markets for Summit Housing with relatively lower unemployment rates, Little Rock and Shreveport, where there are opportunities to acquire and/or develop additional market and affordable properties. BSR now has the infrastructure to expand its geography should such opportunities arise.
Daniel Hughes, CEO of Summit Housing Partners in Montgomery, AL will serve as the CEO of BSR Trust. John Bailey, CEO of Bailey Properties, LLC will serve on the company's board of directors and the Finance Committee.
All BSR properties will utilize common vendor purchasing, property and risk management systems as well as utilize common administrative functions like Accounting, IT, HR and Corporate Marketing. We believe that multifamily is a scale business," says Hughes.
"Both Summit and Bailey were profitable operating companies that were not under any financial or operating distress so neither company had to enter into this transaction. We are pleased to announce this merger of two industry leaders to create a stronger company with a focus to provide an exceptional living experience for the residents while building value for our shareholders," said Hughes.
Scott Ray, President of Bailey Properties, will serve as President of the Market Group, which will be based in Little Rock. Blake Brazeal, President of Summit Housing Partners, will serve as the President of the Affordable Group, which will be based in Montgomery.
Together, the companies are expected to be more profitable resulting in added financial strength that surpasses what either could accomplish on their own. "We believe this merger creates an example where the whole of the two companies is greater than the sum of its parts," said Hughes.
About BSR Trust
BSR Trust, with offices in both Montgomery, AL and Little Rock, AR, is in the business of development, acquisition and management of both market and affordable multifamily communities totaling 111 properties, with 18,689 units in 10 states. BSR Trust has nearly 600 employees in Alabama, Arkansas, Florida, Georgia, Kentucky, Louisiana, Mississippi, Oklahoma, Tennessee, and Texas. The primary mission of BSR is to provide an exceptional living experience for residents at a community they are proud to call home. The company's web address is www.bsrtrust.com .
SOURCE BSR Trust
]]>(Photo: http://photos.prnewswire.com/prnh/20120516/CG08417)
Consumers with cellulite looking to target a few problem areas now have direct access to the power of liposome technology with the release of Skinny-Derm™ Mesotherapy Cream by Preventics Health, LLC. This novel skin enhancement treatment is the second product in the company's Biologics line and is specially formulated with bio-identical compounds commonly used by physicians for aesthetic purposes.
One of the major complaints among women and men is the unattractiveness associated with cellulite. Cellulite is caused by adipose (fatty) tissue deposits that push and distort the regular patterns of connective tissue beneath the skin. These fat deposits form little honeycombs that result in the dimpled look of cellulite. Although the condition is not harmful, many people feel self-conscious about the dimpling and "cottage cheese effect" caused by cellulite.
Skinny-Derm™ Mesotherapy Cream assists in localized fat and cellulite. Liposome technology is used to deliver the key ingredients in Skinny-Derm™ Mesotherapy Cream. These pharmaceutical-grade ingredients include deoxycholic acid, hyaluronic acid, phosphatidyl choline and allantoin. Both deoxycholic acid and phosphatidyl choline are unique carriers for nutrient transport and fat mobilization. Hyaluronic acid is a naturally occurring lubricant found in the skin and connective tissue, while allantoin is a soothing skin care component. All of these ingredients are encapsulated in a microscopic lipid bilayer vesicle for optimal delivery into the skin.
Skinny-Derm™ Mesotherapy Cream offers consumers an excellent, safe, natural choice for infusing the dermis with antioxidants, vitamins and plumping agents. So far, the results and feedback from cellulite sufferers who have tried the transdermal innovation have been very positive. Skinny-Derm™ Mesotherapy Cream is a non-invasive product that markedly reduces the appearance of cellulite. It may be used alone or in addition to other aesthetic procedures like CoolSculpting, Smart-Lipo and Lipo-Dissolve.
Skinny-Derm™ Mesotherapy Cream is available through the Preventics Health, LLC website and other healthcare products retailers.
For more information about Skinny-Derm™ Mesotherapy Cream, please go to www.preventicshealth.com.
About the Company
Preventics Health, LLC is a research-driven preventive healthcare company specializing in the development, manufacturing and marketing of proprietary natural therapeutic products including nutritional supplements, weight loss aids and beauty healthcare lines. Headquartered in Tempe, Arizona, Preventics Health adheres to the highest quality standards and is committed to delivering the best products made from the purest bioavailable ingredients.
Media Contact:S. Resch Preventics Health, LLC, 480-277-4681, Marketing@preventicshealth.com
News distributed by PR Newswire iReach: https://ireach.prnewswire.com
SOURCE Preventics Health, LLC
]]>Efforts of Michigan Campaign, Community Partners Paying off
LANSING, Mich., May 16, 2012 /PRNewswire-USNewswire/ -- Today, the leaders of Michigan's Campaign to End Homelessness announced there were 6,143 fewer Michigan residents who were homeless for any part of 2011 than who were homeless during 2010. The Campaign focuses on preventing homelessness or, when that's not possible, quickly finding housing solutions, while addressing the issues that led to the individual's or family's housing crisis.
(Logo: http://photos.prnewswire.com/prnh/20110419/MM85741LOGO)
A total of 94,033 people were homeless in Michigan sometime in 2011, according to data compiled by the Michigan Coalition Against Homelessness. That was down from 100,176 in 2010. All of the figures are from the Homeless Management Information System (HMIS), which is used in communities across Michigan to track the numbers of homeless individuals and the services that they receive. HMIS was developed by the U.S. Department of Housing and Urban Development for nationwide use.
This 6 percent reduction between 2010 and 2011 is strong evidence that the Campaign's strategies of prevention and rapid re-housing are helping individuals and families find and sustain stable places to live.
"This is great news for Michigan individuals, families, and communities," said Sally Harrison, director of the Housing Voucher Programs and Homeless Initiatives division for the Michigan State Housing Development Authority (MSHDA). "Homelessness remains a major issue, but the work of our community partners across the state is clearly paying off."
"We are gratified that our communities, local agencies and dedicated volunteers have succeeded in preventing or ending homelessness for many of our friends and neighbors struggling to sustain a safe, affordable place to live," said MSHDA Executive Director Gary Heidel.
The Campaign to End Homelessness, launched in 2006, is a statewide effort to ensure safe and stable housing for all state residents, one individual and one family at a time. The Campaign emphasizes cooperation and collaboration by more than 600 partner agencies and by the workers and volunteers at those organizations. The Campaign's coordinated efforts and greater attention to data have enabled local agencies to make informed decisions about the use of resources.
This new 2011 analysis of homelessness in Michigan also shows:
The Campaign works with people to prevent or quickly end homelessness as a starting point because individuals and families have a better chance of addressing underlying issues when they have a stable place to live. Local organizations work together to provide the most appropriate services for each situation. Those can include anything from mortgage assistance and subsidized housing to employment or domestic violence services.
"While Michigan's improving economic conditions were a factor in the decline in homelessness, the work of community organizations has been crucial in ending homelessness for thousands of individuals and families," said Eric Hufnagel, executive director of the Michigan Coalition Against Homelessness. "Local agencies have been extremely successful in reducing homelessness in their communities in large part because of the focus on rapid re-housing," he said, referring to the strategy of quickly finding longer-term housing solutions, rather than simply relying on shelters.
For more information about the Campaign to End Homelessness, and more detailed HMIS data, please visit www.thecampaigntoendhomelessness.org
The Campaign to End Homelessness: A DeclarationHomelessness ends with a place to live. Michigan's Campaign to End Homelessness is driven by public and private groups across the state, working together toward a single goal: making stable, sustainable, and affordable housing available to every person in Michigan. This goal guides our more than 60 dedicated and coordinated partner organizations. Together, we know that:
Because only through our united efforts can homelessness be eradicated in Michigan.
SOURCE Michigan State Housing Development Authority
]]>(Photo: http://photos.prnewswire.com/prnh/20120516/CG08409)
ISO 22301 formally specifies a set of requirements for implementing, operating and improving a BCM System (BCMS) leading to certification. The requirements specified in ISO 22301 are generic and intended to be applicable to all organizations (or parts thereof), regardless of type, size and nature of the organization. ISO 22301 emphasizes the importance of:
To develop the necessary expertise to support an organization in implementing and managing BCMS and auditing, PECB offers an ISO 22301 training program and ISO 22301 certification scheme for business continuity professionals. "The main purpose of our certification program is to provide confidence to business and industry that certified consultants and auditors are competent", says Faton Aliu, Executive Vice President of PECB.
The ISO 22301 Lead Implementer certification is for professionals needing to provide guidance or implement a BCMS. The principal competencies and knowledge skills needed by the market are the ability to support an organization in implementing and managing a Business Continuity Management System as specified in ISO 22301: risk management, risk management plan, implementation, surveillance, re-examination and operation of a BCMS, continual improvement of BCMS, management's commitment, follow-up and review.
The ISO 22301 Lead Auditor certification is a credential for professionals needing to audit a Business Continuity Management System and is able to manage a team of auditors. The ISO 22301 Foundation certification is a professional certification for professionals needing to have an overall understanding of the ISO 22301 standard and its requirements.
About PECB
Professional Evaluation and Certifïcation Board (PECB) is a personnel certification body for various standards, including ISO 9001 (Quality), ISO 14001 (Environment), OHSAS 18001 (Health & Safety), ISO 20000 (IT Service), ISO 22000 (Food safety), ISO 22301 (Business continuity), ISO 26000 (Social Responsibility), ISO 27001 (Information security), ISO 27005 (Information security risk) and ISO 28000 (Supply Chain Security).
Established in 2005, PECB has earned an international reputation for integrity, value and best practice by providing this assurance through the evaluation and certiï¬cation of professionals against rigorous, internationally recognized competence requirements. Our mission is to provide our clients comprehensive personnel examination and certification services.
For more information about ISO 22301 standard, download our ISO 22301 white paper.
For more information about PECB, visit its website at www.pecb.org.
Media Contact:Rene St-Germain PECB, +32 (0)4-84-72-17-60, rene_stgermain@hotmail.com
News distributed by PR Newswire iReach: https://ireach.prnewswire.com
SOURCE PECB
]]>LEWISVILLE, Texas, May 16, 2012 /PRNewswire/ -- Parago, a global engagement management company and the US' largest rebate provider, today unveiled its third annual consumer research study. One highlight of the 2012 research: consumer preference for rebates versus instant discounts is growing. The survey shows that while economic recovery may be on its way by the numbers, consumer sentiments around spending are still timid.
According to the study, bargain hunting is still a priority among shoppers and rebates are highly popular with consumers. In fact, today 95 percent of consumers are interested in products that come with rebates and 80 percent of consumers actively seek out rebates.
"With our third annual study of consumer shopping behavior, we have seen sustained sensitivity to price and willingness to hunt for bargains. Price perception is king, and consumers are indifferent to how that price point is achieved, whether through rebate, coupon, club or sale," said Juli Spottiswood, Parago President & CEO. "However, because consumers understand that rebates offer deeper discounts than other sales, there is a strong interest in the promotions and shoppers are actively looking for rebates before and during the shopping experience. As such, marketers are able to leverage rebates to drive lower price perception while gaining high value customer information during the redemption process."
The rebate research was conducted independently through online delivery and surveyed more than 1,000 consumers. Key findings include:
Today, marketers are looking at the (nearly ubiquitous) value-seeking consumer differently. Rebates and other redemption programs give consumers value, and in turn marketers are able to gain reciprocal value from their customers by gaining valuable data, opt-in and email capture in ways that coupons, clearance and sales cannot. Building a CRM strategy around a rebate campaign has become a successful way for marketers to deliver on price perception, but drive incremental value from that value-seeking consumer. This approach can also be a gateway to a long-term engagement strategy.
Parago provides consumer incentive and customer acquisition rewards to one out of every two US households, for several Fortune 500 companies and for some of the largest brands in America.
About Parago
Parago is a leading provider of end-to-end engagement management programs for consumers, sales channels and employees, which deploy technology to drive better results. Parago provides services to many of the top companies around the globe. Parago has distinguished itself in the rewards-based incentives field for more than ten years by consistent reinvention of legacy approaches, introducing 27 industry firsts and receiving three patents. Parago issues more than $2 billion dollars in rewards every year, and offers the most all-inclusive approach to turn-key consumer, channel and employee management worldwide. For more information visit www.parago.com, the Parago blog or Twitter.
SOURCE Parago
]]>
http://www.reportlinker.com/p098237/Global-Theme-Parks-Industry.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Amusement
This report analyzes the worldwide markets for Theme Parks in US$ Million. The report provides separate comprehensive analytics for the US, Canada, Japan, Europe, Asia-Pacific, Middle East/Africa, and Latin America. Annual estimates and forecasts are provided for the period 2009 through 2017. Also, a six-year historic analysis is provided for these markets. The report profiles 291 companies including many key and niche players such as Blackpool Pleasure Beach, Cedar Fair Entertainment Company, Disneyland, Disneyland Paris, Disney's Animal Kingdom, Disney's Hollywood Studios, Islands of Adventure, Lotte World, Magic Kingdom, Samsung Everland, Inc., Six Flags, Inc., The Adventuredome, Tokyo Disneyland, Tokyo DisneySea, Universal Studios, Universal Studios Hollywood, Universal Studios Japan, and Yokohama Hakkeijima Sea Paradise. Market data and analytics are derived from primary and secondary research. Company profiles are primarily based upon search engine sources in the public domain.
I. INTRODUCTION, METHODOLOGY & PRODUCT DEFINITIONS
Study Reliability and Reporting Limitations I-1
Disclaimers I-2
Data Interpretation & Reporting Level I-3
Quantitative Techniques & Analytics I-3
Product Definitions and Scope of Study I-3
II. EXECUTIVE SUMMARY
1. MARKET ANALYSIS II-1
Market Highlights II-1
2. GLOBAL MARKET OVERVIEW II-2
Impact of the European Debt Crisis on Theme Parks in Europe II-2
Asia - The Emerging Market for Theme Parks II-2
Theme Parks Market Mirrors Economic Trends II-2
Key Market Trends II-3
Park Within a Park Concept Catching Up II-3
New Rides Improve Attendance II-3
Geographic Scenario II-4
Technological Factors II-4
Innovative Service Offerings II-4
Sweeteners to Attract Visitors II-5
Regional Parks to Witness Faster Growth II-5
Theme Parks - North American Vs. European II-5
Other Trends II-6
Attendance of Leading Theme Parks II-6
Theme Parks Witness Sluggish Visitor Numbers II-6
Table 1: Global Theme Parks Market (2008 & 2009): Visitor
Attendance in Thousand by Leading Theme Parks - Magic
Kingdom, Disneyland, Tokyo Disneyland, Disneyland Park, Tokyo
DisneySea, Epcot, Disney's Hollywood Studios, Disney's Animal
Kingdom, Universal Studios Japan, and Everland (includes
corresponding Graph/Chart) II-7
Table 2: Global Theme Parks Market (2009): Visitor Attendance
in Million by Leading Theme Park Chains - Walt Disney
Attractions, Merlin Entertainments Group, Parques Reunidos,
Six Flags Inc., Busch Entertainment, Universal Studios
Recreation Group, Cedar Fair Entertainment Co., OCT Parks
China, Compaigne des Alpes (Grevin), and Aspro Group
(includes corresponding Graph/Chart) II-8
Table 3: Global Theme Parks Market (2009): Visitor Attendance
in Thousand by Leading Water Parks - Typhoon Lagoon, Blizzard
Beach, Chimelong Water Park, Aquatica, Caribbean Bay, Ocean
World, Wet 'N Wild, Wet 'N Wild Water World, Summerland, and
Sunway Lagoon (includes corresponding Graph/Chart) II-9
A Peek into Past II-10
World's Leading Theme Parks for Children in 2005 - Ranked by
Attendance II-10
Table 4: World Theme Parks Market (2004 & 2005): Annual Media
Spending on Entertainment Sectors - TV, Theme Parks, Film,
Radio and Music (In US$ Billion) (includes corresponding
Graph/Chart) II-10
3. THEME PARKS - SERVICE OVERVIEW II-11
Service Definition and Introduction II-11
Visitor Attendance - A Key Parameter II-11
Service Segments II-11
Amusement Park II-12
Movie Park II-12
Food Theme Park II-12
4. SERVICE INTRODUCTIONS/INNOVATIONS II-13
Love Spain Holidays Introduces Theme Park Packages II-13
Universal Studios to Introduce Transformers Theme II-13
Six Flags Unveils New Elements of 'The Dark Knight' Coaster II-13
SeaWorld Announces the Launch of Aquatica II-13
Nickelodeon Opens a Theme Park at Mall of America II-14
Six Flags Revamps Northern California Theme Park II-14
Efteling Ready for 2008 Season II-15
5. SERVICE INNOVATIONS/LAUNCHES - A HISTORIC PERSPECTIVE BUILDER II-16
Comcast Announces Launch of Comcastic Island II-16
Disneyland Announces Launch of Finding Nemo II-16
Universal Park to Build Theme Park in Dubai II-16
Paramount Pictures and Daewoo to Build Theme Park in Seoul II-16
Blackpool Launches Infusion II-17
Motorola Opens Innovation-Centric Venue in Wannado City II-17
Vinpearl Tourism and Trade Joint Unveils Fresh Water Park II-17
New Adventure Theme Park Opens in Wuhu II-17
Harry Potter Theme Park to Open in US II-17
Pentasoft to Launch Mayajaal Theme Park in Tier-II and Tier-
III Cities II-18
Paramount Licensing to Open Theme Park in UAE II-18
Efteling Temporarily Shuts Down The Flying Dutchman II-18
Disneyland to Build New Theme Park in Egypt II-18
SeaWorld Theme Park Introduces a New Rollercoaster, Shamu Express II-18
Busch Gardens Initiates "Sunset on the Serengeti" Tour II-19
PortAventura Opens a New Beach Club II-19
Walt Disney to Setup New Theme Park in China II-19
Russian Government Plans to Open Leninland Theme Park II-19
Idlewild Park Launches Blog, a New Weblog II-19
China Plans to Setup a New Theme Park II-20
Theme Parks Development to Launch New Theme Park II-20
Sex and Relations Based Theme Park Comes Up in London II-20
Motorola to Initiate a New Indoor Theme Park for Children II-20
Harrahs and Keppel to Establish iPort II-20
Lukale Launches a New Amusement Theme Town II-21
Keihin Electric to Open Shinatatsu Donburi Goninshu Food Theme
Park II-21
Metro Goldwyn Mayer to Set Up Movie Theme Park II-21
Bocca Plans to Open Ecorin Village Garden Theme Park in Japan II-21
Turner International India Plans to Open Theme Parks in Delhi
and Noida II-21
Walt Disney Co Plans to Open Theme Park in China II-22
Efteling Introduces a New Rider II-22
Disney Introduces Online Theme Park II-22
6. RECENT INDUSTRY ACTIVITY II-23
Merlin Entertainments Purchases Cypress Gardens II-23
Blackstone Group Acquires Busch Entertainment II-23
Story Group Buys Camelot Theme Park II-23
Lalandia Enters into Joint Venture with Legoland II-23
Resorts World Sentosa and DreamWorks Animation Collaborate II-23
7. STRATEGIC CORPORATE DEVELOPMENTS - A HISTORIC PERSPECTIVE BUILDER II-24
Great American Family Parks Buys Animal Paradise II-24
Aspro Acquires Oakwood Theme Park II-24
Village Roadshow Acquires Hawaiian Waters Adventure Park II-24
Adrenaline Family Entertainment Acquires Alabama Adventure
Amusement Park II-24
Parques Reunidos Takes Over Sea Life Park Hawaii and Dolphin
Discovery Group II-25
Saltkråkan to Acquire Astrid Lindgrens Värld II-25
NextSport and Six Flags Enter into Partnership II-25
Universal Inks Corporate Marketing Partnership Agreement with
Benesse II-25
Six Flags Forms Strategic Alliance with Tatweer II-26
Blackstone Announces Acquisition of Madame Tussauds II-26
CNL Acquires Seven Theme Parks from PARC 7F Operations Corp II-26
Parc Acquires Water Parks and Theme Parks from Six Flags II-27
TBN Acquires Holy Land Experience II-27
Parques Reunidos Takes over BonBon-Land II-27
Parques Acquires Lake Compounce II-27
Six Flags Enters into Two Year Partnership with Baynum II-27
Six Flags Enters into Multi-Year Strategic Relationship with
Johnny Rockets II-28
Kennywood Acquires Story Land II-28
Six Flags Enters into Multi-Year Sponsorship and Marketing
Alliance II-28
Cedar Fair Renames Bonfante Gardens as Gilroy Gardens II-28
Six Flags Marine Undergoes Makeover and Name Change II-29
Disney to Refurbish California Adventure Theme Park II-29
Maharashtrian Government Inks MoU to Set-Up Theme Park II-29
Warner Bros. Enters into Multi-Billion Dollar Alliance II-29
FMC Inks Agreement with Euro Disney II-29
Euro Disney Inks Collaboration Agreement with Unilever France II-30
Busch Gardens Completes Construction of Dive Coaster II-30
Merlin Entertainments Acquires Gardaland II-30
Cedar Fair Acquires Paramount Parks Group II-30
Hertz and Euro Disney Extends Partnership Agreement II-30
Fadesa Acquires Warner Bros II-30
NY Acquires Midway Park II-31
Parques Acquires Marineland Antibes II-31
Parques Acquires Mirabilandia II-31
Blackstone Acquires Seven Center Parcs Holiday Villages II-31
Astroland Amusement Park to Relocate II-31
Hard Rock to Set-Up Rock N' Roll Park II-31
Disney to Launch Global Advertising Campaign to Promote Theme
Parks II-31
Paramount Adds New Features and Renames Water Park at Carowinds II-32
Sun City CJSC Inks Pact with Iporussia II-32
Universal Parks & Resorts Ties up with Velocity Sports &
Entertainment II-32
Alton Towers to Setup Visitor Tracking System II-32
Citic Shenzhen Acquires Minsk World Theme Park in China II-32
Extreme Signs a Multi-million Dollar Deal with Nakheel
andRetail Corp. II-33
Malaysia to Setup a Disney Theme Park in Southern Johor II-33
Village Roadshow to Acquire Warner Bros' Theme Parks II-33
Compagnie des Alpes Acquires Belgium Theme Parks II-34
Village Roadshow Acquires Sydney Attractions Group II-34
Busch Gardens Tampa Bay Adds "Africa" to its Name II-34
Suzuka and Twin Merges to Form Mobilityland Corporation II-34
Camp Snoopy Changes Name and Theme II-34
8. FOCUS ON SELECT THEME PARKS II-35
Blackpool Pleasure Beach Limited (UK) II-35
Cedar Fair Entertainment Company (US) II-35
Disneyland (US) II-35
Disneyland Paris (France) II-36
Disney's Animal Kingdom (US) II-36
Disney's Hollywood Studios (US) II-36
Islands of Adventure (US) II-37
Lotte World (South Korea) II-37
Magic Kingdom (US) II-37
Samsung Everland, Inc. (South Korea) II-38
Six Flags, Inc. (US) II-38
The Adventuredome (US) II-38
Tokyo Disneyland (Japan) II-38
Tokyo DisneySea (Japan) II-38
Universal Studios (US) II-39
Universal Studios Hollywood (US) II-39
Universal Studios Japan (Japan) II-40
Yokohama Hakkeijima Sea Paradise (Japan) II-40
9. GLOBAL MARKET PERSPECTIVE II-41
Table 5: World Recent Past, Current and Future Analysis for
Theme Parks by Geographic Region - US, Canada, Japan, Europe,
Asia-Pacific (excluding Japan), Middle East/Africa, and Latin
America Markets Independently Analyzed with Annual Revenues in
US$ Million for Years 2009 through 2017(includes corresponding
Graph/Chart) II-41
Table 6: World Historic Review for Theme Parks by Geographic
Region - US, Canada, Japan, Europe, Asia-Pacific (excluding
Japan), the Middle East/Africa, and Latin America Markets
Independently Analyzed with Annual Revenues in US$ Million for
Years 2003 through 2008 (includes corresponding Graph/Chart) II-42
Table 7: World 15-Year Perspective for Theme Parks by
Geographic Region - Percentage Breakdown of Revenues for US,
Canada, Japan, Europe, Asia-Pacific (excluding Japan), Middle
East/ Africa, and Latin America Markets for Years 2003, 2011 &
2017(includes corresponding Graph/Chart) II-43
III. MARKET
1. THE UNITED STATES III-1
A.Market Analysis III-1
Industry Background III-1
Market Scenario III-1
Who Holds the Greater Pie? III-2
Ramifications of Terrorism III-2
Importance of Attendance III-3
Destination vs. Regional Parks III-3
Water Parks III-3
Consolidation and Diversification Wave III-4
Table 8: A Snippet of M&A Activities in the Past III-4
Rebound in the Future III-5
Other Market Trends III-5
Competition III-6
Table 9: US Theme Parks Market (2009): Visitor Attendance
in Thousand by Leading Theme Parks - Magic Kingdom,
Disneyland, Epcot, Disney's Hollywood Studios, Disney's
Animal Kingdom, Disney's California Adventure, Seaworld
Florida, Universal Studios, Islands Of Adventure, and
Universal Studios Hollywood (includes corresponding
Graph/Chart) III-6
Table 10: US Theme Parks Market (2009): Visitor Attendance
in Thousand by Leading Water Parks - Typhoon Lagoon,
Blizzard Beach, Aquatica, Wet 'N Wild, Schlitterbahn, Water
Country USA, Adventure Island, Schlitterbahn, Hyland Hills
Water World, and Splish-Splash (includes corresponding
Graph/Chart) III-7
A Peek into Competitive Variables III-7
Factors Driving Growth III-7
Demography III-7
Economy III-8
Personal Disposable Income III-8
Key Issues in the US III-8
B.Market Analytics III-9
Table 11: US Recent Past, Current & Future Analysis for
Theme Parks Analyzed with Annual Revenues in US$ Million for
Years 2009 through 2017 (includes corresponding Graph/Chart) III-9
Table 12: US Historic Review for Theme Parks Analyzed with
Annual Revenues in US$ Million for Years 2003 through 2008
(includes corresponding Graph/Chart) III-9
2. CANADA III-10
A.Market Analysis III-10
Market Trends III-10
B.Market Analytics III-10
Table 13: Canadian Recent Past, Current & Future Analysis
for Theme Parks Analyzed with Annual Revenues in US$ Million
for Years 2009 through 2017 (includes corresponding
Graph/Chart) III-10
Table 14: Canadian Historic Review for Theme Parks Analyzed
with Annual Revenues in US$ Million for Years 2003 through
2008 (includes corresponding Graph/Chart) III-11
3. JAPAN III-12
A.Market Analysis III-12
Industry Pattern III-12
Boom in the Industry III-12
Table 15: Japanese Theme Parks Market (2009): Visitor
Attendance in Thousand by Leading Theme Parks - Tokyo
Disneyland, Tokyo DisneySea, Universal Studios Japan,
Nagashima Spa Land, and Yokohama Hakkeijima Sea Paradise
(includes corresponding Graph/Chart) III-12
B.Market Analytics III-13
Table 16: Japanese Recent Past, Current & Future Analysis
for Theme Parks Analyzed with Annual Revenues in US$ Million
for Years 2009 through 2017 (includes corresponding
Graph/Chart) III-13
Table 17: Japanese Historic Review for Theme Parks Analyzed
with Annual Revenues in US$ Million for Years 2003 through
2008 (includes corresponding Graph/Chart) III-13
4. EUROPE III-14
A.Market Analysis III-14
Overview III-14
Economic Turmoil Fails to Deter the Market III-14
Outlook III-14
Industry Structure III-15
Market Scenario III-15
Table 18: European Theme Parks Market (2009): Visitor
Attendance in Thousand by Leading Theme Parks - Disneyland
Park, Europa Park, De Efteling, Tivoli Gardens, Liseberg,
Port Aventura, Gardaland, Walt Disney Studios Park, Alton
Towers, and Phantasialand (includes corresponding
Graph/Chart) III-16
Future Course of Action III-17
B.Market Analytics III-18
Table 19: European Recent Past, Current and Future Analysis
for Theme Parks by Geographic Region - France, Germany,
Italy, UK, Spain, Russia, and Rest of Europe Markets
Independently Analyzed with Annual Revenues in US$ Million
for Years 2009 through 2017(includes corresponding
Graph/Chart) III-18
Table 20: European Historic Review for Theme Parks by
Geographic Region - France, Germany, Italy, UK, Spain,
Russia, and Rest of Europe Markets Independently Analyzed
with Annual Revenues in US$ Million for Years 2003 through
2008 (includes corresponding Graph/Chart) III-19
Table 21: European 15-Year Perspective for Theme Parks by
Geographic Region - Percentage Breakdown of Revenues for
France, Germany, Italy, UK, Spain, Russia, and Rest of
Europe Markets for Years 2003, 2011 & 2017 (includes
corresponding Graph/Chart) III-20
4a. FRANCE III-21
A.Market Analysis III-21
Table 22: Theme Parks Market in France (2005 & 2007):
Percentage Share of Foreign Visitors in Euro Disney SCA by
Region - UK, Benelux, Germany, Spain and Italy (includes
corresponding Graph/Chart) III-21
B.Market Analytics III-22
Table 23: French Recent Past, Current & Future Analysis for
Theme Parks Analyzed with Annual Revenues in US$ Million for
Years 2009 through 2017(includes corresponding Graph/Chart) III-22
Table 24: French Historic Review for Theme Parks Analyzed
with Annual Revenues in US$ Million for 2003 through 2008
(includes corresponding Graph/Chart) III-22
4b. GERMANY III-23
A.Market Analysis III-23
Overview III-23
B.Market Analytics III-24
Table 25: German Recent Past, Current & Future Analysis for
Theme Parks Analyzed with Annual Revenues in US$ Million for
Years 2009 through 2017 (includes corresponding Graph/Chart) III-24
Table 26: German Historic Review for Theme Parks Analyzed
with Annual Revenues in US$ Million for Years 2003 through
2008 (includes corresponding Graph/Chart) III-24
4c. ITALY III-25
Market Analysis III-25
Table 27: Italian Recent Past, Current & Future Analysis for
Theme Parks Analyzed with Annual Revenues in US$ Million for
Years 2009 through 2017 (includes corresponding Graph/Chart) III-25
Table 28: Italian Historic Review for Theme Parks Analyzed
with Annual Revenues in US$ Million for Years 2003 through
2008 (includes corresponding Graph/Chart) III-26
4d. THE UNITED KINGDOM III-27
A.Market Analysis III-27
Market Trends III-27
A Historic Perspective III-27
B.Market Analytics III-28
Table 29: UK Recent Past, Current & Future Analysis for
Theme Parks Analyzed with Annual Revenues in US$ Million for
Years 2009 through 2017 (includes corresponding Graph/Chart) III-28
Table 30: UK Historic Review for Theme Parks Analyzed with
Annual Revenues in US$ Million for Years 2003 through 2008
(includes corresponding Graph/Chart) III-28
4e. SPAIN III-29
Market Analysis III-29
Table 31: Spanish Recent Past, Current & Future Analysis for
Theme Parks Analyzed with Annual Revenues in US$ Million for
Years 2009 through 2017 (includes corresponding Graph/Chart) III-29
Table 32: Spanish Historic Review for Theme Parks Analyzed
with Annual Revenues in US$ Million for Years 2003 through
2008 (includes corresponding Graph/Chart) III-30
4f. RUSSIA III-31
Market Analysis III-31
Table 33: Russian Recent Past, Current & Future Analysis for
Theme Parks Analyzed with Annual Revenues in US$ Million for
Years 2009 through 2017 (includes corresponding Graph/Chart) III-31
Table 34: Russian Historic Review for Theme Parks Analyzed
with Annual Revenues in US$ Million for Years 2003 through
2008 (includes corresponding Graph/Chart) III-32
4g. REST OF EUROPE III-33
Market Analysis III-33
Table 35: Rest of Europe Recent Past, Current & Future
Analysis for Theme Parks Analyzed with Annual Revenues in
US$ Million for Years 2009 through 2017 (includes
corresponding Graph/Chart) III-33
Table 36: Rest of Europe Historic Review for Theme Parks
Analyzed with Annual Revenues in US$ Million for Years 2003
through 2008 (includes corresponding Graph/Chart) III-34
5. ASIA-PACIFIC III-35
A.Market Analysis III-35
Major Trends III-35
Recession Derails Market Momentum III-35
Luring Hollywood Companies III-35
Posing Problems for Foreign Investors III-35
A Perspective of Regional Markets III-35
India III-35
Indian Theme Park Market III-36
Policy Hurdles Affect Entry of Global Companies III-36
China III-36
Changing Face of Chinese Theme Parks III-36
Australia III-37
Attendance of Leading Theme Parks III-37
Table 37: Asia-Pacific Theme Parks Market (2009): Visitor
Attendance in Thousand by Leading Theme Parks - Everland,
Ocean Park, Hong Kong Disneyland, Lotte World, Happy
Valley, Window Of The World, Dunia Fantasi, Chimelong
Paradise, Happy Valley (Cehngdu), and Happy Valley
(Beijing) (includes corresponding Graph/Chart) III-37
B.Market Analytics III-38
Table 38: Asia-Pacific Recent Past, Current & Future
Analysis for Theme Parks Analyzed with Annual Revenues in
US$ Million for Years 2009 through 2017 (includes
corresponding Graph/Chart) III-38
Table 39: Asia-Pacific Historic Review for Theme Parks
Analyzed with Annual Revenues in US$ Million for Years 2003
through 2008 (includes corresponding Graph/Chart) III-39
6. THE MIDDLE EAST/AFRICA III-40
Market Analysis III-40
Table 40: Middle East/Africa Recent Past, Current & Future
Analysis for Theme Parks Analyzed with Annual Revenues in
US$ Million for Years 2009 through 2017 (includes
corresponding Graph/Chart) III-40
Table 41: Middle East/Africa Historic Review for Theme Parks
Analyzed with Annual Revenues in US$ Million for Years 2003
through 2008 (includes corresponding Graph/Chart) III-41
7. LATIN AMERICA III-42
A.Market Analysis III-42
Market Scenario III-42
Table 42: Latin America Theme Parks Market (2009): Visitor
Attendance in Thousand by Leading Theme Parks - Six Flags
Mexico, Playcenter, Hopi Hari, La Feria De Chapultepec,
Fantasialandia, Parque De La Costa, Beto Carrero World, El
Salitre Magico, Plaza De Sesamo, and Kidzania (includes
corresponding Graph/Chart) III-43
B.Market Analytics III-44
Table 43: Latin American Recent Past, Current & Future
Analysis for Theme Parks Analyzed with Annual Revenues in
US$ Million for Years 2009 through 2017 (includes
corresponding Graph/Chart) III-44
Table 44: Latin American Historic Review for Theme Parks
Analyzed with Annual Revenues in US$ Million for Years 2003
through 2008 (includes corresponding Graph/Chart) III-45
IV. COMPETITIVE LANDSCAPE
Total Companies Profiled: 291 (including Divisions/Subsidiaries - 356)
------------------------------------------
Region/Country Players
------------------------------------------
The United States 172
Canada 11
Japan 14
Europe 95
France 9
Germany 21
The United Kingdom 34
Italy 3
Spain 7
Rest of Europe 21
Asia-Pacific (Excluding Japan) 36
Latin America 14
Africa 2
Middle-East 12
------------------------------------------
To order this report:
Amusement and Theme Park Industry: Global Theme Parks Industry
Check our Industry Analysis and Insights
Nicolas Bombourg
Reportlinker
Email: nicolasbombourg@reportlinker.com
US: (805)652-2626
Intl: +1 805-652-2626
SOURCE Reportlinker
]]>For a limited time, the expert editors at Resume Scenario will offer a free resume evaluation to job seekers seeking to gain an added advantage over the competition. We will review your current resume against a career management worksheet and make suggestions that will positively impact the chances that your resume will be viewed by decision makers.
Our Base Service – Quality, Professional Resume Consulting Services
Resumes are essentially self marketing campaigns designed to catch the eyes of potential employers by showcasing an applicant's experience and skills in the most effective way.
While there are many blunders that job applicants commonly commit, using the same generic unfocused resume for every application is by far the biggest mishap. Employers can easily tell when an applicant has used a cookie-cutter, one size fits all template. This is almost always interpreted negatively as employers will view the applicant as unmotivated and unenthusiastic.
Resume Scenario is a service that remedies this problem. We help clients craft unique resumes, cover letters, and supporting documentation for up to four opportunities for which the client wishes to apply for. This attention to detail is easily recognizable to employers and will greatly increase the applicant's chances for serious consideration.
UNPARALLELED SERVICE, UNPARALLELED RETURN ON INVESTMENT - OUR VALUE ADDED
For many, job hunting is an arduous task that few enjoy. Many find the process daunting and emotionally and physically draining. We understand the pressures of this process and are here to assist in a professional yet compassionate manner. Our counselors are all experts in the field of human resource management and all have firsthand knowledge of current practices in the industry. We are certain that our service will positively impact the way your resume is viewed by recruiters and hiring managers.
Not only do we help clients craft amazing position specific resumes, we also - as part of, the client's personalized marketing campaign, provide customized assistance in the following areas:
Multiple Versions of a Resume is Critical
Recruiters and Hiring Managers can easily tell when a generalized resume has been submitted. A professionally done resume and cover letter that is specifically tailored for each and every opportunity will show the reviewer that you are detail oriented and have the transferable skills that particular employer seeks.
At Resume Scenario, our expert editors will craft and arrange 5 separate resumes. The first resume will be a master resume and will serve as a base template for four "functional" resumes. Functional resumes are resumes that are specific to a specific function. For example, someone with a finance degree might want to have several resumes prepared.
One resume could be targeted to investment banking, another for asset management and yet another for sales and marketing at an investment bank. Clients will choose the four functional areas they wish to have a resume and cover letter set crafted for. Cover letters help tell your story and are a vital part of the application packet. Unless stated, you should always include one with your resume.
We will create a new cover letter for each of the functional areas you select. We optimize each and every cover letter so that it fully compliments and completes the accompanying resume. When crafted correctly, the cover letter can be used not only to express interest in a particular position, but also to convey pertinent information not addressed on the resume. When read together, a resume and cover letter should leave the reader wanting to interview the applicant. We are confident in our ability to not only craft amazing cover letters, but letters of intent that allow the client to positively stand out amongst a sea of similarly qualified applicants.
Media Contact:Kelly Briscoe Resume Scenario, 8884100390, info@resumescenario.com
News distributed by PR Newswire iReach: https://ireach.prnewswire.com
SOURCE Resume Scenario
]]>"I am extremely excited to have Mike join our organization, he brings with him a key component we value at Market Communications, a customer first attitude," said Jim Schlenk, President of Market Communications. "Sheehan brings over 30 years of sales in the global marketplace, allowing us to continue our expertise across multiple disciplines while maintaining strong customer relations."
Prior to joining Market Communications, Sheehan led key strategic accounts and business development at Align, Inc. Previously he has held the titles of Senior Executive of Sales and Business Development at PTS Consulting, Inc. as well as the position of Managing Director of Global Sales at IPC Information Systems.
About Market Communications
Market Communications (www.MarketCommunications.net) founded in 1998 and headquartered in New York; with clients located throughout the United States. Market Communications is an information technology solution provider supporting clients on strategy through implementation. Built on our core technical competencies Market Communication excels at Technology Communications - Strategizing, optimizing, designing, moving and consolidating technologies. We introduce mission critical highly reliable products and Service Excellence. Market Communications offers solutions to obtain maximum efficiency with our unique blend as Trusted Advisor and Technical Specialist while making true "cents" for your business.
Contact:
Brian Lucas
Brian.Lucas2882@gmail.com
708-259-1506
SOURCE Market Communications
]]>