Documents & Reports (11)
Out in Front 2012+ What are the main business drivers of the industrial gas industry 2012+
Written by Keith Guy
What are the main business drivers of the industrial gas industry in 2012+?
The key business drivers of the industrial gas industry that affect profitable growth
Scope Of The Report
What is the Goal of the Industrial Gas Industry
The Industrial Gas Industry is the leading sustainable business development sector that reduces Total Costs of the Industrial Gas Supply Chain, decreases the Carbon Footprint and increases Safety and Health of Human Beings
What are the Main Business Drivers?
- 2.1. Sociological Effects
- 2.2. Technology Effects
- 2.3. Economic effects
- 2.4. Environmental Effects
- 2.5. Political Effects
Support Available from Esprit
- Achieve Profitability Goal
- Improve Cost Management
- Systemize Customer Management
- Adjust Competitive Behaviour
end faq
Out in Front 2012+ Win Corporate Clients using LinkedIn
Written by Keith Guy
5 Steps to getting in Contact with Corporate Decision Makers
Win Corporate Clients using Linked In
Scope Of The Report
How the Industrial Gas Industry Thrives on Change
The Industrial Gas Industry is the leading sustainable business development sector that reduces Total Costs of the Industrial Gas Supply Chain, decreases the Carbon Footprint and increases Safety, Health of Human Beings
How to Win Corporate Clients Using Linked In?
- 2.1. Why LinkedIn?
- 2.2. 5 Steps to get in Contact with Corporate Clients
- Step 1: Create a Client Focused Profile
- Step Two: Get Found by Decision Makers
- Step Three: Get Connected with Decision Makers
- Step Four: Search for targeted Decision Makers
- Step Five: Make Contact with Decision Makers
Support Available from Esprit
- Achieve Profitability Goal
- Improve Cost Management
- Systemize Customer Management
- Adjust Competitive Behaviour
end faq
Report Sample
From its beginnings in the 1920s right through the remainder of the 20th Century, the helium industry was a very stable business. Despite sustained growth in demand that at times exceeded 10 percent per year, new production plants could be added as required based on plentiful natural reserves of helium found in the heartlands of the United States.
In the early 2000s, however, prices began to rise sharply, increasing by around 50% between 2000 and 2005. Then, in 2006 and through most of 2007, the industry experienced a serious shortage of supply causing enforced rationing of many end users, and triggering further price rises. By 2008, market prices in the U.S. were almost three times what they were just eight years previously.
Scope Of The Report
1.0 INTRODUCTION
- 1.1 History of the Worldwide Helium Business
- 1.2 Current Structure of the Helium Industry
- 1.3 The 2006 Global Helium Shortage
2.0 SOURCING & PRODUCTION
- 2.1 Natural Occurrence of Helium
- 2.2 Economic Sources of Helium
- 2.3 Reserves of Helium
- 2.4 Helium Extraction from Natural Gas
- 2.5 Helium Extraction from LNG Facilities
- 2.6 Production Plants Operating in 2011
- 2.7 Production Capacity in 2011
3.0 THE U.S. GOVERNMENT'S ROLE IN HELIUM
- 3.1 Background to the Federal Helium Reserve
- 3.2 The Helium Act Amendments of 1960
- 3.3 Cliffside Storage as an Industry 'Flywheel'
- 3.4 The Helium Privatization Act of 1996
- 3.5 BLM Organisation and Charter
- 3.6 Description of the Federal Helium Reserve
- 3.7 Cliffside Refiners Limited Partnership
- 3.8 U.S. Government Helium Sales
- 3.9 The 2011 National Academy of Sciences Report
4.0 HELIUM SUPPLIERS
- 4.1 Air Liquide
- 4.2 Air Products
- 4.3 Linde
- 4.4 Praxair
- 4.5 Taiyo Nippon Sanso
- 4.6 Helium Supplier Shares
5.0 DEMAND
- 5.1 Properties of Helium
- 5.2 Description of Helium Applications
- 5.3 Market Size in 2011
- 5.4 Demand Growth Next 5 Years
- 5.5 Longer Term Growth Drivers
6.0 COSTS & PRICES
- 6.1 The Esprit Associates Helium Cost Model
- 6.2 Liquid Pure Helium ex-Works Cost
- 6.3 Overland Distribution Costs (within North America)
- 6.4 Overseas Distribution Costs
- 6.5 Helium Transfill Costs (U.S.)
- 6.6 Gas Company Pricing Policy
- 6.7 Recent Price Trends
- 6.8 Future Helium Supply-Demand Balance
- 6.9 Regional Variations
7.0 CONCLUSIONS
- 7.1 Summary
- 7.2 Choosing a Helium Supplier
- 7.3 Key Future Events
- 7.4 Additional Services Available From Esprit Associate
end faq
Industrial Gases - Global & Regional Forecast 2011-2016
An example of the forecast model is given in the attached spreadsheet for the UK. It shows forecasts through to 2020 but this is based on macroeconomic data which decreases in accuracy after 2015. The data contained in the spreadsheet was correct at the end of 2010. It should be noted that all data refers only to the gas sales of the industrial gas companies to end-users and excludes equipment, wholesaling and non-gas revenues, such as power generation.
Structure and Use
In previous models, the growth in each industry sectors’ revenues was compared with the growth in industrial gas revenues on the same dollar basis. These models sought to identify changes in the intensity of industrial gas use that could then be projected into the future against predictions of sector revenue growth.
Out in Front 2012 + Introduction to the Industrial Gas Business
Written by Josef David
The industrial gas industry is unique in nature and role and is fundamentally different to the chemicals industry.
Scope Of The Report
1 Introduction
- 1.1 Definition of the Industrial Gases Business
- 1.2 Definition of Industrial Gases
2 The Global Market
- 2.1 Introduction
- 2.3 Summary of Global Demand
Manufacture of Industrial Gases
- 3.1 Introduction
- 3.2 Cryogenic Air Separation
- 3.3 Non-Cryogenic Air Separation
- 3.4 Carbon Dioxide
- 3.5 Hydrogen
- 3.6 Helium
- 3.7 Acetylene
- 3.8 Gas Mixtures
Modes of Supply
- 4.1 Introduction
- 4.2 Pipeline / On-Site Supplies
- 4.3 Bulk Gases
- 4.4 Packaged Gases
The Uses of Industrial Gases
- 5.1 Introduction
- 5.2 Composition of Air
- 5.3 Nitrogen
- 5.4 Oxygen
- 5.5 Argon
- 5.6 The Noble (or Rare) Gases - Neon, Krypton, Xenon
- 5.7 Carbon Dioxide
- 5.8 Hydrogen
- 5.9 Helium
- 5.10 Acetylene
- 5.11 Nitrous Oxide
- 5.12 Special Gases
Costs and Pricing
- 6.1 Introduction
- 6.2 Generic Cost Factors
- 6.3 Prime Costs
- 6.4 Distribution Costs
- 6.5 Administrative Costs
- 6.6 Cost-Volume Relationships
- 6.7 Pricing Issues
Commercial Practices
- 7.1 Introduction
- 7.2 Pipeline / On-Site Supplies
- 7.3 Bulk Supplies
- 7.4 Packaged Supplies
Critical Success Factors
- 8.1 Introduction
- 8.2 technology
- 8.3 Market Dynamics
- 8.4 Competitive Environment
- 8.5 Organisation
- 8.6 Capital
- 8.7 Cost Base
Support Available from Esprit
- Achieve Profitability Goal
- Improve Cost Management
- Systemize Customer Management
- Adjust Competitive Bahaviour
end faq
Esprit Associates is one of the leading consultancies on industrial gas, market research and business development.
Esprit Associates will be providing timing reports on the global industrial gas business sectors, return to this page often or signup to receive information of when new documents are available.
"What are the biggest challenges for the industrial gas industry in 2012?"
A survey of industrial gas experts about the challenges and key actions for maintaing profitable growth in 2012
"Reducing your hydrogen costs in uncertain financial times - Support from Esprit to significantly reduce your costs and often to create a win-win situation with your supplier"
Industrial users of hydrogen have two basic choices, they can either produce the hydrogen themselves, the “make” option, or buy it from a third party supplier, the “buy” option.
"Selecting a Helium Supplier"
Support from Esprit in Selecting and Getting the Best from Your Helium Supplier.
Esprit offers support to Purchasing Managers, Production Managers, and other key decision makers for whom helium is a critical raw material in their production process or service offering.
"Industrial Gases - Country & Regional Forecasts 2011-2016"
This new, Multi-Client model offered by Esprit is more sophisticated than many previous models and takes into account changes in power and natural gas pricing by region, captive capacity by sector and announced investments and closures by the industry in addition to changes in macroeconomics.
Selecting a Helium Supplier
Support from Esprit in Selecting and Getting the Best from Your Helium Supplier.
What are the biggest challenges for the industrial gas industry in 2012?
A survey of industrial gas experts about the challenges and key actions for maintaing profitable growth in 2012
Scope Of The Report
What is the Goal of the Industrial Gas Industry
What are the Biggest Challenges in 2012?
- Profitability
- Cost Management
- Customer Management
- Competition
What are the Main Acitivities to Implement?
- Profitability Goal
- Cost Management
- Customer Management
- Competition
Support Available from Esprit
- Achieving Your Profitability Goal
- Improve Cost Management
- Systemize Customer Managament
- Adjust Competitive Bahaviour
end faq
Reducing your hydrogen costs in uncertain financial times
Written by Keith Guy
Support from Esprit to significantly reduce your costs and often to create a win-win situation with your supplier
Industrial users of hydrogen have two basic choices, they can either produce the hydrogen themselves, the “make” option, or buy it from a third party supplier, the “buy” option.
In the last twenty years the majority of users in developed countries have moved to the “buy” option, and even in developing countries, there is a move towards the “buy” option for new demands, if that option exists.
Hydrogen is used generally for its power as a reducing agent which can remove oxygen or other undesirable molecules from atmospheres or ingredients or, as in the case of oils and fats, to saturate unsaturated hydrocarbons.
Support from Esprit in Selecting and Getting the Best from Your Helium Supplier
Esprit offers support to Purchasing Managers, Production Managers, and other key decision makers for whom helium is a critical raw material in their production process or service offering.
If you are such a person and are concerned whether you are getting the best deal from your current helium supplier, or whether another helium supplier could provide a lower overall cost of ownership, Esprit can help.
Scope Of The Report
Key Issues in Helium Supply
Net Price
- The importance of units of measurement
- What, if any, credit is given for returned (‘residual’) product?
- Rental (‘demurrage’) charges for storage and other related equipment
- ‘Hidden’ charges, such as for delivery windows, analytical certificates, etc.
- Provision for adjustment of prices, such as escalation formulae, surcharges, etc.
Supplier Reliability
- Number and size of supply sources
- Capacity utilization, for both production (sourcing) and distribution equipment
- Supply chain length and inventory disposition
- What contingency and/or back-up plans does the supplier have in place?
- Sales and Operations Planning Process, for both short term (day-to-day logistics planning) and longer term (3 – 5 years sourcing requirements)
Other
- The importance of product condition upon arrival at site (pressure / temperature / purity), and how this is assured
- Contract duration and termination conditions
- Quantity commitments on either side
- Force Majeure conditions
end faq
How to forecast industrial gases that reduces your planning time, costs and business risks
Written by Keith Guy
A Prospectus
This new, Multi-Client model offered by Esprit is more sophisticated than many previous models and takes into account changes in power and natural gas pricing by region, captive capacity by sector and announced investments and closures by the industry in addition to changes in macroeconomics.
The result should be forecasts that reflect both the underlying growth and the headline revenues and take the strategies of the industrial gas companies into account.
Scope Of The Report
Macro-Economic Data
The macro-economic sourcing data will be provided by an identified source, probably Global Insights Inc and the basis of the data will be clearly identified in the output.
Geography
The model will to cover all of the countries/sub regions (92) listed in Appendix 1. Esprit divides the world output into the following regions:
- Global
- North America (NoAm)
- South America (SoAm)
- Western Europe(WE)
- Eastern Europe(EE)
- Asia (Asia)
- North Pacific Rim (NoPAC)
- South Pacific Rim (SoPAC)
- Middle East (ME)
- Africa (Afr)
Units and Currency
The market analysis will need to be undertaken in local currencies but the outputs are provided in US Dollars and Euros at defined exchange rates. Care should obviously be taken when looking at underlying growth rates in a market other than in the local currency.
Gas Companies
We refer to different Tier structures for describing various gas companies:
- Tier 1: Air Liquide, Air Products, Praxair, Linde, Airgas, Taiyo Nippon Sanso, Messer (any company that is over $1 Billion in turnover and generally international)
- Tier 2: SOL, SIAD, Westfalen, Yara etc. (any company between $100m and $1 Billion turnover)
End-Use Markets
We will analyse on a best efforts basis the following end-use industries for the industrial gases business, but may change these to reflect more appropriate matches with industrial gas use.
- Chemicals
- Refining
- Food
- Metallurgy
- Pulp & Paper
- Manufacturing Industry
- Electronics: Includes gas and chemicals to electronics and semi-conductor businesses
- Healthcare: Includes gas sales and services to hospitals and homecare use
- Other: Includes all remaining sectors that use industrial gases