Fearless Forecast Week 11: Rec, 26 Total Yds
Projected Points: 3.1
Fearless Forecast Week 11: Rec, 26 Total Yds
Projected Points: 3.1
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AO World revenues have soared by more than 50%, with the online retailer’s boss declaring the first half has been “like no other”. The FTSE 250 company, led by John Roberts, saw high demand for products online in a period that saw swathes of high street retailers have to close for Covid-19 lockdowns.
Dublin, Nov. 24, 2020 (GLOBE NEWSWIRE) -- The "Inhaled and Intranasal Products Contract Service Providers Market, 2020-2030" report has been added to ResearchAndMarkets.com's offering. The 'Inhaled and Intranasal Products: Contract Service Providers Market (Focus on Drugs and Drug Delivery Systems), 2020 - 2030' report features an extensive study of the current market landscape and future opportunities for the contract service providers focused on drugs and drug delivery systems. It features an in-depth analysis, highlighting the capabilities of various contract service providers engaged in this domain. Targeting the delivery of drugs directly into the lungs is deemed to be the most effective way to ensure optimal therapeutic benefits while treating pulmonary disorders. In addition, this route of administration has also been shown to be effective for drugs intended to treat a variety of other conditions, including various metabolic (460+ million adults estimated to be living with diabetes) , hormonal, autoimmune, infectious diseases/disorders and mental health conditions (260 million individuals estimated to be suffering from depression and around 50 million have epilepsy, worldwide). As a result, innovators in the pharmaceutical industry are engaged in efforts to develop the means to formulate and administer pharmacological interventions via inhalation and/or the intranasal route. Since 2019, the FDA has approved multiple inhaled and intranasal drug products, namely TOSYMRAT (migraine), NUMBRINOT (local anesthetic), GIMOTIT (diabetic gastroparesis), VALTOCO (epilepsy), NAYZILAM (epilepsy), DUAKLIR PRESSAIR (COPD), PROAIR DIGIHALERT (asthma and COPD), AIRDUO DIGIHALERT (asthma), SPRAVATO (depression). Presently, several players are attempting to develop inhalable versions of different classes of drugs. In such endeavors, reformulating complex therapeutic molecules (such as biologics), novel drug classes (such as nanoparticle based medicine) and those intended for systemic delivery, present unique challenges.Further, the inhaled route of delivery itself has always been associated with several challenges, mostly related to ensuring the drug to its intended target. These concerns are further compounded by multiple physiological barriers, such as mucus hypersecretion/thickening, narrowing/collapse of airways, fibrosis and poor blood circulation. In order to navigate through the aforementioned challenges, innovators prefer to rely on specialty service providers with expertise in inhaled and intranasal nasal medicine. Such players, given their experience and niche expertise, enable innovator companies to not only expedite product development and production timelines, but also offer cost saving opportunities as well. Further, such service providers generally have the necessary infrastructure to scale-up operations in order to meet the evolving needs of a business across different stages of product development. Given the anticipated growth in demand for inhaled and intranasal drug products, the specialty contract services market catering to this segment of the pharmaceutical industry, is anticipated to witness substantial growth in the coming years. Key Questions Answered * Who are the leading contract service providers offering inhalable and intranasal products related services, across the world? * In which regions are majority of the inhaled and intranasal product related manufacturing facilities located? * What percentage of inhaled and intranasal manufacturing operations are outsourced? * Which partnership models are commonly adopted by stakeholders in this industry? * What is the impact of COVID-19 outbreak on inhaled and intranasal product services market? * What is the current, global demand for inhaled and intranasal products? * How is the current and future market opportunity likely to be distributed across key market segments?Companies Mentioned * 3M * 3P innovation * Actelion Pharmaceuticals * Aerami Therapeutics (formerly Dance Biopharm) * Aerosol Research and Engineering Laboratories * Akums Drugs & Pharmaceuticals * Alcami * Alpic Biotech * Altaris Capital Partners * Altimmune * Amneal Pharmaceuticals * Aptar Pharma * Arch Biopartners * Arcturus Therapeutics * ASM Aerosol-Service * Aspen Pharmacare * AstraZeneca * Atossa Therapeutics * Aurohealth * Basic Pharma * Battelle * Bespak * Beximco Pharmaceuticals * BioCare Group * Biofilms Research Center for Biointerfaces, Malmo University * Boehringer Ingelheim * Breath Therapeutics * Capsugel * Carclo Technical Plastics * Catalent * CF PharmTech * Charles River Laboratories * Chemic Laboratories * Chiesi Farmaceutici * Chromcore Lifesciences * Cirrus Pharmaceuticals * COC Farmaceutici * Colep * Confab * Consort Medical * Contract Pharmaceuticals * Creative Biolabs * Circassia * CrystecPharma * Curida * CytoAgents * Dalton Pharma Services * DFE Pharma * Doctor Pack * Dorizoe Lifesciences * DPT Laboratories * Dr. Reddy's Laboratories * DRK Pharma Solutions * Dwarkesh Pharmaceuticals * EKG Life Science Solutions * Elfin Drugs * Emmace Consulting * Ennaid Therapeutics * Ethris * Eurofins * Evoke Pharma * Evonik * Experic * Farbe Firma * FAMAR * Focus Inhalation * Forefront Medical Technology * Forest Laboratories * Genentech * Gerresheimer * Getron Pharmaceuticals * Gilead Sciences * GlaxoSmithKline * Global Pharma * Hikma Pharmaceuticals * Horizon Pharmaceuticals * Hovione * Humanigen * Iconovo * IIT Research Institute (IITRI) * Impopharma * Importfab * Inhalexpert * InhaTarget Therapeutics * Insmed * Intas Pharmaceuticals * Intertek * Invion * iPharma * ITC Farma * J Pharmaceuticals * Jabil * Jagotec * Janssen Pharmaceuticals * Johnson & Johnson * Kiel University * Kindeva Drug Delivery * King's College London * Kymos Pharma Services * Labiana Pharmaceuticals * Lamda Laboratories * Lannet Technologies * LEAX Group * Lepharm * Life Vision Healthcare * Lindal Group * Liquidia Technologies * Lomapharm * Lonza * Lovelace Biomedical * Lxir Medilabs (A unit of SMM Life Sciences) * M2M Pharmaceuticals * Macter International * Malmo University * MannKind * Mapaex * Maya Biotech * McMaster University * Medicair Bioscience Laboratories * Medicilon * Medlab Pharmaceuticals * MedPharm * Menarini Group * Merck * Micro-Sphere * MidasCare * Mipharm * MMG Healthcare * Moderna Therapeutics * Molex * Medicon Valley Inhalation Consortium (MVIC) * Mylan * Nanologica * Nanopharm * Napp Pharmaceuticals * Nelipak Healthcare Packaging * Nelson Laboratories * Nemera * Nephron Pharmaceuticals * Neurelis * Neurimmune * Newtec Pro Manufacturing * Next Breath * Nipro * Nitto Medic * Nivon Specialties * Noble * Novartis * One Pharma * Orion * Ote Pharma * Optinose * Paragon Nordic * PARI Pharma * PCI Pharma Services * Penta Arzneimittel * Pfizer * Pharma Stulln * Pharma Tech * PharmaCielo * Pharmaserve * Pharmaterials * PHAST (Acquired by Eurofins) * Phillips-Medisize * Pine Lake Laboratories * Polyphor * PPD Laboratories * Probiotec * Propeller Health * Proveris Scientific * Pulmatrix * PulmoFlow * Pursuit Pharma * Pushkar Pharma * Quotient Sciences * Recipharm * Renaissance Pharmaceuticals * Roche * Rommelag * Rubicon Research * S.R.Chemicals and Pharmaceuticals * SAFE Pharmaceutical * Salvat * Sandoz * Sanofi * Sciarra Laboratories * Seikagaku * Sentiss Pharma * Servier Pharmaceuticals * SHL Group * Simpler Consulting * SkyePharma * Smithers * Spicona * Stabicon Life Sciences * Stevanato Group * Summit Biosciences * Sunovion * Sunovion Pharmaceuticals * Synerlab * Takeda * Teva Pharmaceuticals * The Indian Pharmaceutical Association * The Ritedose Corporation * Theravance Biopharma * Tinuum * Toxikon * Trillium Health Care Products * UCB Pharma * Ultratech India * United Therapeutics * University of Birmingham * University of Copenhagen * University of Cyprus * University of Florida * University of Turku * Bausch Health (formerly Valeant Pharmaceuticals) * Vectura * ViralClear Pharmaceuticals (A subsidiary of BioSig Technologies) * Vinventions * Vivimed * West Coast Pharmaceutical * Westmed Medical Group For more information about this report visit https://www.researchandmarkets.com/r/onk748Research and Markets also offers Custom Research services providing focused, comprehensive and tailored research. CONTACT: CONTACT: ResearchAndMarkets.com Laura Wood, Senior Press Manager email@example.com For E.S.T Office Hours Call 1-917-300-0470 For U.S./CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900
When Marina Gómez and her fellow mortuary worker enter a room at a nursing home to remove the body of a COVID-19 victim, they work methodically and in silence. A sort of wartime atmosphere had brought people together in solidarity amid the misery.
Thai police will deploy nearly 6,000 officers on Wednesday for a demonstration at the office that manages the royal fortune by protesters demanding that King Maha Vajiralongkorn give up personal control of the assets. Police said on Tuesday that no protesters would be allowed within 150 metres (450 feet) of the Crown Property Bureau, where royalists have also said they plan to gather in defence of a monarchy that faces its biggest challenge in decades. "Depending on how protesters behave, we will take appropriate measures," he told a news conference.
China Petroleum & Chemical Corporation (HKG: 0386, "Sinopec") has established strategic cooperation with three top institutions on November 23 in Beijing, China, to take lead in a joint research on the energy and chemical industry's carbon emissions peak and carbon neutral.
The High-voltage Power Cable Market will grow by USD 13.63 bn during 2020-2024
Wonchan Lee has notified the Board of Anoto Group AB (publ) (“Anoto”) that he, due to personal reasons, is leaving his position as member of the Board of Directors of Anoto with immediate effect. Wonchan Lee has been a member of the Board of Anoto since May 2020. The Nomination Committee will, within its mandate, present a proposal for a new member of the Board of Directors to replace Wonchan Lee for the period until the end of the next Annual General Meeting at an Extraordinary General Meeting to be announced as soon such a proposal is available.“Despite a short tenure, Mr. Lee was a thoughtful member of the board. I thank him for his valued service and wish him the best in his future endeavours,“ says Perry Ha, Chairman of the Board of Directors of Anoto.For further information, please contact:Johannes Haglund, Chief of Staff, Anoto Group ABFor more information about Anoto, please visit www.anoto.com or email firstname.lastname@example.org Anoto Group AB (publ), Reg.No. 556532-3929, Flaggan 1165, SE-116 74 StockholmThe information was submitted for publication, through the agency of the contact person set out above, on November 24, 2020 at 08:30 CET.About Anoto GroupAnoto is a publicly held Swedish technology company known globally for innovation in the area of information-rich patterns and the optical recognition of those patterns. It is a leader in digital writing and drawing solutions, having historically used its proprietary technology to develop smartpens and the related software. These smartpens enrich the daily lives of millions of people around the world. Anoto currently has three main business lines: Livescribe retail, Enterprise Forms and OEM. Anoto also owns Knowledge AI, a leading AI based education solution company, as its majority-controlled subsidiary. Anoto is traded on the Small Cap list of Nasdaq Stockholm under ANOT.Attachment * PR_Wonchan Lee Resignation (En)
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DuPont Nutrition & Biosciences (DuPont) has taken another step in advancing innovation in the food industry through a new partnership between its Food & Beverage platform and the Institute for the Future (IFTF), the world's leading futures organization. The collaboration seeks to drive far-sighted food and beverage innovation that anticipates shifts in market needs.
Good morning,Please find below the press release issued today.Best regards,Michele Moore Duhen Global PR Manager | Group Marketing & CommunicationsCapgemini Group | London Tel.: +44 3709 053408 Email: Michele.MooreDuhen@capgemini.com _____________________________Building supply chain resilience is a priority for two-thirds of organizations after COVID-19 disruption 77% of organizations recognize the need for change and are accelerating investments in supply chain sustainability over the next three yearsParis, November 24, 2020 – More than 80% of organizations have reported their supply chains being negatively impacted by the COVID-19 crisis, with a vast majority struggling across all aspects of their operations. This is according to new research from the Capgemini Research Institute, “Fast forward: Rethinking supply chain resilience for a post-COVID-19 world.” The pandemic has forced organizations to prioritize supply chain resilience, with two-thirds (66%) stating that their supply chain strategy will need to change significantly in order to adapt to the new normal. Only 14% of organizations are expecting a return to business-as-usual. There is growing awareness that supply chains need to be more flexible and agile so they can react and adapt quickly to potential disruption. In fact, 68% of organizations said the current crisis has forced them to adapt their business models, while increasing supply chain resilience post COVID-19 is cited as a priority for 62%.Over the past year organizations have struggled to quickly respond to increasing disruptions and restore their operations to a steady, reliable state. Organizations surveyed across retail, consumer products, discrete manufacturing and life sciences reported multiple challenges across their supply chains. The majority have found challenges across all aspects of their operations, including shortages of critical parts/materials (74%), delayed shipments and longer lead times (74%), difficulties in adjusting production capacity in response to fluctuating demand (69%), and difficulties planning amid volatile levels of customer demand (68%). From a sector perspective, only 30% of life sciences organizations in the survey reported a negative business impact due to the crisis, compared to over 80% of organizations in other sectors (retail, consumer products, discrete manufacturing). Furthermore, 68% of consumer products and retail consumers prefer locally produced items in the wake of this crisis, and sustainability is influencing the purchase preferences of 79% of customers1. The obstacles presented by the pandemic, however, also provide an opportunity for organizations to build a more resilient, flexible and agile supply chain that is ready to withstand future disruption and global crises. Few organizations have the capability to withstand another crisis As many as 55% of organizations have taken between three to six months to recover from supply chain disruptions this year, while another 13% expect to take six to twelve months to do so. Inevitably, this means few organizations are prepared for any further potential disruption that may lie ahead. Capgemini’s research finds that to cope with a similar crisis in the future, businesses must focus on seven key capabilities for crisis-resilience; identifying the areas that need the most significant, and urgent, improvement is critical for building a resilient supply chain. Only a minority (less than 4%) demonstrate strengths across all of these areas, covering both planned actions and the current state of organizational preparedness. Capgemini’s report explains that a resilient supply chain is one that has: * Contingency planning: anticipating crises and running simulations to improve crisis response * Localization: prioritizing localization as well as regionalization of supplier base and manufacturing footprint * Diversification: prioritizing diversification of supplier base, manufacturing and transportation options * Sustainability: prioritizing sustainability across the supply chain to withstand environmental and regulatory disruptions and meet evolving customer expectations * Agility: prioritizing flexibility in production and decision making, and displaying agility in shifting to new business models * End-to-end cost transparency: accounting for costs with a clear picture of risks associated with low-cost strategies * Visibility: emphasizing on data-sharing with partners and having full visibility of the supply networkA significant proportion of organizations are taking the necessary measures to build capabilities around the first three dimensions, with 84% citing improving crisis-preparedness as a priority post-COVID. In addition, 65% of organizations are actively investing in localizing or regionalizing their supplier and manufacturing base to reduce risk and be closer to their customers. As many as 65% of organizations are actively investing in localizing or regionalizing their supplier and manufacturing base in order to reduce risk and to be closer to their customers Diversifying the supply chain is also front of mind; 68% of businesses are investing in diversifying their supplier base and 62% in diversifying their manufacturing base.However, Capgemini found that only a small proportion have the necessary levels of supply chain agility (21%), optimization of end-to-end costs (20%) and visibility (9%). Building resilience across an entire product range is expensive, time-consuming and often impractical. Instead, organizations should identify the areas where building resilience is critical and create an end-goal of building a resilient mindset throughout the entire product lifecycle. Investment is key to building supply chain resilience A resilient supply chain requires investment and businesses are starting to recognize this, with 57% planning to increase their investment in improving supply chain resilience. In addition, organizations are investing in technologies that make supply chains more autonomous and intelligent. Both are key enablers of resilience, allowing supply chains to sense and adapt more quickly to changes or disruptions. Almost half (47%) of organizations are accelerating their investments in automation and 39% in robotics, with the Internet of Things (IoT) and Artificial Intelligence (AI) also among the top focus areas. Investments in certain technologies which are critical for building long-term resilience, such as control towers that enable increased visibility and digital twins that support contingency planning, are expected to accelerate at a slower pace than others – a gap that organizations must address cites the report. Sustainability will also see significant investment as a result of the pandemic More than three quarters of organizations (77%) recognize the need for change, saying they are accelerating their investments in supply chain sustainability over the next three years, with logistics and manufacturing the key focus areas. This shift is not just crisis-driven; businesses are increasingly recognizing changing consumer preferences in favor of green alternatives and the fact that they are willing to back this up with their buying decisions.“Enterprises must rethink their supply chain strategy and determine the right level of resilience that they are prepared to build into their value chain, ensuring that this is embedded throughout research and development, planning and execution,” says Roshan Gya, Managing Director, Global Head of Operations Transformation for Capgemini Invent. "Beyond efficiency, managing resilience and sustainability will become key targets for leadership team.”For further information and the recommendations based on the research, access the full report here.Research Methodology Capgemini’s research followed a two-pronged approach. 1,000 supply chain executives at director level or above were surveyed between August and September of 2020; each was from an organization reporting revenues of more than $1 billion for the last financial year. Organizations surveyed were from the United States, France, Germany, United Kingdom, India, Italy, Spain, Netherlands, Sweden, Norway and China and were across four industries: consumer products, retail, discrete manufacturing and life sciences manufacturing. In addition to the survey, Capgemini conducted more than ten in-depth discussions with senior supply chain executives. These interviews discussed the impact of COVID-19 on supply chains, the path to recovery, and how organizations can be better prepared for future disruptions.About Capgemini Capgemini is a global leader in consulting, digital transformation, technology, and engineering services. The Group is at the forefront of innovation to address the entire breadth of clients’ opportunities in the evolving world of cloud, digital and platforms. Building on its strong 50-year heritage and deep industry-specific expertise, Capgemini enables organizations to realize their business ambitions through an array of services from strategy to operations. A responsible and multicultural company of 265,000 people in nearly 50 countries, Capgemini’s purpose is to unleash human energy through technology for an inclusive and sustainable future. With Altran, the Group reported 2019 combined global revenues of €17 billion. Visit us at www.capgemini.com.About the Capgemini Research Institute The Capgemini Research Institute is Capgemini’s in-house think-tank on all things digital. The Institute publishes research on the impact of digital technologies on large traditional businesses. The team draws on the worldwide network of Capgemini experts and works closely with academic and technology partners. The Institute has dedicated research centers in India, Singapore, the United Kingdom and the United States. It was recently ranked 1 in the world for the quality of its research by independent analysts. Visit us at https://www.capgemini.com/researchinstitute/* * * 1 Source: Capgemini Research: Consumer Products and Retail: How sustainability is fundamentally changing consumer preferences Attachments * CRI_Supply chain research_Infographic * 2020_11_24_Capgemini Press Release_Supply Chain Resilience_EN
As Emma Corrin recreates some of Diana’s most famous looks in season four of The Crown, Olivia Petter looks at how the late Princess constantly reinvented herself through her clothes
‘The reality is, I’m in a situation which I can’t get out of’
Dublin, Nov. 24, 2020 (GLOBE NEWSWIRE) -- The "Non-Invasive Neurostimulation Devices Market, 2020-2030" report has been added to ResearchAndMarkets.com's offering. The 'Non-Invasive Neurostimulation Devices Market, 2020-2030' report features an extensive study of the current market landscape and the future potential of non-invasive neurostimulation devices in treating different chronic conditions. It features an in-depth analysis, highlighting the capabilities of various stakeholders engaged in this domain. One of the key objectives of the report was to estimate the existing market size and potential growth opportunities for non-invasive neurostimulation devices. Based on parameters, such as target consumer segments, likely adoption rates and expected pricing, we have provided an informed estimate on the likely evolution of the market over the period 2020-2030. The report also features the likely distribution of the current and forecasted opportunity within the non-invasive neurostimulation devices market across [A] type of stimulation technology (TENS/TMS/nVNS/other types), [B] target indication (chronic pain/epilepsy/major depressive disorder/migraine), and [C] key geographical regions (US/Canada/UK/Germany/France/Spain/Italy/Australia/China/Japan). In order to account for the uncertainties associated with some of the key parameters and to add robustness to our model, we have provided three market forecast scenarios namely the conservative, base and optimistic scenarios, which represent three different tracks of the industry's evolution. In addition to other elements, the study includes: * A detailed assessment of the overall landscape of the non-invasive neurostimulation devices market, highlighting the contribution of industry players and providing information on various types of non-invasive neurostimulation devices (transcutaneous electrical nerve stimulation (TENS), transcranial magnetic stimulation (TMS), electromagnetic stimulation (EMS), non-invasive vagus nerve stimulation (nVNS) and others), target therapeutic areas (pain management, inflammatory disorders, neurological disorders, psychological disorder, movement disorders and others), regulatory/development status (USFDA, CE Mark, Health Canada, TGA Australia, CFDA, MHLW and others), and the key device specifications, including number of stimulation modes, number of electrodes, size, weight, battery type, regulatory stance, professional assistance requirement and regulatory/reimbursement status. * An insightful competitiveness analysis of various non-invasive neurostimulation devices, including TENS, TMS, EMS, nVNS and others, taking into consideration the supplier power and product specifications. * Elaborate profiles of the key players developing non-invasive neurostimulation devices. Each company profile features an overview of the company, its financial information (if available), a detailed description of the device(s), recent developments and an informed future outlook. * An elaborate discussion on the regulatory landscape for market authorization of medical devices, as well as the guidelines related to their reimbursement across different countries. * An in-depth analysis of the patents that have been filed/granted for non-invasive neurostimulation devices since 2016, highlighting key trends associated with these patents, across type of patents, publication year, issuing authority/patent offices involved, CPC symbols, emerging focus areas, leading players, patent characteristics and geography. It also includes a detailed patent benchmarking and valuation analysis. * An analysis of the partnerships that have been inked by the stakeholders in this domain since 2016, covering distribution agreements, research agreements, clinical trial agreements, commercialization agreements, merger and acquisition, licensing agreements, product development and commercialization and research and development agreements. * A discussion on the upcoming opportunities/trends in the field of non-invasive neurostimulation devices that are likely to impact the evolution of this market over the coming years.Key Topics Covered: 1\. PREFACE 1.1. Scope of the Report 1.2. Research Methodology 1.3. Chapter Outlines 2\. EXECUTIVE SUMMARY 3\. INTRODUCTION 3.1. An Overview of the Nervous system 3.2. Neurological Disorders 3.2.1. Conventional Treatment Methods for neurological Disorders 3.3. An Overview of Neurostimulation Devices 3.3.1. Historical Development 3.4. General Components and Working principle 3.4.1. Types of Neurostimulation Devices 220.127.116.11. Invasive Neurostimulation Devices 18.104.22.168.1. Spinal Cord Neurostimulation (SCS) 22.214.171.124.2. Deep Brain Stimulation (DBS) 126.96.36.199.3. Peripheral Nerve Stimulation 188.8.131.52. Non-Invasive Neurostimulation Devices 184.108.40.206.1. Transcutaneous Electrical Nerve Stimulation (TENS) 220.127.116.11.2. Repetitive Transcranial Magnetic Stimulation (rTMS) 18.104.22.168.3. Transcranial Direct Current Stimulation (tDCS) 3.4.2. Advantages and Limitations of Neurostimulation Devices 3.4.3. Growth Drivers and Roadblocks 4\. REGULATORY AND REIMBURSEMENT LANDSCAPE FOR MEDICAL DEVICES 4.1. Chapter Overview 4.2. General Regulatory and Reimbursement Guidelines for Medical Devices 4.3. Regulatory and Reimbursement Landscape in North America 4.3.1. The US Scenario 22.214.171.124. Regulatory Authority 126.96.36.199. Review / Approval Process 188.8.131.52. Reimbursement Landscape 184.108.40.206.1. Payer Mix 220.127.116.11.2. Reimbursement Process 4.3.2. The Canadian Scenario 18.104.22.168. Regulatory Authority 22.214.171.124. Review / Approval Process 126.96.36.199. Reimbursement Landscape 188.8.131.52.1. Payer Mix 184.108.40.206.2. Reimbursement Process 4.4. Regulatory and Reimbursement Landscape in Europe 4.5. Regulatory and Regulatory Landscape in Asia-Pacific 5\. CURRENT MARKET LANDSCAPE 5.1. Chapter Overview 5.2. Non-Invasive Neurostimulation Devices: Overall Market Landscape 5.2.1. Analysis by Type of Stimulation Technology 5.2.2. Analysis by Target Nerve / Physiological Region 5.2.3. Analysis by Therapeutic Area 5.2.4. Analysis by Status of Development 5.2.5. Analysis by Number of Stimulation Modes 5.2.6. Analysis by Number of Electrodes 5.2.7. Analysis by Size 5.2.8. Analysis by Weight 5.2.9. Analysis by Battery Type 5.2.10. Analysis by Regulatory Stance 5.2.11. Analysis by Professional Assistance Requirement 5.2.12. Analysis by Reimbursement / Insurance Coverage 5.3. Non-Invasive Neurostimulation Devices: Analysis of Developers 5.3.1. Analysis by Year of Establishment 5.3.2. Analysis by Company Size 5.3.3. Analysis by Geographical Location 5.4. Non-Invasive Neurostimulation Devices: List of Additional Devices 6\. PRODUCT COMPETITIVENESS ANALYSIS 6.1. Chapter Overview 6.2. Assumptions and Key Parameters 6.3. Methodology 6.4. Competitiveness Analysis: TENS devices 6.5. Competitiveness Analysis: TMS devices 6.6. Competitiveness Analysis: EMS devices 6.7. Competitiveness Analysis: nVNS devices 6.8. Competitiveness Analysis: Other devices 7\. COMPANY PROFILES 7.1. Chapter Overview 7.2. Non-Invasive Neurostimulation Devices Developers in North America 7.2.1. AcuKnee 220.127.116.11. Company Overview 18.104.22.168. Product Portfolio 22.214.171.124. Recent Developments and Future Outlook 7.2.2. AxioBionics 7.2.3. BioMedical Life Systems 7.2.4. HiDow 126.96.36.199. Company Overview 188.8.131.52. Product Portfolio 184.108.40.206. Recent Developments and Future Outlook 7.3. Non-Invasive Neurostimulation Devices Developers in Europe 7.3.1. CEFALY Technology 220.127.116.11. Company Overview 18.104.22.168. Financial Information 22.214.171.124. Product Portfolio 126.96.36.199. Recent Developments and Future Outlook 7.3.2. Natures Gate Tens 7.3.3. neuroCare 7.3.4. Neuroelectrics 7.4. Non-Invasive Neurostimulation Devices Developers in Asia-Pacific and Rest of the World 7.4.1. Johari Medtech / Johari Digital Healthcare Limited 188.8.131.52. Company Overview 184.108.40.206. Financial Information 220.127.116.11. Product Portfolio 18.104.22.168. Recent Developments and Future Outlook 7.4.2. OMRON Healthcare 7.4.3. RITM 7.4.4. SUNMAS 8\. PATENT ANALYSIS 8.1. Chapter Overview 8.2. Scope and Methodology 8.3. Non-Invasive Neurostimulation Devices: Patent Analysis 8.3.1. Analysis by Publication Year 8.3.2. Analysis by Issuing Authority / Patent Offices Involved 8.3.3. Analysis by CPC Symbols 8.3.4. Emerging Focus Areas 8.3.5. Leading Players: Analysis by Number of Patents 8.4. Non-Invasive Neurostimulation Devices: Patent Benchmarking Analysis 8.4.1. Analysis by Patent Characteristics 8.5. Non-Invasive Neurostimulation Devices: Patent Valuation Analysis 8.6. Leading Patents by Number of Citations 9\. PARTNERSHIP AND COLLABORATIONS 9.1. Chapter Overview 9.2. Scope and Methodology 9.3. Non-Invasive Neurostimulation Devices: List of Partnerships and Collaborations 9.3.1. Analysis by Year of Partnership 9.3.2. Analysis by Type of Partnership 9.3.3. Analysis by Type of Partner 9.3.4. Analysis by Year of Partnership and Type of Partner 9.3.5. Analysis by Type of Stimulation Technology 9.3.6. Analysis by Target Therapeutic Area 9.3.7. Most Active Players: Analysis by Number of Partnerships 9.3.8. Regional Analysis 9.3.9. Intercontinental and Intracontinental Agreements 10\. MARKET FORECAST 10.1. Chapter Overview 10.2. Scope and Methodology 10.3. Forecast Methodology and Key Assumptions 10.4. Global Non-Invasive Neurostimulation Devices Market 10.5. Global Non-Invasive Neurostimulation Devices Market, 2020-2030: Distribution by Type of Device and Indication 10.5.1. Global TENS Devices Market, 2020-2030 (By Value) 10.5.2. Global TENS Devices Market, 2020-2030 (By Volume) 10.5.3. Global TMS Devices Market, 2020-2030 (By Value) 10.5.4. Global TMS Devices Market, 2020-2030 (By Volume) 10.5.5. Global nVNS Devices Market, 2020-2030 (By Value) 10.5.6. Global nVNS Devices Market, 2020-2030 (By Volume) 10.5.7. Global Other Non-Invasive Neurostimulation Devices Market, 2020-2030 (By Value) 10.5.8. Global Other Devices Market, 2020-2030 (By Volume) 10.6. Global Non-Invasive Neurostimulation Devices Market, 2020-2030: Distribution by Geography 11\. EXECUTIVE INSIGHTS 11.1. Chapter Overview 11.2. Cala Health 11.2.1. Company Snapshot 11.2.2. Interview Transcript: Renee Ryan, Chief Executive Officer 11.3. BioElectronics 11.3.1. Company Snapshot 11.3.2. Interview Transcript: Sree N Koneru, Vice President, Product Development 11.4. Fisher Wallace Laboratories 11.4.1. Company Snapshot 11.4.2. Interview Transcript: Chip Fisher, Chairman 12\. FUTURE GROWTH OPPORTUNITIES 12.1. Chapter Overview 12.2. Development of Devices to Address the Needs of Unexplored Therapeutic Areas 12.3. Integration of Novel and Advanced Features in Devices 12.4. Launch / Commercialization of Devices Across Different Geographies 12.5. Increased Utilization of Real World Data Based Insights to Optimize Device Performance and Support Regulatory / Reimbursement Decisions 12.6. Implementation of Cybersecurity Measures to Tackle Device Hacks 13\. APPENDIX 1: TABULATED DATAFor more information about this report visit https://www.researchandmarkets.com/r/lgvfbuResearch and Markets also offers Custom Research services providing focused, comprehensive and tailored research. 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