Latest news with #Commercialization
Yahoo
31-07-2025
- Business
- Yahoo
Superconducting Wire Market worth $2.19 billion by 2030
DELRAY BEACH, Fla., July 31, 2025 /PRNewswire/ -- The global Superconducting Wire Market is anticipated to grow from estimated USD 1.32 billion in 2025 to USD 2.19 billion by 2030, at a CAGR of 10.6% during the forecast period. A superconducting wire is an electrical wire made of superconducting materials to transfer charge with negligible resistance. Superconductivity is the property of certain materials that conduct electricity without energy loss when cooled below a critical temperature. The reduction in energy loss during conduction has led to the commercialization of superconducting wires. Factors such as growing demand for superconductor-based magnetic resonance imaging (MRI) systems, rising implementation of superconducting wires over conventional wires, and expansion of offshore wind farms using superconducting technologies drive the growth of the Superconducting Wire Market. Browse in-depth TOC on "Superconducting Wire Market" 206 - Tables55 - Figures219 – Pages Download PDF Brochure: High-temperature superconductor wires to exhibit highest CAGR during forecast period Based on type, the Superconducting Wire Market has been split into low-temperature superconductor, medium-temperature superconductor, and high-temperature superconductor wires. High-temperature superconductor wires are expected to record the highest CAGR during the forecast period. Expansion of offshore wind farms using superconducting technologies is expected to drive the market for high-temperature superconductor wires. Direct sales channels to hold majority of market share throughout forecast period This report segments the Superconducting Wire Market into direct and indirect segments based on sales channel. Direct sales channels are likely to account for a larger market share throughout the forecast period. Given the highly specialized nature of the Superconducting Wire Market, most companies adopt a direct-to-consumer approach. This strategic preference is anticipated to be a key driver for the continued dominance of direct sales within the sector. Asia Pacific to be fastest-growing market for superconducting wires During the forecast period, Asia Pacific is expected to be the fastest-growing Superconducting Wire Market. Rising investments in energy and transportation infrastructure development across China, Japan, and South Korea are driving the expansion of the Superconducting Wire Market in Asia Pacific. Key Market Players Some major players in the Superconducting Wire Market are Sumitomo Electric Industries, Ltd. (Japan), Fujikura Ltd. (Japan), Furukawa Electric Co., Ltd. (Japan), Bruker (US), and American Superconductor (US). These players adopt major strategies, including acquisitions, sales contracts, product launches, agreements, alliances, partnerships, and expansions. Request Sample Pages: Bruker Corporation (Bruker) Bruker Corporation (Bruker) is a global leader in designing and manufacturing high-performance scientific instruments and advanced diagnostic and analytical solutions. Its fundamental science platforms include magnetic resonance (MRI and NMR), mass spectrometry, X-ray systems, surface plasmon resonance, and preclinical imaging technologies. Its BEST division is devoted to conducting research, developing, manufacturing, and commercializing superconducting materials, especially metallic low-temperature superconductors (LTS). They find application in many devices and systems, such as magnetic resonance imaging (MRI), nuclear magnetic resonance (NMR), particle accelerators, fusion energy research, and high-field magnet systems. BEST manufactures superconducting RF accelerator cavities, linear accelerators, power couplers, and non-superconducting precision instruments for materials science applications, including synchrotrons and beamline equipment. Bruker maintains a well-established global sales and distribution network, with direct sales operations across North America, Europe, China, Japan, and the broader Asia Pacific region. To effectively serve emerging markets in Latin America, Eastern Europe, the Middle East, Africa, and Asia, the company leverages a broad network of authorized distributors and intermediary sales representatives. This extensive reach enables Bruker to support a diverse client base spanning academia, healthcare, life sciences, energy, and advanced industrial sciences. Furukawa Electric Co., Ltd. Furukawa Electric Co., Ltd. is an international manufacturer of power cables, wires, optical fibers, components, electronic materials, and wire harnesses, serving various sectors, such as telecommunications, energy, automotive, electronics, and construction. Furukawa Electric has a strong global presence, supported by 109 consolidated subsidiaries and 14 equity-method affiliates, operating across diverse regions, including North America, Asia Pacific, Europe, and South America. These entities encompass various business operations, reinforcing the company's international footprint and market reach. Fujikura Ltd. Fujikura Ltd. is a conglomerate company that produces electric wires, fiber-optic cables, and high-end electronic components for information technology, automotive, communications, electronics, and infrastructure companies. The company operates through five core business segments: Power & Telecommunication Systems, Automotive Products, Electronics Business, Real Estate, and Others. Superconducting technologies are categorized under the "Others" segment. This division encompasses a diverse product portfolio, including superconductors and medical and millimeter-wave (mmWave) wireless communication modules. Fujikura is a recognized provider of yttrium-based second-generation (2G) high-temperature superconducting (HTS) wires, typically ranging from 4 to 12 mm in width. These wires are characterized by high critical current capacity, extended continuous lengths, and superior uniformity, making them well-suited for energy systems, magnetic resonance imaging (MRI) systems, particle accelerators, and scientific instrumentation solutions. The company maintains a robust global footprint, with 98 consolidated entities and a widespread manufacturing presence across Japan, China, South Korea, Malaysia, Vietnam, Thailand, Indonesia, India, the United States, Mexico, Paraguay, Brazil, Germany, Spain, the Czech Republic, Romania, Morocco, Ukraine, and Moldova. This extensive operational network ensures a resilient supply chain and broad market accessibility, including coverage in the Middle East and Africa. For more information, Inquire Now! Related Reports: Wire & Cable Market Americas Cables Market Get access to the latest updates on Superconducting Wire Companies and Superconducting Wire Industry About MarketsandMarkets™: MarketsandMarkets™ has been recognized as one of America's Best Management Consulting Firms by Forbes, as per their recent report. MarketsandMarkets™ is a blue ocean alternative in growth consulting and program management, leveraging a man-machine offering to drive supernormal growth for progressive organizations in the B2B space. With the widest lens on emerging technologies, we are proficient in co-creating supernormal growth for clients across the globe. Today, 80% of Fortune 2000 companies rely on MarketsandMarkets, and 90 of the top 100 companies in each sector trust us to accelerate their revenue growth. With a global clientele of over 13,000 organizations, we help businesses thrive in a disruptive ecosystem. The B2B economy is witnessing the emergence of $25 trillion in new revenue streams that are replacing existing ones within this decade. We work with clients on growth programs, helping them monetize this $25 trillion opportunity through our service lines – TAM Expansion, Go-to-Market (GTM) Strategy to Execution, Market Share Gain, Account Enablement, and Thought Leadership Marketing. Built on the 'GIVE Growth' principle, we collaborate with several Forbes Global 2000 B2B companies to keep them future-ready. Our insights and strategies are powered by industry experts, cutting-edge AI, and our Market Intelligence Cloud, KnowledgeStore™, which integrates research and provides ecosystem-wide visibility into revenue shifts. To find out more, visit or follow us on Twitter, LinkedIn and Facebook. Contact:Mr. Rohan SalgarkarMarketsandMarkets™ INC.1615 South Congress 103, Delray Beach, FL 33445USA: +1-888-600-6441Email: sales@ Our Website: Logo: View original content: SOURCE MarketsandMarkets Sign in to access your portfolio
Forbes
14-07-2025
- Business
- Forbes
How SaaS Sales Leaders Can Go Beyond Offering Discounts To Maximize Profits
Vidhi Agrawal is the Director of Commercialization at Databricks. At many large SaaS companies, sales leaders are responsible for holding the line on discounts during the sales process. There's a time and place for offering discounts—usually, it should be a last resort because it can lead to significant profit margin erosion. My experience has shown me that it's generally a myth that putting deep discounts on the table in the SaaS world drives faster sales and customers to buy more. When a SaaS sales team is at a point where it's offering a deep discount to a prospect, the prospect is usually hesitant to begin with and doesn't value the product that much. The prospect might take the offer, only to likely churn with time once they find a cheaper price somewhere else. Instead of pulling the discount lever first, SaaS sales leaders should consider leveraging other strategies, specifically, smart contract strategies, to secure closed-won deals. 1. Commercial And Contract Flexibility An effective strategy SaaS sales leaders can explore early on is commercial and contract flexibility. This can take various forms. Flexible payment terms can be a significant benefit to customers. Typically, the standard payment term at SaaS companies is net 30. By extending that to 45 or even 90 days, sales teams can enable customers to hold onto their money longer, which helps them with cash flow. Sales leaders can also look into ramping up deals with lower initial commitments that increase over time. For example, a customer could commit to a certain level of usage in the first year of the contract that increases in year two and reaches its peak in year three, the final year of the commitment. True-up periods for adoption without overage charges can be another effective strategy for sales leaders to consider. Essentially, customers get a grace period to adopt a software solution without overage charges—and in turn, can get a sense of their actual usage and then possibly increase their commitment level down the line. Then there is the option of early termination. Customers can choose to terminate their contracts early, albeit with a penalty. As a caveat, I believe SaaS sales leaders should pull this lever cautiously and only for strategic customers that the company would particularly benefit from getting on board. Additionally, startup SaaS companies will likely find this approach more relevant than larger, more established ones. Finally, SaaS leaders, particularly those at startups, can give customers the choice to opt out of auto-renewal. That way, customers won't feel quite as locked in. 2. Package And Usage Flexibility SaaS sales leaders can also offer customers package and usage flexibility. For one, they can provide customers with increased quota allocation for a given time period, such as in the first year. In the first year of a three-year contract, for example, a customer could receive a certain number of extra seats or an increased amount of storage at no additional cost. Flex commits are another lever sales leaders can pull if they're at a company that requires storage from a hyperscaler underneath. Essentially, they can give customers the flexibility to draw down their commitment across any of the major cloud providers rather than being locked into a single one. SaaS sales leaders can also give customers the ability to roll over unused commits to future periods. 3. Customer Enablement By providing customer enablement services, SaaS sales leaders can help customers feel like they are getting more value out of software products. One way to do so involves providing customers with free add-ons such as product training, professional services (such as data migration and custom configurations), success plans (such as helping customers pinpoint specific performance goals) and certifications. However, sales leaders should be mindful that while customers don't get charged for these add-ons, they still involve time and money on the back end and thus cut into the product's profits. Another key customer enablement effort is to provide roadmap reviews. Customers can have their executives join a call with the SaaS company's team, and the SaaS company's leadership will give the executives a review of what's ahead in terms of product features. That way, customers can plan accordingly. 4. Strategic Partnerships By forming strategic partnerships with customers, SaaS companies can give them opportunities to influence the product roadmap and more. SaaS sales leaders can invite customers to join product advisory boards. Whenever product advisory boards meet, customers can share their thoughts on the future of the product. By being members of product advisory boards, customers can also get early access to beta features. They can help shape how those features evolve up to the time of release. Sending invites to customer reference programs is another impactful tool sales leaders can leverage. Being a member of a customer reference program can offer various benefits to customers, including invitations to speak at a software company's conference and having case studies written about them that are featured on the company's website. 5. Procurement-Focused Offerings This lever, procurement-focused offerings, applies to customers with procurement teams. Procurement professionals usually seek price protection guarantees, which SaaS sales leaders can provide. That way, procurement professionals have peace of mind that they won't face price hikes during a fixed term and will be more likely to sign on the dotted line. Frequently Offering Discounts, Especially Deep Discounts, Can Signal A Bigger Problem If SaaS sales leaders frequently provide discounts, especially deep discounts, it can signal a bigger problem—usually, something is wrong with the SaaS company's list price and how it was established, and it needs to be revisited. However, by implementing these smart contract strategies first, sales leaders can provide customers with pathways to gain more value, without compromising the company's bottom line. Typically, customers who truly value a product will work with a software company to find mutually beneficial terms. Forbes Business Development Council is an invitation-only community for sales and biz dev executives. Do I qualify?
Forbes
01-07-2025
- Business
- Forbes
How AI Enables Marketers To Target Digital-Savvy Gen Z Customers
Wolfgang Sixl, VP Strategy, Analytics & Client Solutions, MCE Systems - Bridging Technology and Commercialization. How can we understand the mindset of Gen Z consumers? We can ask Freddie Mercury. He seemed to anticipate their desire for immediate gratification when he wrote the song 'I Want It All.' Then, he nailed their longing for personalization with the song 'I Want To Break Free.' Obviously, the members of Queen were not thinking about the brand experiences of young digital consumers when they were penning lyrics 40 years ago. Nevertheless, these titles are uncannily relevant. Today's digital-savvy consumers are seeking not only customization, but also expediency. The data confirms it. According to a Salesforce consumer trend report, 81% of customers expect faster service as technology advances, and 73% expect better personalization. In response, companies are jockeying for a better position. They are exploring new technologies that grab attention and improve loyalty—and help them meet customers' demands. AI Makes It Personal This isn't a new trend. Marketers already use tools like programmatic digital ads to deliver custom promos, targeting users based on past brand interactions or shopping behavior. Now, AI tools are pushing this further. But mass customization marketing has had limited success, falling short of the true hyper-personalization consumers expect. Two years ago, it looked promising. ChatGPT dazzled with its capabilities, and 98% of companies felt a newfound urgency to adopt AI. Yet success remains elusive. While generating blogs, emails and ad copy is easy, creating personalized user journeys that drive real business results is another challenge entirely How can they change this? I think there are three key barriers to overcome: • Data Relevancy And Accuracy: In the marketing context, we want to prompt the customer to take an action. Here, AI engines can help. They can craft relevant offers calibrated to a user's specific tastes—but only if they are fed relevant and accurate enterprise-specific data. So, organizations must make sure the AI model has enough context to deliver the appropriate output. • Data Timeliness: Relevant data is only half the story. Data must be up to date too. Real-time user and market information is vital for personalization. Without it, we can imagine a scenario where an AI model advertises outdated offers or—worse—sends irrelevant promotions to customers who have already converted. • Execution: AI tools are new and unfamiliar to many organizations. It's very easy to implement a dysfunctional AI program. Common challenges in this space include aligning the tech to business objectives, overcoming staff resistance to change and ensuring the right people are leading the AI project. A Program To Prepare For Change To overcome the above challenges, stakeholders within a business must align. They must build guardrails that overcome model limitations, leverage enterprise-specific customer data and build an AI-native culture. Large enterprises should start by collecting enterprise data (which includes real-time and metadata) from their digital customer points of interaction. They can couple this with a basic LLM model to create a 'sandboxed' enterprise-grade AI application. The output of the resulting AI application will combine the customer's preference with live market data. Second, businesses must make sure their AI application is safe and focused—and avoids undesired outputs. They should prevent any exposure to malicious actors and make sure they follow all regulatory compliance to avoid violations and legal risks. Lastly, enterprises must unite all staff behind the new processes. This starts with senior leaders establishing a cohesive business-technology plan, and assembling the right team to manage the changes. The last point is vital. Workers across all industries are understandably anxious about AI. Nearly 60% of business leaders said in a survey this alarm was driven by a lack of knowledge. So organizations must foster a culture of openness to defuse employee concerns. A Success Story: Mobile Device Care For Mobile Carriers Even at this formative stage for AI, thousands of large enterprises are already seeing results. Javier Meza, Coca Cola's Europe CMO, shared last year how his company is using first-party data and AI to shift from a broad targeting style to a more consumer-centric approach. Mobile carriers are well-placed to follow this example. These businesses possess huge amounts of relevant real-time first-party data. Clearly, the raw materials are there to deliver personalized services that can drive loyalty, prevent churn and grow ARPU. Some carriers are already experimenting. Take the market for device care and upgrades, for example. Industry data that we see at my company shows that customers want intelligent, personalized offers when they encounter an issue with their device—such as a value added service (VAS) or a trade-in. But for years, this has been a clunky, manual process that has not served customers well. At MCE, we saw an opportunity to make device care digital and self-serve. First, we built a GenAI solution for chatbots in a mobile operator app. Then we connected it to an enterprise-grade application that sources live device data such as diagnostics, device configuration information and user conversational inputs. The final part was tapping into a carrier's existing marketing database, so we partnered with a third party to build out a chatbot for them. With this real-world application, we were able to reduce mobile app utility inertia, increase marketing promo actioning and drive more retail visit intent. When we applied GenAI to this solution, we noticed quite an uptick in engagement afterward—quadruple engagement with our pilot's custom journey, triple marketing promo engagement and nearly double the retail store locator opens. Conclusion AI is game-changing technology. It gives marketers the chance to deliver on the dream of genuine mass personalization. The examples are already out there. So, now is the time to get ahead of the game, embrace the tech, build a unified internal culture and give customers the products and services they deserve. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
