Pentachloronitrobenzene (PCNB) is a well-known fungicide derived from nitrobenzene. It is solid with off-white or yellow color and musty odor. The color of PCNB depends on its purity. PCNB was formerly synthesized in laboratory in 1868. In 1930, Bayer AG introduced PCNB to the agriculture industry as a temporary substitute to mercurial pesticides. PCNB is produced by chlorination of nitrobenzene in chlorosulfuric acid at temperature ranging from 60°C to 70 °C and uses iodine as a catalyst. It can also be manufactured by the nitration of chlorinated benzenes. Hexachlorobenzene is one of the by-products of the synthesis of PCNB. It is considered as hazardous as PCNB.

PCNB Market: Drivers and Restraints

Increase in population in many parts of Asia Pacific, Latin America, and Africa is boosting the demand for food in these regions. Limited unutilized land area can be brought into cultivation; hence, increase of crop yield is the only viable alternative to boost food production. In order to meet this objective, countries in developing regions are increasing their use of fertilizers and pesticides. Rise in consumption of fertilizers and pesticides is, in turn, likely to augment the demand for PCNB. There is growing public sentiment against the use of synthetic chemical based fertilizers and pesticides in farming. Developed countries such as the U.S., Germany, the U.K., France, and Canada are estimated to be highly affected by these developments due to the rise in popularity of organic farming in these countries. 

PCNB is used as fungicide to suppress the growth of fungi in various crops such as cotton, rice, and seed grains. It is also used to prevent the formation of slime in industrial waters. Residual amounts of the compound and its metabolites can be found in crops. The degradation products, PCA, and PCTA have been found in farming soils and river sediments. PCNB is used as soil fungicide in lawns and ornamental crops. It is also used in seed treatment of field crops and vegetables (e.g., barley, corn, cotton, oats, rice, and wheat). Furthermore, PCNB is used as slime inhibitor in industrial waters.

PCNB Market: Segmentation

Based on application, the PCNB market can be segmented into:

  • Soil Fungicide
  • Seed Fungicide
  • Herbicide
  • Industrial Water Treatment
  • Others

PCNB is a contact fungicide, which is used for different types of field crops, horticultural crops, certain vegetables, in greenhouses and to control diseases caused by fungal infections. The fungicide is primarily effective against soil-borne pathogens. It is also effective against foliar diseases. PCNB is also employed as seed treatment pesticide for crop seeds such as peanuts, corn, soybeans, cotton, and grain.                                                      

PCNB Market: Region-wise Outlook

Based on geography, the global PCNB market can be segregated into North America, Asia Pacific, Latin America, Europe, and Middle East & Africa. Asia Pacific is anticipated to be a highly attractive region for the PCNB market during the forecast period. Growth in consumption of pesticides in countries such as China, India, and Indonesia is likely to boost the demand for PCNB in the next decade. Implementation of stringent environmental regulations in North America and Europe is expected to lead to sluggish demand for PCNB based pesticides. Many developed countries have already banned the usage of PCNB based pesticides. However, restricted use of the chemical as fungicide is permitted in the U.S., Canada, Israel, New Zealand, and Australia.

PCNB Market: Key Players

Key players operating in the PCNB market include:

  • BASF SE
  • Sygenta
  • Cdti Inc
  • Clariant Ag
  • Johnson Matthey
  • Novozymes A/S
  • Iogen Corp
  • Evonik Industries AG
  • Vineeth Chemicals
  • R.Grace&Co
  • Axens
  • Sasol Ltd
  • Hangzhou Jiali metal Technology

This study by TMR is all-encompassing framework of the dynamics of the market. It mainly comprises critical assessment of consumers' or customers' journeys, current and emerging avenues, and strategic framework to enable CXOs take effective decisions.

Our key underpinning is the 4-Quadrant Framework EIRS that offers detailed visualization of four elements:

  • Customer Experience Maps
  • Insights and Tools based on data-driven research
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  • Strategic Frameworks to boost the growth journey

The study strives to evaluate the current and future growth prospects, untapped avenues, factors shaping their revenue potential, and demand and consumption patterns in the global market by breaking it into region-wise assessment.

The following regional segments are covered comprehensively:

  • North America
  • Asia Pacific
  • Europe
  • Latin America
  • The Middle East and Africa

The EIRS quadrant framework in the report sums up our wide spectrum of data-driven research and advisory for CXOs to help them make better decisions for their businesses and stay as leaders.

Below is a snapshot of these quadrants.

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The study offers an in-depth assessment of various customers’ journeys pertinent to the market and its segments. It offers various customer impressions about the products and service use. The analysis takes a closer look at their pain points and fears across various customer touchpoints. The consultation and business intelligence solutions will help interested stakeholders, including CXOs, define customer experience maps tailored to their needs. This will help them aim at boosting customer engagement with their brands.

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The study equips businesses and anyone interested in the market to frame broad strategic frameworks. This has become more important than ever, given the current uncertainty due to COVID-19. The study deliberates on consultations to overcome various such past disruptions and foresees new ones to boost the preparedness. The frameworks help businesses plan their strategic alignments for recovery from such disruptive trends. Further, analysts at TMR helps you break down the complex scenario and bring resiliency in uncertain times.

The report sheds light on various aspects and answers pertinent questions on the market. Some of the important ones are:

1. What can be the best investment choices for venturing into new product and service lines?

2. What value propositions should businesses aim at while making new research and development funding?

3. Which regulations will be most helpful for stakeholders to boost their supply chain network?

4. Which regions might see the demand maturing in certain segments in near future?

5. What are the some of the best cost optimization strategies with vendors that some well-entrenched players have gained success with?

6. Which are the key perspectives that the C-suite are leveraging to move businesses to new growth trajectory?

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