Water plays an important role in the paper manufacturing process. It help fibers to flow from the apparatus which then de-fibers the wood pulp down to the manufacturing wire. The flow of water can be recycled due to technological developments. The remaining waste such as bacteria, fungi, yeast, and algae in pipes and tanks gives rise to a viscous deposit commonly known as “slime.” Slime causes issues such as soiling and breakage of continuous sheet of paper. In many cases, slime results in delay in the paper manufacturing process, thereby causing economic losses. Decrease in water consumption, increase in usage of secondary fibers & surface water, rise in usage of higher levels of filler, increase in chemical addition, faster running machines, and manufacturing under alkaline and neutral conditions have augmented the problems of deposit formulation in the paper manufacturing process. Various biocidal agents such as sodium chlorophenate, phenates, and mercurial compounds are used to control slime. These controlling agents provide temporary control over slime formulation. Biocidal agents have started resulted in water pollution, which is a major environmental concern.
Based on type, the slime control agents market can be segregated into chlorine dioxide, fuzzicide, sodium chlorophenate, phenates, and mercurial compounds. Chlorine dioxide is used as major slime controlling agent for water treatment at paper mills. It is also used in pulp bleaching. Chlorine dioxide possesses bactericidal, algaecide, and fungicidal properties. Manufactures of pulp and paper use chlorine dioxide effectively as slime control agent. The use of slime control agents allows to keep the plant area effectively clean even at low dosages to reduce production downtimes without affecting the AOX content in paper and wastewater. Slime control agents act as bleaching agents, without altering the pulp mechanical properties, in the treatment of pulp. Innovation and technological development have led to the development of new inorganic slime control agent named fuzzicide, which possesses significant antimicrobial properties designed for paper mills. The effects of fuzzicide are achieved through the reaction of an organic compound with high antimicrobial activity. Fuzzicide is an innovative slime control agent with high resistance to bacteria, fungi, and yeast. It is eco-friendly and safe. This agent has been verified to have no effect on papermaking chemicals such as dyes.
Based on application, the slime control agents market can be divided into paper mills, pulp bleaching, and cooling water systems. Cooling water systems, especially open recirculating systems, are exposed to sunlight and air. This causes the growth of algae, fungi, and bacteria on surfaces. Microbial growth on the surface leads to a foul smell, which can adversely affect equipment performance, and promote metal corrosion and wood deterioration. The usage of slime control agents helps maintain the quality of water with minimal contamination.
Based on geography, the global slime control agents market can be classified into Asia Pacific, Europe, North America, and Rest of World. North America and Europe dominate the global slime control agents market, led by the expansion in the paper industry in the region.
Key players operating in the global slime control agents market include Somar Corp, Kurita Water Industries Ltd, and Okahata Sangyo Co., Ltd. These companies hold significant share of the market. Thus, the slime control agents market experiences intense competition.
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
- Actionable Results to meet all the business priorities
- 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
- 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.
1. Customer Experience Map
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.
2. Insights and Tools
The various insights in the study are based on elaborate cycles of primary and secondary research the analysts engage with during the course of research. The analysts and expert advisors at TMR adopt industry-wide, quantitative customer insights tools and market projection methodologies to arrive at results, which makes them reliable. The study not just offers estimations and projections, but also an uncluttered evaluation of these figures on the market dynamics. These insights merge data-driven research framework with qualitative consultations for business owners, CXOs, policy makers, and investors. The insights will also help their customers overcome their fears.
3. Actionable Results
The findings presented in this study by TMR are an indispensable guide for meeting all business priorities, including mission-critical ones. The results when implemented have shown tangible benefits to business stakeholders and industry entities to boost their performance. The results are tailored to fit the individual strategic framework. The study also illustrates some of the recent case studies on solving various problems by companies they faced in their consolidation journey.
4. Strategic Frameworks
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?
7. Which government regulations might challenge the status of key regional markets?
8. How will the emerging political and economic scenario affect opportunities in key growth areas?
9. What are some of the value-grab opportunities in various segments?
10. What will be the barrier to entry for new players in the market?
Note: Although care has been taken to maintain the highest levels of accuracy in TMR’s reports, recent market/vendor-specific changes may take time to reflect in the analysis.