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Weygandt recorded that corporate performance facilitates the access to capital, which is as a result of good governance. This puts a company at a better position to outsource funds easily (Weygandt 2008, p.51). This in turn enables a company to fund its projects easily, and even earn some surplus revenue. The shareholders are always linked to the business through the corporate governance structural arrangement, and in that case they are able to build more trust and confidence in the business. The trust also enables the shareholders to use their contact to their financial organisations and individuals to support the corporation financially. As a result strong corporate system finance in the form of capital becomes very easy to fund (Weygandt 2008, p.54).

In most cases equity is preferred to debt financing as means of raising capital. Therefore, internal financing can be utilised first in the business (Abusabha & Woelfel 2003, p.568).

However, this model is limited in its application since some companies focus on growth, but they fail pay dividends at. Besides, growth rate is not easy to estimate. In addition, the above model fails to incorporate market risk adjustment. Due to the limitations of the dividend growth model, witnessed above, many fund managers tend to opt for the capital asset pricing model or security market line (CAPM/SML) so as to estimate equity cost, as shown below.

Debt can always be regarded as a cheaper option since the equity is more expensive than it (Gustavo, Michaely & Swaminathan 2002, p.398). This is so because equity involves partnership with the shareholders who share the company’s profitability. However, in case of losses the business bears it alone since the investors are only involved in sharing the returns, which are given in the form of dividends. These groups of the investors do not offer some technical expertise and knowledge in running the business since their work is to contribute capital to the business alone. Therefore, this can be regarded as a cost to the company.

Focusing on the debts, it is evidenced that the interest paid on the money borrowed is always periodic and has a time limit to complete the loan repayments. However, the dividends paid on the equity do not have the time limit since they are paid to the shareholders once the business is still in operation, and making profits. This compels the board of directors to declare dividends to the investors (Gustavo, Michaely & Swaminathan 2002, p.399).

According to Davies the free cash flow can help in understanding, for instance, the motives behind mergers and acquisition by availing the sufficient amount of cash to carry out such business transactions (Davies 2007, p. 54). This will be important for the company in the sense that it does not necessarily need to source for capital from the outsiders since there is sufficient funds for expansion. These activities are aimed at strengthening the performance of the company as well as expanding to other geographical areas, and this will help in acquiring more customers (Davies 2007, p.56).

The other important ratios are the debt management ratios also known as the long term solvency ratios and include debt ratio, debt equity ratio and the equity multiplier. The ratios help these firms to gauge the returns from borrowed sources and help them manage their financial sources without burden. The data on the solvency ratios have an approximate average of 0.314 or 31.4%, which is interpreted to mean that, despite the companies acquiring more funding in terms of debt, the returns due to such funding are not totally hundred percent, but are lucrative for the businesses. The capital borrowed almost gave a return of about 19.21 percent (0.1921) during the past year investment period, as evidenced from the average return on equity ratio for these 258 China’s publicly listed companies. Therefore, such investments are worth taking the investment risks.

If there were to occur the unimaginable position for China’s publicly listed companies. to opt for insolvency, it is true that the shareholders equity in the business will be able to offset the company’s debt by up to five times which is a very sufficient position for the firm and the shareholders are assured of the limited nature of their investment into the companies (Song 2012, p. 57).

At a glance it can be realised that the debt management ratios for China’s publicly listed companies provide a clear position of the firms and suggest that the corporations have maintained a relatively fair balance between their borrowing and the corresponding rates of return to that effect since the ratios are very sufficient and portray it as businesses that will be able to survive within the market. China’s publicly listed companies are able to service their current liabilities from the current debts, and this assures a financial security to the shareholders (Zhu & Wan 2012, p.86). Based on the profitability of the company within the trading periods analysed, the shareholders are assured of dividend allocation, which according to the capital base of the company is really easy to declare. In addition, the shareholders will be able to focus the financial future of the companies making them to increase their stakes in the firms. Based on such financial stability and security, China’s publicly listed companies can be regarded as to be dominant in the Chinese market (Zou & Lui 2011, p.52). Much of this can only be attributed to the management which they have achieved by ensuring quality production, sufficiency where enough machinery are built to meet the ever increasing customer demands in terms of quality and the numbers as well as extensive marketing, research and development programmes in order to acquire and maintain new markets (Zhan & Zhan 2012, p.84).

] Among them, the manufacturing PMI was 35.7%, 14.3% points lower than last month, and non‐manufacturing business activity index was 29.6%, 24.5% points lower than last month.

The non‐manufacturing sector seems to suffers more. Similarly, from the perspective of supply and demand, the business activity index of non‐manufacturing industry in February 2020 is 29.6%, down 24.5% points from February; the new order index in February is 26.5%, down 24.1% points; the new export order index is 26.8%, down 21.6% points. The significant decline in supply and demand led to the overall market downturn, and even led to a significant decline in employment and raw material related indexes. In the non‐manufacturing industry, the construction industry is mainly affected by the shortage of workers and the blocked transportation of raw materials, which results in the delay of operation; the service sector is seriously frustrated in the epidemic due to its natural personnel aggregation and contact attribute, with the business activity index in February being 30.1%, 23.0% points lower than last month.

According to the relevant service industry data released by the National Bureau of Statistics, the information and Internet related service industry and financial industry suffer less, and the decline of the relevant industry index is relatively small. The business activity index of financial industry is 50.1%, which is still strong in the expansion range. The business activity index of telecommunication and Internet software industry benefits from Internet “cloud office” and other conditions, which are higher than the business activity index of service industry by 13.2% and 11.3% points respectively. However, the wholesale and retail industry affected by the supply of manufacturing industry declined significantly, the accommodation and catering, tourism, and transportation industry are experienced the hardest hit. Taking the catering industry as an example, the catering revenue from January to February was 419.4 billion yuan, down 43.1% year on year.

Under the optimistic scenario, the epidemic situation worldwide can be basically controlled in June, and the impact on national economic activities and international trade would basically last until the end of the second quarter. Since March, the epidemic has been gradually controlled in most parts of China, the number of new cases in many areas has been remaining zero for several consecutive days. On March 13, the joint defense and joint control mechanism of the State Council released data that the average operating rate of industrial enterprises above a certain scale except Hubei Province exceeded 96%, and the economy is gradually recovering.

We put forward the following foreign trade policy suggestions: first, in terms of financial and tax support, we should expand the scale of credit for foreign trade enterprises, launch special subsidy funds, appropriately cancel the guarantee and mortgage of foreign trade funds, strengthen tax relief, set up green channels for foreign trade to simplify business approval procedures, to solve the problem of capital shortage of foreign trade enterprises as soon as possible and effectively reduce the burden of enterprises. Second, in terms of market development, local governments, and foreign trade industry should actively cooperate to build a trade service platform and provide relevant trade demand, policy, and legal information around the world in a timely manner. Meanwhile, the government should encourage the full application of Internet of things, artificial intelligence, and other new technologies in business development, so as to enhance the competitiveness of China"s foreign trade enterprises on the international stage.

And although 2020 chemical earnings fell 22.6% for the 44 of the 50 firms that disclose chemical profits, they fell more—28.2%—in 2019 for the 46 companies disclosing profits on the list, when business in many major markets and economies was beginning to slow.

Three companies in the Global Top 50 a year ago didn’t make it this year. Ecolab fell off the list because it divested an oil-field chemical business. SK Innovation and PTT Global Chemical were both victims of declines in petrochemical sales.

Now that it is breaking out chemical sales again, Shell rejoins the Global Top 50 this year after a 5-year hiatus. Rongsheng Petrochemical, which makes polyester chemicals, debuts this year. The former DowDuPont agricultural chemical business, Corteva Agriscience, made the cut as well.

For the second year in a row, BASF leads the Global Top 50 as the world’s largest chemical maker. And because it managed, despite the COVID-19 pandemic, to avoid a big decline in sales, the German chemical company widened its sales lead over the number 2, Sinopec, from about $5 billion in 2019 to nearly $21 billion in 2020. Though BASF is an industry leader, its greenhouse gas emission goal—released in 2019—had been relatively modest: keep its carbon dioxide output level as it grows throughout the 2020s. This year, BASF changed course and unveiled a more ambitious target: a drop of 25% compared with 2018 emissions by the end of the decade. Because BASF is building a major complex in China, the new goal means the firm will need to halve emissions from its current operations. BASF is working on technologies that will help it meet the ambitious target. It is testing renewable energy–powered electric heaters in steam crackers, as opposed to fossil-fueled furnaces, and it plans to use electrolysis to generate hydrogen. The German company trimmed its portfolio recently. In June, it completed the sale of its pigment business to Japan’s DIC for $1.4 billion. And BASF and Clayton, Dubilier & Rice are selling their Solenis water treatment chemical joint venture to the private equity firm Platinum Equity in a deal valued at $5.25 billion.

The British chemical maker Ineos reunited most of the old BP Chemicals in January when it completed its $5 billion purchase of BP’s aromatics business. The business, which generated sales of about $3.6 billion in 2020, is one of the world’s largest producers of purified terephthalic acid, a polyethylene terephthalate raw material. The business is also a large acetic acid producer. It will join BP’s former olefin and polyolefin business, which Ineos acquired in 2005 for $9 billion. In a smaller purchase last year, Ineos bought out its partner Sasol’s 50% interest in Gemini HDPE, a high-density polyethylene joint venture in La Porte, Texas. The partners completed the plant, housed at an Ineos site, in 2017. When it isn’t making acquisitions, Ineos is investing in sustainability. At its Rafnes site in Norway, the firm is installing a 20 MW electrolyzer to make hydrogen from water. And its Ineos Styrolution unit is planning a plant in France that will depolymerize polystyrene into its raw material, styrene.

Saudi Arabia’s state oil company, Saudi Aramco, completed its purchase of a 70% stake in the petrochemical maker Sabic in June 2020. The purchase was meant to diversify Aramco, which today depends heavily on oil and gas. But soon after the deal closed, the firms announced they were reevaluating the scope of a planned complex that was to convert 400,000 barrels per day of crude oil into 9 million metric tons (t) per year of petrochemicals. Their new, more modest plan is to build an ethylene cracker and derivatives units that will be integrated with existing Aramco refineries. In another instance of Sabic and Aramco working together, the companies shipped 40 t of ammonia to a power plant in Japan last September. The ammonia is considered “blue” because carbon dioxide emitted during its manufacture was captured and used for enhanced oil recovery and methanol production in Saudi Arabia. In another strategic move, Sabic carved out a stand-alone business that includes its polyphenylene oxide, polyetherimide, and compounding units. The company got the businesses with its purchase of GE Plastics in 2007. Sabic had sought to combine them with Clariant’s masterbatch business, but those talks broke down in 2019.

Most large chemical companies nowadays are plunging into plastics recycling to counter public backlash, and Lyondell­Basell Industries is at the front of the pack. CEO Bob Patel is one of the founders of the Alliance to End Plastic Waste, formed by industry to address the recycling problem. And Lyondell has its own initiatives. It and the waste management firm Suez bought the plastics recycler Tivaco and are combining it with Quality Circular Polymers, a recycling venture Lyondell and Suez started in 2018. Quality Circular has some high-profile clients. For example, Samsonite is using its resin for a line of sustainable suitcases. Meanwhile, Lyondell continues to grow its core petrochemical business, often on the cheap. In December, the firm bought, for the bargain price of $2 billion, a 50% interest in a new ethylene cracker and two polyethylene plants that the struggling Sasol had built. Similarly, it bought into an ethylene cracker joint venture already under construction in China.

While oil companies such as Shell and BP were redefining themselves as alternative energy players in recent years, ExxonMobil stuck with petroleum. The firm was taking what it considered a realistic position. Oil and gas are cheap and convenient, it argued, and would be hard to dislodge from the energy market for the next few decades. But COVID-19 hit the oil and gas business hard. ExxonMobil racked up a gaping corporate loss of $28 billion in 2020, even as its chemical unit earned an operating profit of $2.7 billion. The company is facing shareholder pressure to change, and it is starting to respond. For example, in April, it outlined a $100 billion plan to store 100 million metric tons per year of carbon dioxide in the Gulf of Mexico. The new environmental consciousness trickles down into chemicals. At a complex in France, ExxonMobil Chemical plans to host a pyrolysis plant that breaks down waste plastics into chemical raw materials. And at its Baytown, Texas, chemical facility, it is testing a plastics recycling process. Separately, in a rare move, ExxonMobil is divesting a business, selling its Santoprene thermoplastic vulcanizate operation to Celanese for $1.15 billion.

As DuPont separated from DowDuPont in 2019, observers wondered how long the company would last. DuPont executive chairman Ed Breen once presided over the breakup of the industrial conglomerate Tyco, causing some to reckon he had similar plans for DuPont. It now appears that DuPont is here to stay, with Breen satisfied that the company has done enough portfolio restructuring to stand on its own. The largest of those moves came in February, when the company completed the sale of its Nutrition & Biosciences division to International Flavors & Fragrances. The sale yielded $7.3 billion in proceeds. DuPont also agreed to sell its biomaterials business, a producer of 1,3-propanediol, and it divested its stake in the polysilicon maker Hemlock Semiconductor. Breen elected to keep DuPont’s electronic materials business, which he had been considering selling. In fact, DuPont is adding to this business, agreeing in March to purchase Laird Performance Materials, which makes materials for heat management in electronics, for $2.3 billion.

The Japanese chemical maker had a rough 2020 because of the COVID-19 pandemic. Chemical sales were down 14%, and chemical operating profit dropped 32%. Toray Industries’ carbon fiber composites business saw a 23% sales drop. Airlines were decimated by COVID-19-related travel restrictions and halted aircraft orders, forcing the company to shut a composite materials plant in Spartanburg, South Carolina. Toray’s textile fiber business also struggled because of slack demand for apparel and industrial fibers during the pandemic. The performance wasn’t offset by brisk business in nonwoven fabrics for medical masks and gowns.

Shin-Etsu Chemical’s Shintech subsidiary calls itself the world’s largest polyvinyl chloride (PVC) maker. A new investment, announced in January, should help it expand that lead. Shintech intends to spend $1.3 billion to build new capacity in Plaquemine, Louisiana, for PVC and its precursors chlorine and vinyl chloride. The company will complete a previously announced project—of similar cost and scope—at the site this year. Strengthening another business in which it has a strong position, Shin-Etsu will spend $285 million to expand photoresist output in Taiwan and Japan.

Recently, Evonik Industries has been favoring small acquisitions that provide access to new technology. In June, it inked an agreement to buy Infinitec Activos for an undisclosed sum. Infinitec specializes in delivery methods—such as peptide-studded gold and sapphire nanoparticles, lipid vesicles, and nanoscale alginate hydrocolloid capsules—for cosmetic ingredients. In November, Evonik bought Houston-based Porocel Group, a provider of refinery catalysts and catalyst regeneration services, for $210 million. Evonik has built a burgeoning business in lipids for the delivery of messenger RNA (mRNA) used as a COVID-19 vaccine. And it recently launched a collaboration with Stanford University to develop a degradable polymer–based system for delivering mRNA therapeutics. In more traditional industrial chemistry, the company is building a $470 million plant in Marl, Germany, for making nylon 12, a high-end polymer critical for automotive applications such as brake lines. Evonik is considering the sale of its superabsorbent polymer unit, which employs 800 people.

Reliance Industries has been trying to sell a 20% stake in its refining and chemical business to Saudi Aramco, but talks are going slowly. To ease the deal and allow for other transactions, such as an initial public offering of the business, Reliance is now carving the business into a stand-alone firm. It expects to complete the process by year’s end. But Reliance, India’s largest private sector company, isn’t losing interest in chemicals. Just last month, the firm announced a massive investment in Abu Dhabi, United Arab Emirates, with Abu Dhabi National Oil to build chlorine, ethylene dichloride, and polyvinyl chloride plants.

Covestro spun off of Bayer in 2015 with just two main chemistries: polyurethanes and polycarbonates. The company finally made a major diversification move in April with its $1.8 billion purchase of DSM’s resin and functional materials business, which generated sales in 2019 of about $1.2 billion. In the transaction, Covestro is getting 3D-printing materials, antireflective coatings for photovoltaic panels, adhesives for recyclable carpets, acrylic resins for paints, and optical fiber coatings. In its core business, Covestro is spending $50 million to build a plant in Map Ta Phut, Thailand, by the end of next year that makes its Vulkollan polyurethane elastomers.

Shell Chemicals returns to the Global Top 50 after a 5-year hiatus because it is disclosing its chemical sales figures again. The return comes as the larger Shell organization plans massive changes that will profoundly impact both its chemical and oil businesses. Shell plans to achieve net-zero carbon emissions by 2050, meaning it will have to reduce, or offset, all its greenhouse gas emissions. It will redefine itself as something other than an oil company. Its 13 refineries will become 6 energy and chemical “parks” that will increasingly supply renewable energy and chemicals produced from alternative feedstocks. Shell is part of a consortium that will build a water electrolysis plant in Germany to make green hydrogen. The firm is replacing 16 ethylene steam cracker furnaces in Moerdijk, the Netherlands, with 8 new ones to reduce carbon emissions by 10%. Shell is collaborating with Dow to replace conventional gas-fired ethylene furnaces with electrically heated ones that run on renewable power. And it is starting to use synthetic crude oil derived from waste plastics at its ethylene cracker in Norco, Louisiana.

The Norwegian fertilizer maker aims to get into the business of ammonia fuel for shipping and other industries. Yara plans to install water electrolysis units at its Porsgrunn, Norway, facility to generate the hydrogen it needs to make about 500,000 metric tons per year of ammonia. The plant currently generates hydrogen from natural gas. The electricity for the process would come from Norway’s grid, already almost completely renewable thanks to the country’s expansive hydroelectric power resources. Yara wants to produce such green ammonia outside Norway, too. In Pilbara, Australia, it plans to make ammonia with solar power. And in Sluiskil, the Netherlands, it is studying ammonia based on offshore wind.

Mitsui Chemicals is increasingly emphasizing sustainability. In June, the Japanese company announced that it will investigate, with BASF, the efficacy of the chemical recycling of plastics—such as using pyrolysis to break them down into an ethylene cracker feedstock. Mitsui is also spending $370 million to triple capacity for the polyurethane raw material methylene diphenyl diisocyanate in Yeosu, South Korea. The company is seeing increased demand for the product in energy-saving insulation. In a small acquisition in October to build on its eyeglass lens business, Mitsui acquired Cotec, which makes hydro­phobic and antireflective ophthalmic lens coatings.

Solvay has been trimming its portfolio to focus on specialty chemicals. In a major recent move along these lines, the company is carving out its soda ash unit into a separate business, a possible precursor to divesting the operation, which generates about $1.75 billion in annual sales. The business is Solvay’s oldest, dating back to 1863, when Ernest Solvay developed a process to make soda ash out of brine and limestone. Now the mineral is also extracted from trona, which Solvay mines in Green River, Wyoming. In addition, the company completed the sale of a basket of businesses to the private equity firm Latour Capital in March. Those businesses include a barium and strontium carbonate unit, a sodium percarbonate business, and a barium chemical joint venture with Chemical Products. In 2020, Solvay sold its nylon 6,6 business to BASF.

Indorama built itself up into one of the world’s largest chemical companies via aggressive growth in the polyester chain, both by buying businesses and by constructing massive new plants. Now the Thai company is looking to diversify. In 2020, it bought Huntsman’s intermediates and surfactant business, which makes surfactants and ethanolamines. And it is negotiating the purchase of Oxiteno, the specialty chemical arm of the Brazilian conglomerate Grupo Ultra and the second-largest producer of ethoxylates in the world. Indorama is also developing its capabilities in recycling. It is buying CarbonLITE’s polyethylene terephthalate (PET) recycling plant in Dallas and building a US PET depolymerization plant with the Canadian start-up Loop Industries.

Johnson Matthey’s chemical sales edged up by over 12% during its fiscal year, in part owing to strong prices for precious metals such as platinum, which the company uses to make catalytic converters. JM, however, has been trying to evolve. Similar to how big oil companies like Shell are redefining themselves as alternative energy firms, JM is trying to pivot toward batteries and hydrogen. Earlier this year, for instance, the company announced it will build a second plant, in Vaasa, Finland, for a cathode material that contains lithium, cobalt, and nickel and that will be used in lithium-ion batteries. Additionally, JM is undertaking a “strategic review” of its pharmaceutical chemical business, which makes drug ingredients.

The Belgian firm, which focuses on metal-based chemicals, is undergoing changes. Its board appointed Mathias Miedreich to succeed Marc Grynberg as CEO later this year. Miedreich is an executive with the auto parts supplier Faurecia, where he led the Clean Mobility division. Consolidation in Umicore’s nickel and cobalt chemical business will see the company shed about 200 jobs. Much like its rival Johnson Matthey, Umicore has been trying to diversify away from catalytic converters for gasoline vehicles and focus on electric cars. In May, it signed a cross-licensing agreement with BASF covering more than 100 families of patents relating to battery cathode active materials and their precursors. Umicore is also working with the firm Anglo American to develop platinum-group-metal-based catalysts that aid the storage of hydrogen in fuel-cell vehicles. The technology stores hydrogen with a chemical carrier rather than compression.

The Dutch company has been steering away from traditional chemical sectors and toward nutrition and health. In April, DSM sold its resin and functional materials business to Covestro for $1.8 billion. The unit makes 3D-printing materials, antireflective coatings for photovoltaic panels, acrylic resins for paints, and optical fiber coatings. DSM is holding on to its engineering resin business, which makes nylon and other high-end polymers, as well as its Dyneema ultra-high-molecular-weight polyethylene fiber business. These operations make up less than 20% of DSM’s overall sales. After the Covestro transaction, DSM invested $100 million in the personal nutrition start-up Hologram Sciences. In March, it agreed to acquire Amyris’s fermentation-derived flavor and fragrance ingredient line for $150 million.

The French firm has been trying to migrate toward the high end of the specialty chemical spectrum. In May, Arkema completed the sale of its polymethyl methacrylate business to the styrenic polymer maker Trinseo for $1.4 billion. The business generated sales of about $620 million in 2020. In June, Arkema turned around and announced two initiatives to increase production of the insulation foam-blowing agent hydrofluoroolefin-1233zd, which has lower global warming potential than current blowing agents. Arkema is spending $60 million to expand capacity in Calvert City, Kentucky, and is contracting with chemical maker Zibo Aofan to make it in China. In January, Bostik, Arkema’s adhesives arm, invested $11 million to form Crackless Monomer Company with the Taiwanese cyanoacrylate maker Cartell Chemical.

Hanwha Solutions has been growing prodigiously recently, mostly owing to its burgeoning solar materials business. The South Korean company is also branching out into other sustainable activities. For instance, it will begin supplying process water—heated to about 95 °C—to Lotte Chemical’s Ulsan, South Korea, plant, where the water will provide the energy for an absorptive refrigeration system. The companies say the setup will cut carbon dioxide emissions. In its core materials business, the company says it will double the production of for hydrogenated resins—used in adhesives—by the end of this year. The company entered that business only in 2019 to compete with the big players ExxonMobil and Eastman Chemical.

The US chemical company is making a large divestiture with the $800 million sale of its tire additives business to the private equity firm One Rock Capital Partners. The deal includes many products that Eastman got in 2012 when it bought Solutia for $4.8 billion, including Crystex insoluble sulfur and Santoflex antidegradants. Eastman is jumping into the chemical recycling of polyethylene terephthalate in a big way, spending $250 million on a plant at its flagship facility in Kingsport, Tennessee, that will use methanolysis to break down as much as 100,000 metric tons per year of the polymer. The company intends to use the resultant dimethyl terephthalate and ethylene glycol to make specialty polyesters.

Recent years have seen Chinese petrochemical producers, often involved in the polyester supply chain, join the Global Top 50. Hengli Petrochemical is one of those firms. And now Rongsheng Petrochemical is another. The company is one of the largest producers of purified terephthalic acid in the world, with 13 million metric tons of capacity at plants in Dalian, Ningbo, and Hainan, China. It also makes polyester resin and fiber. It is an investor in Zhejiang Petrochemical, a large oil refinery and petrochemical complex that is currently starting up.

Sustainability continues to be a focus for the Austrian petrochemical maker. In June, the company signed an agreement to buy oil from Renasci Oostende Recycling, which uses a thermal process to break down postconsumer plastic. Borealis will turn this feedstock into plastics again at its complex in Porvoo, Finland. Borealis also started up a demonstration unit at its polyethylene plant in Antwerp, Belgium, to test a heat-recovery technology developed by the start-up Qpinch. The technology is modeled on the adenosine triphosphate–adenosine diphosphate cycle in biology. Separately, Borealis put its fertilizer business up for sale in February.

The Houston-based chemical maker has the second-largest polyvinyl chloride (PVC) business in the world, behind Japan’s Shin-Etsu Chemical. Westlake is now integrating this business further downstream—a common move for PVC makers—with the purchase of the North American building product business of Australia’s Boral for $2.15 billion. The business makes about $1 billion per year worth of roofing, siding, trim, shutters, windows, and decorative stone per year. Westlake already has about $1.4 billion in annual sales of building products such as PVC pipe. Much of that business came with the company’s 2016 purchase of PVC rival Axiall.

Nutrien got a new CEO in May when Mayo Schmidt replaced Chuck Magro. Schmidt had been chair of the Canadian fertilizer maker’s board since 2019 and before that was CEO of the Canadian agribusiness Viterra. Magro had led Nutrien and its predecessor Agrium since 2014. Because of tight supplies of potash, Nutrien pledged in June to raise production at its six potash mines. Like a few other big fertilizer makers, Nutrien is developing low-carbon ammonia as a fuel. It is one of 15 partners, led by the nonprofit RTI International, working with the US Department of Energy to develop a demonstration facility for low- and zero-carbon ammonia. Nutrien already produces about 1 million metric tons of low-carbon ammonia annually in the US and Canada.

It has been a year of portfolio moves for Lanxess. In February, the German company announced its first big acquisition since it bought the US specialty chemical maker Chemtura in 2017. Lanxess agreed to purchase Emerald Kalama Chemical, the world’s largest producer of benzoic acid, for $1.1 billion from the private equity firm American Securities. The Vancouver, Washington–based company had 2020 sales of $425 million. In January, Lanxess agreed to buy the fungicide specialist Intace and the disinfectant firm Theseo, both based in France. And in June it sold its organic leather chemical business for $93 million—plus potential milestones—to TFL Ledertechnik, a leather chemical specialist.

In a rather bucolic sustainability initiative, Tosoh is using wood from trees pruned at public facilities in Shunan City, Japan, to generate power in its nearby chemical plant. The Japanese company is making the environment a priority in its broader business as well. It plans to spend $90 million to renovate and expand its Tokyo Research Center by 2026. The upgrade will include a building dedicated to advanced organic materials research. And citing heightened environmental regulations, the company says it will end production next year of chlorinated paraffins, which are used as flame retardants and plasticizers.

DIC completed the acquisition of BASF’s pigment business in June for $1.4 billion. The deal was announced in 2019 but took considerable time to make it past antitrust authorities. Indeed, the US Federal Trade Commission forced DIC to sell its pigment plant in Bushy Park, South Carolina, at an $83 million loss. Separately, DIC’s Sun Chemical subsidiary launched a manganese-based curing agent for alkyd coatings and inks. It’s meant to replace toxic cobalt compounds.

* Belle International Holdings Ltd, China’s top footwear retailer by market value, posted a 2.3 percent rise in 2012 profit, its slowest profit growth since 2008, as a weaker economy cut consumer spending and higher wages raised costs.

* GOME Electrical Appliances Holding, backed by private equity firm Bain Capital, posted a 596.6 million yuan loss in 2012, its first yearly loss since listing in 2004, as slower economic growth, rising costs and losses in its e-commerce business took a toll.

* China Rongsheng Heavy Industries Group Holdings Ltd won its first orders to build two jack-up rigs worth more than $360 million in Singapore as it makes further inroads into offshore engineering.

Rongsheng Mobile India Private Limited is an unlisted private company incorporated on 24 November, 2014. It is classified as a private limited company and is located in Kamrup, Assam. It"s authorized share capital is INR 5.10 cr and the total paid-up capital is INR 2.56 cr.

The last reported AGM (Annual General Meeting) of Rongsheng Mobile India Private Limited, per our records, was held on 30 September, 2022. Also, as per our records, its last balance sheet was prepared for the period ending on 31 March, 2022.

The Corporate Identification Number (CIN) of Rongsheng Mobile India Private Limited is U52392AS2014PTC011970. The registered office of Rongsheng Mobile India Private Limited is at 7TH FLOOR, SRI KAMAKHYA TOWER,

This report provides a detailed analysis of the market by geography (APAC, Europe, MEA, North America, and South America), product (closed-circuit SCBA and open-circuit SCBA), and application (firefighting, industrial, and recreational). Also, the report analyzes the market’s competitive landscape and offers information on several market vendors, including3M Co., Avon Rubber Plc, DEZEGA, Drägerwerk AG & Co. KGaA, Honeywell International Inc., Jiaxing Rongsheng Lifesaving Equipment Co. Ltd., MSA Safety Inc., Ocenco Inc., SHIGEMATSU WORKS Co. Ltd., and Spasciani Spa.

Those are all great outcomes for your business (and your revenues). Still, they require your initial investment: you need to pony up the product samples.

Product sampling can provide numerous benefits for your retail store. Let"s look at some of the different ways offering free samples can impact your business.

When someone does something nice for you, it creates an urge for you to do something nice in return. This phenomenon is called reciprocity—exactly what happens when your business offers free samples to customers.

A study around wine tastings conducted by Cornell University professor Miguel Gomez showed customers who enjoyed a tasting were 93% more likely to spend an extra $10 at the winery. They were also highly likely to buy from the business again in the future.

Product sampling isn’t limited to physical retail. Ecommerce brands can incentivize online shoppers by providing a sampler pack for free with any online purchase. A handful of sample-size products can encourage repeat buyers to try something new next time.

Get a sample product into the hands of a potential online customer, too—even if you can’t shrink your product—by giving the full-size product away as a sample for a limited time.

It’s a great way to allow online shoppers to “sample” what you offer via your online store. However, you need to work this into your overall business model to make it feasible and cost-effective—especially if customers fail to return the samples.

How will you measure success?You need a way to track your product sample campaigns and whether or not they helped drive business. That means thinking strategically (and avoiding a shotgun approach to free samples).

We’ve touched on the fact that product samples don’t have to be limited to brick-and-mortar stores. Ecommerce businesses can offer free samples to shoppers, helping them overcome a major challenge of buying online: not being able to interact with the product before paying full price for it.

Some direct-to-consumer brands base their entire business model on this strategy. Monthly subscription boxes by Birchbox and Glossybox contain free miniature versions of popular beauty products. The contents of each box changes monthly so customers are incentivized to keep their subscription.

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