Global Agricultural Pheromone Market Analysis and Strategic Outlook 2026-2031

By: HDIN Research Published: 2026-02-28 Pages: 149
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AGRICULTURAL PHEROMONE MARKET SUMMARY

1. PRODUCT AND INDUSTRY INTRODUCTION
The global agricultural ecosystem is currently undergoing a profound transformation, shifting away from a heavy reliance on conventional broad-spectrum agrochemicals toward highly targeted, sustainable biological solutions. At the forefront of this transition is the agricultural pheromone market. Pheromones are natural, volatile signaling compounds utilized by insects for intraspecies communication. In an agricultural context, synthetically replicated pheromones are deployed to manipulate pest behavior, effectively mitigating crop damage without the ecological collateral damage associated with traditional synthetic insecticides.
Because they are fundamentally non-toxic and highly species-specific, agricultural pheromones pose zero threat to non-target organisms. This specificity is a critical value proposition, as it preserves the diversity and abundance of beneficial insects and natural pollinators, which are essential for overall soil and crop health. The primary utility of pheromones within an Integrated Pest Management (IPM) program lies in their preventative mode of action. Rather than focusing purely on the lethal elimination of an already established pest population, pheromones are utilized to disrupt the reproductive cycle or to monitor population thresholds before an infestation reaches economically damaging levels.
From a scientific standpoint, over 2,000 insect pheromones and their biological analogs have been identified globally. Of these, more than 1,000 have been successfully synthesized in laboratory environments, and over 600 have reached commercialization. This robust pipeline of active ingredients highlights the immense technical progress within the biocontrol sector. Historically constrained by high synthesis costs and complex deployment logistics, agricultural pheromones were largely relegated to high-value specialty crops such as orchard fruits and viticulture. However, advanced synthesis technologies, novel formulation techniques, and shifting regulatory frameworks are rapidly democratizing these solutions, facilitating their entry into broad-acre row crops.
Market dynamics indicate a highly robust growth trajectory. The global agricultural pheromone market size is projected to reach an estimated valuation in the range of 1.8 billion USD to 3.2 billion USD by the year 2026. Furthermore, driven by intensifying regulatory pressures on conventional pesticides and a global mandate for sustainable farming practices, the sector is anticipated to expand at a Compound Annual Growth Rate (CAGR) ranging from 5.5 percent to 9.5 percent through the year 2031.

2. REGIONAL MARKET ANALYSIS
The adoption and integration of agricultural pheromones vary significantly across global geographies, driven by distinct regulatory landscapes, crop profiles, and technological maturity levels.
● NORTH AMERICA
North America currently represents the largest market for agricultural pheromones globally. The region's dominance is underpinned by highly progressive regulatory frameworks, particularly in the United States, where environmental protection agencies offer expedited registration pathways for biochemical pesticides. The market here is characterized by extensive adoption in high-value specialty crops, particularly in regions like California and the Pacific Northwest, where mating disruption techniques are standard practice in the cultivation of apples, grapes, and tree nuts. Furthermore, the North American market is spearheading the transition of pheromone applications into extensive row crops, such as corn and soybeans, driven by the increasing incidence of pest resistance to conventional insecticidal traits and chemical sprays. The regional growth rate is expected to remain robust, tracking near the upper boundary of the global 5.5 to 9.5 percent CAGR estimate, fueled by massive investments in agricultural technology.
● EUROPE
Europe stands as the second-largest market for agricultural pheromones. The strategic driver in this region is unequivocally regulatory. Comprehensive geopolitical initiatives aimed at reducing the environmental footprint of agriculture mandate a drastic reduction in the use of chemical pesticides. Consequently, older, more toxic active ingredients are being systematically removed from the market, creating a functional vacuum that biological solutions must fill. Southern European nations, including Spain, Italy, and France, are massive consumers of pheromone products for vineyard and orchard protection. Furthermore, stringent Maximum Residue Limit (MRL) enforcement by European food retailers compels growers to utilize non-toxic pest control methods, particularly as crops approach the harvest window.
● SOUTH AMERICA
Ranking as the third-largest market globally, South America exhibits immense latent potential and is currently one of the fastest-growing regions for biocontrol adoption. Dominated by the agricultural powerhouses of Brazil and Argentina, the region is characterized by massive, consolidated farming operations focused on export-oriented row crops like soybeans, corn, and cotton. The tropical and subtropical climates facilitate multi-generational pest cycles, leading to unprecedented pest pressure from species such as the fall armyworm. The rapid adoption of agricultural pheromones in South America is driven by the urgent need to combat widespread insect resistance to chemical active ingredients. The sheer scale of the farming operations here dictates a strong preference for sprayable pheromone formulations that can be integrated into existing mechanized or aerial application infrastructures.
● ASIA-PACIFIC
The Asia-Pacific region represents the fourth-largest market. This geography is highly fragmented, featuring a dichotomy between advanced, mature agricultural economies and massive, developing agrarian societies. Mature markets such as Japan, Australia, and Taiwan, China have long been pioneers in the research and application of mating disruption technologies, particularly for specialty fruits and vegetables. In contrast, emerging economies within the region are primarily utilizing pheromones for detection and monitoring purposes. However, increasing governmental subsidies for green agriculture, coupled with a rising middle class demanding residue-free food, are catalyzing a transition toward mass trapping and mating disruption. The application of pheromones against fruit flies, tea pests, and vegetable borers is seeing significant commercial traction across the broader region.
● MIDDLE EAST AND AFRICA
Currently the fifth-largest market, the Middle East and Africa represent a nascent but highly strategic growth frontier. Agricultural production in key hubs, such as South African citrus or North African and Middle Eastern date and vegetable operations, is heavily oriented toward export to European markets. To comply with European MRLs, growers are increasingly incorporating pheromones into their pest management regimens. Additionally, localized government tenders for the management of highly destructive regional pests, such as the desert locust or specific palm weevils, provide substantial, albeit sporadic, market volume for pheromone manufacturers.

3. SEGMENTATION ANALYSIS BY TYPE
The agricultural pheromone market is technologically segmented by the physical delivery mechanisms used to deploy the active ingredients into the field environment.
● DISPENSERS AND EMITTERS
This segment currently commands a massive share of the overall market valuation. Dispensers and emitters are primarily utilized for mating disruption and rely on passive release technologies. These products range from simple hand-tied polymer tubes and ties to sophisticated aerosol emitters that release pheromones at pre-programmed intervals. The primary advantage of this segment is the longevity of the release profile, often providing season-long protection with a single application. However, the labor-intensive nature of hand-applying dispensers across hundreds of hectares has historically limited their use to high-margin specialty crops. Innovation in this space is heavily focused on biodegradable materials to eliminate the need for post-season retrieval, as well as mechanical application systems designed to reduce labor costs.
● SPRAYABLE FORMULATIONS
Sprayable pheromones represent the most dynamic growth segment within the industry. By encapsulating volatile pheromone compounds within specialized microscopic polymer or wax matrices, manufacturers have successfully created formulations that can be applied using standard agricultural spraying equipment. This technological breakthrough effectively bridges the gap between biological efficacy and conventional agronomic practices. Sprayable formulations allow growers to tank-mix pheromones with other foliar applications, drastically reducing application costs and enabling viable area-wide deployment across massive row crop acreage. Development in this segment is focused on extending the field stability and UV resistance of the microcapsules to prolong the duration of efficacy.
● MONITORING AND TRAP LURES
While typically representing lower per-unit revenue compared to mating disruption systems, monitoring lures are the foundational bedrock of Integrated Pest Management. These products utilize highly potent pheromone doses infused into rubber septa or specialized matrices, which are then placed within physical traps. They serve as the primary diagnostic tool for agronomists to detect pest emergence, track population density over time, and determine the precise optimal timing for supplementary interventions. The continuous global expansion of IPM protocols guarantees steady, recurring demand for monitoring lures across virtually all commercial crop types.

4. SEGMENTATION ANALYSIS BY APPLICATION
The strategic deployment of agricultural pheromones falls into three primary operational categories, each addressing different phases of pest population dynamics.
● DETECTION AND MONITORING
As previously noted, monitoring is an essential, high-penetration application. Because pheromones are incredibly sensitive and species-specific, a trap baited with a sex pheromone will attract target insects even when field populations are extremely low. This allows growers to map pest dynamics accurately, moving away from calendar-based prophylactic chemical spraying toward data-driven, localized interventions. This application is universally endorsed by global plant protection experts and is heavily utilized by local agricultural extension officers for regional quarantine and pest tracking initiatives.
● MASS TRAPPING
Mass trapping utilizes the same underlying biological principles as monitoring but scales the deployment density to exert a direct suppressive effect on the pest population. By saturating a field or enclosed environment (such as a greenhouse) with a high volume of attractive traps, a statistically significant portion of the adult insect population is physically captured and removed from the reproductive pool. Mass trapping is particularly effective in enclosed environments, in organic farming systems where chemical options are prohibited, or against specific pest types where mating disruption is technologically or economically unfeasible.
● MATING DISRUPTION
Mating disruption is the commercial engine driving the high-value expansion of the agricultural pheromone market. This technique involves permeating the crop canopy with a massive synthetic concentration of female sex pheromones. The ambient air becomes so saturated with the chemical signal that male insects are rendered incapable of orienting toward and locating actual females. This sensory overload leads to a catastrophic failure of the pest mating cycle, resulting in unfertilized eggs and a dramatic collapse of the subsequent larval generation. Mating disruption is the ultimate preventative tool. It is highly effective but requires area-wide application; treating small, isolated blocks is often ineffective as mated females from adjacent untreated areas can migrate into the protected zone. The economic viability of mating disruption is accelerating rapidly as manufacturing scale reduces the cost of active ingredient synthesis.

5. SUPPLY CHAIN AND VALUE CHAIN ANALYSIS
The agricultural pheromone value chain is highly specialized, characterized by immense technological barriers to entry at the upstream level and complex educational requirements at the downstream level.
● RESEARCH, DEVELOPMENT, AND ACTIVE INGREDIENT SYNTHESIS
The genesis of the value chain is deeply rooted in entomological research and advanced organic chemistry. Identifying the exact molecular structure of a species-specific pheromone—often a complex blend of multiple isomers—requires highly sophisticated analytical equipment. Once identified, the commercial bottleneck has historically been the chemical synthesis of these complex molecules at an industrial scale. The synthesis processes are often multi-step, requiring precise stereochemistry, which results in high costs for the active ingredient. Recent innovations involving synthetic biology, yeast fermentation, and novel green chemistry pathways are actively dismantling these cost barriers, radically altering the economics of the entire supply chain.
● FORMULATION AND MANUFACTURING
Synthesized pheromones are inherently highly volatile and degrade rapidly when exposed to environmental factors such as UV light and temperature fluctuations. Therefore, specialized formulation is a critical value-adding step. Manufacturers must engineer advanced controlled-release matrices—such as microcapsules, polymer membranes, or solid matrices—that dictate the specific diffusion kinetics required for field efficacy. The intellectual property within the pheromone industry is often concentrated just as heavily in these formulation delivery systems as in the synthesis of the active ingredients themselves.
● DISTRIBUTION AND AGRONOMIC ADVISORY
Pheromones are not simple drop-in replacements for chemical knockdown insecticides. Their successful integration requires a paradigm shift in farm management. Consequently, the distribution network heavily relies on specialized agricultural retailers, pest control advisors, and agronomic consultants. These intermediaries serve as crucial educational vectors, instructing growers on proper deployment timing, spatial distribution of dispensers, and trap data interpretation. The reliance on highly technical sales channels means that market penetration relies heavily on building localized trust and demonstrating multi-season Return on Investment (ROI).
● END-USERS
The ultimate consumers are commercial growers and corporate farming enterprises. Their adoption behavior is driven by varying combinations of regulatory compliance requirements, pest resistance mitigation, premium pricing opportunities for zero-residue produce, and overall yield protection economics.

6. COMPETITIVE LANDSCAPE AND COMPANY PROFILES
The competitive ecosystem is highly dynamic, characterized by a convergence of traditional agrochemical giants, specialized biocontrol pure-plays, and niche regional innovators.
● DIVERSIFIED AGROCHEMICAL CORPORATIONS
Entities such as Bayer, BASF, and FMC are strategically expanding their footprint in the pheromone sector to future-proof their crop protection portfolios against regulatory phase-outs of traditional chemicals. These players possess unparalleled global distribution networks and vast agronomic data resources. Their strategy largely involves acquiring specialized biological companies or entering into exclusive distribution and co-development partnerships. By integrating pheromones into broader crop protection programs, they offer growers a holistic pest management package that balances chemical knockdown power with biological sustainability.
● PHEROMONE AND BIOLOGICAL SPECIALISTS
Companies such as Provivi, M2i Group, Suterra, and Pacific Biocontrol Corporation (PBC) represent the vanguard of pheromone-specific innovation.
- Provivi is highly notable for its strategic focus on revolutionizing the synthesis process. By leveraging novel, low-cost chemical pathways, they aim to drastically reduce the price per hectare of mating disruption, actively targeting broad-acre row crops.
- M2i Group excels in advanced formulation technologies, particularly in sustainable, biodegradable delivery systems and sprayable microencapsulation.
- Suterra and Pacific Biocontrol Corporation (PBC) are deeply entrenched market leaders with decades of proven commercial efficacy in mating disruption, offering comprehensive portfolios of dispensers, aerosols, and sprayables widely trusted by high-value specialty crop growers globally.
● INTEGRATED BIOCONTROL PROVIDERS
Firms like Koppert, Biobest, Bioline Agrosciences, and Russell IPM view pheromones as one component of a broader biological control ecosystem. These companies are global leaders in IPM, often pairing pheromone monitoring and mass trapping solutions with the deployment of macro-biologicals (such as predatory mites and beneficial nematodes). Their expertise is highly valued in greenhouse agriculture and intensive horticulture, where synergistic biological programs are the industry standard.
● SPECIALIZED LURE, TRAP, AND REGIONAL MANUFACTURERS
A critical tier of the market is composed of companies dedicated to the precision engineering of traps and diagnostic lures, alongside regional champions catering to localized agricultural needs.
- Trécé Inc., Insects Limited, and Pherobank are globally recognized authorities in pest monitoring. They provide highly refined lure technologies and trap designs that form the diagnostic backbone for entomologists and agronomists worldwide.
- Ashland provides critical specialty materials and polymer technologies that are essential for the controlled release formulations utilized by downstream manufacturers.
- Isagro, Novagrica, and Scyll'Agro maintain strong presences in the European and Mediterranean markets, leveraging deep regional agronomic knowledge to provide tailored IPM solutions for regional pest complexes.
- Key Asia-Pacific regional players include Pherobio Technology Co. Ltd., Yangling XiangLin Agricultural and Biotechnology Science Co Ltd, Ningbo Niukang Biological Technology Co. Ltd., and Shenzhen Bioglobal Agricultural Science Co. Ltd. These companies are instrumental in addressing the unique pest pressures of the Asian market, driving the democratization of pheromone technology through competitive manufacturing economics and strong alignment with regional government sustainability mandates.

7. STRATEGIC OPPORTUNITIES AND CHALLENGES
● OPPORTUNITIES
The preeminent strategic opportunity within the agricultural pheromone market is the transition from high-margin specialty crops to immense broad-acre row crops (corn, soybeans, cotton, rice). As synthetic biology and advanced chemistry drastically lower the manufacturing cost of active ingredients, mating disruption is becoming economically viable on a massive scale. Furthermore, the global regulatory environment presents an immense structural tailwind. As governmental bodies systematically revoke the licenses of neurotoxic and endocrine-disrupting chemical insecticides, agronomists are forced to adopt biological alternatives, guaranteeing a captive and expanding customer base. Additionally, the increasing digitization of agriculture provides synergistic opportunities; integrating pheromone trap data with artificial intelligence, remote sensing, and precision agriculture platforms will enable highly optimized, predictive pest management systems.
● CHALLENGES
Despite the highly favorable macro-environment, the industry faces structural hurdles. The fundamental advantage of pheromones—their extreme species specificity—is simultaneously a commercial challenge. A single pheromone product targets only a single pest species. In agricultural environments plagued by a complex of multiple differing pests, growers may still be forced to apply broad-spectrum chemicals to protect the crop, potentially neutralizing the economic justification for the initial pheromone investment. Additionally, the initial upfront cost of mating disruption programs can be higher than conventional chemical programs, necessitating extensive grower education to communicate the long-term ROI derived from improved crop quality, preservation of beneficial insects, and the prevention of secondary pest outbreaks. Finally, widespread adoption requires area-wide management protocols; coordinating deployment across multiple adjacent independent farms presents significant logistical and sociological challenges.
Chapter 1 Report Overview
1.1 Study Scope......1
1.2 Research Methodology......2
1.2.1 Data Sources......2
1.2.2 Assumptions......4
1.3 Abbreviations and Acronyms......5
Chapter 2 Executive Summary
2.1 Global Agricultural Pheromone Market Size (2021-2031)......6
2.2 Regional Market Snapshot......7
2.3 Segment Market Snapshot......8
Chapter 3 Agricultural Pheromone Industry and Value Chain Analysis
3.1 Industry Value Chain......9
3.2 Raw Material Suppliers......10
3.3 Manufacturing and Synthesis Processes......11
3.4 Distribution and Downstream Application Channels......12
3.5 Global Patent Landscape for Agricultural Pheromones......13
Chapter 4 Global Agricultural Pheromone Market by Type
4.1 Dispensers/Emitters......15
4.1.1 Historical Market Size and Forecast (2021-2031)......16
4.2 Sprayable Formulation......17
4.2.1 Historical Market Size and Forecast (2021-2031)......18
4.3 Monitoring/Trap Lures......19
4.3.1 Historical Market Size and Forecast (2021-2031)......20
Chapter 5 Global Agricultural Pheromone Market by Application
5.1 Detection & Monitoring......21
5.1.1 Historical Market Size and Forecast (2021-2031)......22
5.2 Mass Trapping......23
5.2.1 Historical Market Size and Forecast (2021-2031)......24
5.3 Mating Disruption......25
5.3.1 Historical Market Size and Forecast (2021-2031)......26
Chapter 6 Global Agricultural Pheromone Market by Region
6.1 Global Market Size and Share by Region (2021-2031)......27
6.2 Market Dynamics by Region......29
Chapter 7 North America Agricultural Pheromone Market Analysis
7.1 Market Size and Forecast (2021-2031)......31
7.2 Market Size by Type......32
7.3 Market Size by Application......33
7.4 Key Countries Market Size......34
7.4.1 United States......34
7.4.2 Canada......35
7.4.3 Mexico......35
Chapter 8 Europe Agricultural Pheromone Market Analysis
8.1 Market Size and Forecast (2021-2031)......36
8.2 Market Size by Type......37
8.3 Market Size by Application......38
8.4 Key Countries Market Size......39
8.4.1 Germany......39
8.4.2 France......40
8.4.3 United Kingdom......40
8.4.4 Italy......41
8.4.5 Spain......41
Chapter 9 Asia-Pacific Agricultural Pheromone Market Analysis
9.1 Market Size and Forecast (2021-2031)......42
9.2 Market Size by Type......43
9.3 Market Size by Application......44
9.4 Key Countries/Regions Market Size......45
9.4.1 China......45
9.4.2 Japan......46
9.4.3 India......46
9.4.4 Taiwan (China)......46
9.4.5 Southeast Asia......46
Chapter 10 Latin America Agricultural Pheromone Market Analysis
10.1 Market Size and Forecast (2021-2031)......47
10.2 Market Size by Type......48
10.3 Market Size by Application......49
10.4 Key Countries Market Size......50
10.4.1 Brazil......50
10.4.2 Argentina......50
Chapter 11 Middle East & Africa Agricultural Pheromone Market Analysis
11.1 Market Size and Forecast (2021-2031)......51
11.2 Market Size by Type......52
11.3 Market Size by Application......53
11.4 Key Countries Market Size......54
11.4.1 South Africa......54
11.4.2 Egypt......54
Chapter 12 Competitive Landscape
12.1 Global Agricultural Pheromone Market Concentration Ratio......55
12.2 Key Player Market Share Analysis (2025-2026)......56
12.3 Strategic Initiatives (M&A, Partnerships, Expansions)......58
Chapter 13 Key Company Profiles
13.1 Bayer......60
13.1.1 Corporate Overview......60
13.1.2 SWOT Analysis......61
13.1.3 Bayer Agricultural Pheromone Operational Data......62
13.1.4 R&D Investments and Technological Advancements......63
13.1.5 Marketing and Distribution Strategy......63
13.2 BASF......64
13.2.1 Corporate Overview......64
13.2.2 SWOT Analysis......65
13.2.3 BASF Agricultural Pheromone Operational Data......66
13.2.4 R&D Investments and Technological Advancements......67
13.2.5 Marketing and Distribution Strategy......67
13.3 FMC......68
13.3.1 Corporate Overview......68
13.3.2 SWOT Analysis......68
13.3.3 FMC Agricultural Pheromone Operational Data......69
13.3.4 R&D Investments and Technological Advancements......70
13.3.5 Marketing and Distribution Strategy......70
13.4 M2i Group......71
13.4.1 Corporate Overview......71
13.4.2 SWOT Analysis......72
13.4.3 M2i Group Agricultural Pheromone Operational Data......73
13.4.4 R&D Investments and Technological Advancements......74
13.4.5 Marketing and Distribution Strategy......74
13.5 Provivi......75
13.5.1 Corporate Overview......75
13.5.2 SWOT Analysis......75
13.5.3 Provivi Agricultural Pheromone Operational Data......76
13.5.4 R&D Investments and Technological Advancements......77
13.5.5 Marketing and Distribution Strategy......77
13.6 Ashland......78
13.6.1 Corporate Overview......78
13.6.2 SWOT Analysis......78
13.6.3 Ashland Agricultural Pheromone Operational Data......79
13.6.4 R&D Investments and Technological Advancements......80
13.6.5 Marketing and Distribution Strategy......80
13.7 Koppert......81
13.7.1 Corporate Overview......81
13.7.2 SWOT Analysis......82
13.7.3 Koppert Agricultural Pheromone Operational Data......83
13.7.4 R&D Investments and Technological Advancements......84
13.7.5 Marketing and Distribution Strategy......84
13.8 Isagro......85
13.8.1 Corporate Overview......85
13.8.2 SWOT Analysis......85
13.8.3 Isagro Agricultural Pheromone Operational Data......86
13.8.4 R&D Investments and Technological Advancements......87
13.8.5 Marketing and Distribution Strategy......87
13.9 Pacific Biocontrol Corporation (PBC)......88
13.9.1 Corporate Overview......88
13.9.2 SWOT Analysis......89
13.9.3 Pacific Biocontrol Corporation (PBC) Agricultural Pheromone Operational Data......90
13.9.4 R&D Investments and Technological Advancements......91
13.9.5 Marketing and Distribution Strategy......91
13.10 Pherobank......92
13.10.1 Corporate Overview......92
13.10.2 SWOT Analysis......93
13.10.3 Pherobank Agricultural Pheromone Operational Data......94
13.10.4 R&D Investments and Technological Advancements......95
13.10.5 Marketing and Distribution Strategy......95
13.11 Scyll'Agro......96
13.11.1 Corporate Overview......96
13.11.2 SWOT Analysis......96
13.11.3 Scyll'Agro Agricultural Pheromone Operational Data......97
13.11.4 R&D Investments and Technological Advancements......98
13.11.5 Marketing and Distribution Strategy......98
13.12 Bioline Agrosciences......99
13.12.1 Corporate Overview......99
13.12.2 SWOT Analysis......100
13.12.3 Bioline Agrosciences Agricultural Pheromone Operational Data......101
13.12.4 R&D Investments and Technological Advancements......102
13.12.5 Marketing and Distribution Strategy......102
13.13 Novagrica......103
13.13.1 Corporate Overview......103
13.13.2 SWOT Analysis......103
13.13.3 Novagrica Agricultural Pheromone Operational Data......104
13.13.4 R&D Investments and Technological Advancements......105
13.13.5 Marketing and Distribution Strategy......105
13.14 Trécé Inc.......106
13.14.1 Corporate Overview......106
13.14.2 SWOT Analysis......107
13.14.3 Trécé Inc. Agricultural Pheromone Operational Data......108
13.14.4 R&D Investments and Technological Advancements......109
13.14.5 Marketing and Distribution Strategy......109
13.15 Biobest......110
13.15.1 Corporate Overview......110
13.15.2 SWOT Analysis......111
13.15.3 Biobest Agricultural Pheromone Operational Data......112
13.15.4 R&D Investments and Technological Advancements......113
13.15.5 Marketing and Distribution Strategy......113
13.16 Suterra......114
13.16.1 Corporate Overview......114
13.16.2 SWOT Analysis......115
13.16.3 Suterra Agricultural Pheromone Operational Data......116
13.16.4 R&D Investments and Technological Advancements......117
13.16.5 Marketing and Distribution Strategy......117
13.17 Russell IPM......118
13.17.1 Corporate Overview......118
13.17.2 SWOT Analysis......119
13.17.3 Russell IPM Agricultural Pheromone Operational Data......120
13.17.4 R&D Investments and Technological Advancements......121
13.17.5 Marketing and Distribution Strategy......122
13.18 Insects Limited......123
13.18.1 Corporate Overview......123
13.18.2 SWOT Analysis......123
13.18.3 Insects Limited Agricultural Pheromone Operational Data......124
13.18.4 R&D Investments and Technological Advancements......125
13.18.5 Marketing and Distribution Strategy......125
13.19 Pherobio Technology Co. Ltd.......126
13.19.1 Corporate Overview......126
13.19.2 SWOT Analysis......127
13.19.3 Pherobio Technology Co. Ltd. Agricultural Pheromone Operational Data......128
13.19.4 R&D Investments and Technological Advancements......129
13.19.5 Marketing and Distribution Strategy......129
13.20 Yangling XiangLin Agricultural and Biotechnology Science Co Ltd......130
13.20.1 Corporate Overview......130
13.20.2 SWOT Analysis......131
13.20.3 Yangling XiangLin Agricultural and Biotechnology Science Co Ltd Agricultural Pheromone Operational Data......132
13.20.4 R&D Investments and Technological Advancements......133
13.20.5 Marketing and Distribution Strategy......133
13.21 Ningbo Niukang Biological Technology Co. Ltd.......134
13.21.1 Corporate Overview......134
13.21.2 SWOT Analysis......135
13.21.3 Ningbo Niukang Biological Technology Co. Ltd. Agricultural Pheromone Operational Data......136
13.21.4 R&D Investments and Technological Advancements......137
13.21.5 Marketing and Distribution Strategy......137
13.22 Shenzhen Bioglobal Agricultural Science Co. Ltd.......138
13.22.1 Corporate Overview......138
13.22.2 SWOT Analysis......139
13.22.3 Shenzhen Bioglobal Agricultural Science Co. Ltd. Agricultural Pheromone Operational Data......140
13.22.4 R&D Investments and Technological Advancements......141
13.22.5 Marketing and Distribution Strategy......142
Chapter 14 Market Dynamics and Future Trends
14.1 Industry Drivers......143
14.2 Industry Restraints and Challenges......145
14.3 Emerging Opportunities......147
14.4 Regulatory Framework and Policy Analysis......149
Table 1 Global Agricultural Pheromone Market Size by Type (2021-2031)......15
Table 2 Global Agricultural Pheromone Market Size by Application (2021-2031)......21
Table 3 Global Agricultural Pheromone Market Size by Region (2021-2031)......27
Table 4 North America Agricultural Pheromone Market Size by Type (2021-2031)......32
Table 5 North America Agricultural Pheromone Market Size by Application (2021-2031)......33
Table 6 Europe Agricultural Pheromone Market Size by Type (2021-2031)......37
Table 7 Europe Agricultural Pheromone Market Size by Application (2021-2031)......38
Table 8 Asia-Pacific Agricultural Pheromone Market Size by Type (2021-2031)......43
Table 9 Asia-Pacific Agricultural Pheromone Market Size by Application (2021-2031)......44
Table 10 Latin America Agricultural Pheromone Market Size by Type (2021-2031)......48
Table 11 Latin America Agricultural Pheromone Market Size by Application (2021-2031)......49
Table 12 Middle East & Africa Agricultural Pheromone Market Size by Type (2021-2031)......52
Table 13 Middle East & Africa Agricultural Pheromone Market Size by Application (2021-2031)......53
Table 14 Global Agricultural Pheromone Market Concentration Ratio......55
Table 15 Key Player Market Share Analysis (2025-2026)......56
Table 16 Bayer Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......62
Table 17 BASF Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......66
Table 18 FMC Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......69
Table 19 M2i Group Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......73
Table 20 Provivi Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......76
Table 21 Ashland Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......79
Table 22 Koppert Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......83
Table 23 Isagro Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......86
Table 24 Pacific Biocontrol Corporation (PBC) Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......90
Table 25 Pherobank Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......94
Table 26 Scyll'Agro Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......97
Table 27 Bioline Agrosciences Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......101
Table 28 Novagrica Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......104
Table 29 Trécé Inc. Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......108
Table 30 Biobest Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......112
Table 31 Suterra Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......116
Table 32 Russell IPM Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......120
Table 33 Insects Limited Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......124
Table 34 Pherobio Technology Co. Ltd. Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......128
Table 35 Yangling XiangLin Agricultural and Biotechnology Science Co Ltd Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......132
Table 36 Ningbo Niukang Biological Technology Co. Ltd. Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......136
Table 37 Shenzhen Bioglobal Agricultural Science Co. Ltd. Agricultural Pheromone Revenue, Cost and Gross Profit Margin (2021-2026)......140
Figure 1 Agricultural Pheromone Industry Value Chain......9
Figure 2 Agricultural Pheromone Manufacturing and Synthesis Processes......11
Figure 3 Global Patent Landscape for Agricultural Pheromones......13
Figure 4 Global Agricultural Pheromone Market Share by Type (2026)......16
Figure 5 Global Agricultural Pheromone Market Share by Application (2026)......22
Figure 6 Global Agricultural Pheromone Market Share by Region (2026)......28
Figure 7 North America Agricultural Pheromone Market Share by Country (2026)......34
Figure 8 Europe Agricultural Pheromone Market Share by Country (2026)......39
Figure 9 Asia-Pacific Agricultural Pheromone Market Share by Country/Region (2026)......45
Figure 10 Latin America Agricultural Pheromone Market Share by Country (2026)......50
Figure 11 Middle East & Africa Agricultural Pheromone Market Share by Country (2026)......54
Figure 12 Bayer Agricultural Pheromone Market Share (2021-2026)......62
Figure 13 BASF Agricultural Pheromone Market Share (2021-2026)......66
Figure 14 FMC Agricultural Pheromone Market Share (2021-2026)......69
Figure 15 M2i Group Agricultural Pheromone Market Share (2021-2026)......73
Figure 16 Provivi Agricultural Pheromone Market Share (2021-2026)......76
Figure 17 Ashland Agricultural Pheromone Market Share (2021-2026)......79
Figure 18 Koppert Agricultural Pheromone Market Share (2021-2026)......83
Figure 19 Isagro Agricultural Pheromone Market Share (2021-2026)......86
Figure 20 Pacific Biocontrol Corporation (PBC) Agricultural Pheromone Market Share (2021-2026)......90
Figure 21 Pherobank Agricultural Pheromone Market Share (2021-2026)......94
Figure 22 Scyll'Agro Agricultural Pheromone Market Share (2021-2026)......97
Figure 23 Bioline Agrosciences Agricultural Pheromone Market Share (2021-2026)......101
Figure 24 Novagrica Agricultural Pheromone Market Share (2021-2026)......104
Figure 25 Trécé Inc. Agricultural Pheromone Market Share (2021-2026)......108
Figure 26 Biobest Agricultural Pheromone Market Share (2021-2026)......112
Figure 27 Suterra Agricultural Pheromone Market Share (2021-2026)......116
Figure 28 Russell IPM Agricultural Pheromone Market Share (2021-2026)......120
Figure 29 Insects Limited Agricultural Pheromone Market Share (2021-2026)......124
Figure 30 Pherobio Technology Co. Ltd. Agricultural Pheromone Market Share (2021-2026)......128
Figure 31 Yangling XiangLin Agricultural and Biotechnology Science Co Ltd Agricultural Pheromone Market Share (2021-2026)......132
Figure 32 Ningbo Niukang Biological Technology Co. Ltd. Agricultural Pheromone Market Share (2021-2026)......136
Figure 33 Shenzhen Bioglobal Agricultural Science Co. Ltd. Agricultural Pheromone Market Share (2021-2026)......140

Research Methodology

  • Market Estimated Methodology:

    Bottom-up & top-down approach, supply & demand approach are the most important method which is used by HDIN Research to estimate the market size.

1)Top-down & Bottom-up Approach

Top-down approach uses a general market size figure and determines the percentage that the objective market represents.

Bottom-up approach size the objective market by collecting the sub-segment information.

2)Supply & Demand Approach

Supply approach is based on assessments of the size of each competitor supplying the objective market.

Demand approach combine end-user data within a market to estimate the objective market size. It is sometimes referred to as bottom-up approach.

  • Forecasting Methodology
  • Numerous factors impacting the market trend are considered for forecast model:
  • New technology and application in the future;
  • New project planned/under contraction;
  • Global and regional underlying economic growth;
  • Threatens of substitute products;
  • Industry expert opinion;
  • Policy and Society implication.
  • Analysis Tools

1)PEST Analysis

PEST Analysis is a simple and widely used tool that helps our client analyze the Political, Economic, Socio-Cultural, and Technological changes in their business environment.

  • Benefits of a PEST analysis:
  • It helps you to spot business opportunities, and it gives you advanced warning of significant threats.
  • It reveals the direction of change within your business environment. This helps you shape what you’re doing, so that you work with change, rather than against it.
  • It helps you avoid starting projects that are likely to fail, for reasons beyond your control.
  • It can help you break free of unconscious assumptions when you enter a new country, region, or market; because it helps you develop an objective view of this new environment.

2)Porter’s Five Force Model Analysis

The Porter’s Five Force Model is a tool that can be used to analyze the opportunities and overall competitive advantage. The five forces that can assist in determining the competitive intensity and potential attractiveness within a specific area.

  • Threat of New Entrants: Profitable industries that yield high returns will attract new firms.
  • Threat of Substitutes: A substitute product uses a different technology to try to solve the same economic need.
  • Bargaining Power of Customers: the ability of customers to put the firm under pressure, which also affects the customer's sensitivity to price changes.
  • Bargaining Power of Suppliers: Suppliers of raw materials, components, labor, and services (such as expertise) to the firm can be a source of power over the firm when there are few substitutes.
  • Competitive Rivalry: For most industries the intensity of competitive rivalry is the major determinant of the competitiveness of the industry.

3)Value Chain Analysis

Value chain analysis is a tool to identify activities, within and around the firm and relating these activities to an assessment of competitive strength. Value chain can be analyzed by primary activities and supportive activities. Primary activities include: inbound logistics, operations, outbound logistics, marketing & sales, service. Support activities include: technology development, human resource management, management, finance, legal, planning.

4)SWOT Analysis

SWOT analysis is a tool used to evaluate a company's competitive position by identifying its strengths, weaknesses, opportunities and threats. The strengths and weakness is the inner factor; the opportunities and threats are the external factor. By analyzing the inner and external factors, the analysis can provide the detail information of the position of a player and the characteristics of the industry.

  • Strengths describe what the player excels at and separates it from the competition
  • Weaknesses stop the player from performing at its optimum level.
  • Opportunities refer to favorable external factors that the player can use to give it a competitive advantage.
  • Threats refer to factors that have the potential to harm the player.
  • Data Sources
Primary Sources Secondary Sources
Face to face/Phone Interviews with market participants, such as:
Manufactures;
Distributors;
End-users;
Experts.
Online Survey
Government/International Organization Data:
Annual Report/Presentation/Fact Book
Internet Source Information
Industry Association Data
Free/Purchased Database
Market Research Report
Book/Journal/News

Why HDIN Research.com?

More options to meet your budget: you can choose Multi-user report, customized report even only specific data you need

 

Plenty of third-party databases and owned databases support

 

Accurate market information supported by Top Fortune 500 Organizations

 

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