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2026 Global: Bio-Based 1,3-Butanediol Market -Competitive Review (2032) report

Publisher PerryHope Partners
Published Dec 15, 2025
Length 32 Pages
SKU # PHP20693134

Description

The 2026 Global: Bio-Based 1,3-Butanediol Market -Competitive Review (2031) report features the global market size and projected growth/decline data for the period 2021 through 2032. The report primarily provides an examination of the business strategies for the ten largest global companies in the market and how their strategies differ.

Perry/Hope Partners' reports provide the most accurate industry forecasts based on our proprietary economic models. Our forecasts project the product market size nationally and by regions for 2021 to 2032 using regression analysis in our modeling. and Perry/Hope is the only market research publisher that utilizes both longitudinal (historical) and vertical (from market section to market division to market class) analysis, since we study every manufactured product in the countries we analyze. The report also provides written analysis on the market definition, market segments, and SWOT analysis (market strengths, weaknesses, opportunities, and threats).

The market study aims at estimating the market size and the growth potential of this market. Topics analyzed within the report include a detailed breakdown of the global markets for bio-based 1,3-butanediol market by geography and historical trend. The scope of the report extends to sizing of the bio-based 1,3-butanediol market market and global market trends with market data for 2024 as the base year, 2025 and 2026 as the estimate years with projection of CAGR from 2027 to 2032.

The report also features a list of the top ten largest global players in the market. A review of each company includes 1) an estimate of the market share, 2) a listing of the products and/or services in the market, and 3) the features of these products and/or services in the market. The report has a chapter on Comparative Business Strategies for the largest four players. An example of the Comparative Business Strategies analysis would be -- How does Netflix's business strategy to expand its market share in the global online streaming compare to Amazon Prime's business strategy through its video products and services?

The ten market players in this report and a brief synopsis of their participation in the market are:

Genomatica, BASF, Mitsubishi Chemical, DuPont Tate & Lyle, Novamont, Cargill, Toray, Evonik, Arkema, and Corbion are widely cited as ten major companies active in the bio‑based 1,3‑butanediol market due to their technology development, production scale, and strategic partnerships. Genomatica is recognized for pioneering engineered microbial routes to produce bio‑based butanediol and for licensing its technology to industrial partners, enabling commercial plants and off‑take agreements that position it as a leading biotechnology provider in the sector. BASF leverages its global chemical manufacturing footprint and R&D to integrate bio‑based intermediates into existing value chains and to collaborate on scale‑up and application development with downstream users. Mitsubishi Chemical brings petrochemical and specialty chemical expertise plus regional manufacturing capacity, supporting commercialization and supply reliability for bio‑based monomers. DuPont Tate & Lyle combines industrial fermentation experience with polymer and materials markets, reflecting the earlier commercial success of similar bio‑based diols and ongoing partnerships to deliver bio‑sourced intermediates to fiber and resin producers.

Novamont, Cargill (including the Qore joint venture with Helm), and Toray represent companies that have invested in industrial biorefineries and integrated supply chains to produce bio‑butanediol at commercial scale. Novamont opened a dedicated plant in Italy using engineered microbes and has reported substantial CO2 reduction benefits versus fossil routes, illustrating the environmental and local‑integration advantages of industrial biobased production. Cargill’s large corn‑processing assets and fermentation expertise, exemplified by the Iowa facility and partnership with Helm (Qore), have enabled high‑volume output intended for polymer manufacturers such as Lycra and other downstream customers, signaling a shift toward commodity‑scale bio‑butanediol production in North America. Toray, with its polymer and fiber businesses, is strategically important as both a potential buyer and developer of bio‑based intermediates for high‑performance applications in textiles and engineering plastics.

Evonik, Arkema, and Corbion are chemical and biobased specialty players supplying polymers, additives, and sustainable ingredients that facilitate adoption of bio‑based 1,3‑butanediol across personal care, packaging, and specialty polymer markets. Evonik’s specialty materials portfolio and R&D focus on performance additives help tailor bio‑based diols for niche, high‑value applications, while Arkema’s and Corbion’s capabilities in polymer intermediates and sustainable ingredient platforms support formulation and scale‑up for customers seeking lower‑carbon feedstocks. Across these ten firms, common commercial strategies include licensing of fermentation technologies, joint ventures to secure feedstock and processing capacity, and collaborations with polymer and fiber manufacturers to create validated supply chains and application‑specific grades, all of which have been identified repeatedly in market reports and industry articles profiling the global bio‑based 1,3‑butanediol landscape.

Table of Contents

32 Pages
1.0 Scope of Report and Methodology
2.0 Market SWOT Analysis and Players
2.1 Market Definition
2.2 Market Segments
2.3 Market Strengths
2.4 Market Weaknesses
2.5 Market Threats
2.6 Market Opportunities
2.7 Major Players
3.0 Competitive Analysis
3.1 Market Player 1
3.2 Market Player 2
3.3 Market Player 3
3.4 Market Player 4
3.5 Market Player 5
3.6 Market Player 6
3.7 Market Player 7
3.8 Market Player 8
3.9 Market Player 9
3.10 Market Player 10
4.0 Comparative Business Strategies
4.1 Comparative Business Strategies of Player 1 and 2
4.2 Comparative Business Strategies of Player 1 and 3
4.3 Comparative Business Strategies of Player 1 and 4
4.4 Comparative Business Strategies of Player 2 and 3
4.5 Comparative Business Strategies of Player 2 and 4
4.6 Comparative Business Strategies of Player 3 and 4
5.0 Appendix

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