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The Global Cardboard Edge Protectors Market is Expected to Reach $2,915 Million by 2025




A report generated from an intelligent assessment tool showed that the global cardboard edge protectors market is expected to reach $2915 million by the end of 2025. The report comes out of porter’s five forces and PESTLE analysis to make you aware of the cardboard designing business with critical information and comparative data about the global cardboard edge protector market. It is also providing a deep analysis of the vendors’ status to present a complete forecast of the current and future landscape of the global market. Analysts who have made the report have used the latest primary and secondary research techniques and tools to prepare a genuine global research report of cardboard edge protectors.

Cardboard edge protectors are extra strengthening material for cardboard boxes that are primarily designed to protect, stabilize and reinforce palletized load during loading and uploading process of boxes. There are many types of cardboard edge protectors available in the market and the global market is mainly segmented into L Type, U Type, and others. L type protectors are mostly used due to the universal square shape of the cardboard boxes. The L type protectors took 67.62% market share in 2018 in different applications including food and beverage, that held a market share of 24.89% in 2018.

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The analysts studied several company profiles operating in the global cardboard edge protectors market. The report evaluates the financial outlooks of the companies including their research and development statuses. In addition, their expansion strategies for the upcoming years are also examined by the analysts to make the report of the global market. The analysts have also provided a detailed list of the strategic initiatives that were used by the Cardboard Edge protectors participants in the past few years to survive the competition.

The report divided the global cardboard edge protectors market into two segment, angular edge protectors and round edge protectors. And the application tested to make the report are Food and Beverage, Building and Construction, Personal Care and Cosmetics, Pharmaceuticals, Electrical and Electronics, Chemicals and Others. All these applications are using services of cardboard box manufacturers and they are affecting the global cardboard protector market in a positive way.

The global cardboard edge protector market includes the regional segmentation details of the chapter. This chapter explains the regulatory framework that impacts the global market. It has divided the global cardboard edge protector market into five regional segments, namely, The Middle East and Africa (GCC Countries and Egypt), North America (United States, Mexico and Canada), South America (Brazil), Europe (Turkey, Germany Russia, UK, Italy, France), and Asia-Pacific (Vietnam, China, Malaysia, Japan, Philippines, Korea, Thailand, India, Indonesia, and Australia).

The report highlights several key points, some of which include – details of comprehensive pricing of product, application, and regional segments. It also covers assessment of the vendors and leading companies involved in the business. The report also highlights the analysis of market factors and their impact on the global cardboard edge protectors market. In addition, the report also includes six chapters like research scope, major manufacturers covered, market segments by type, Cardboard Edge Protectors market segments by application, study objectives, and years considered.

The idea of Bigtime Daily landed this engineer cum journalist from a multi-national company to the digital avenue. Matthew brought life to this idea and rendered all that was necessary to create an interactive and attractive platform for the readers. Apart from managing the platform, he also contributes his expertise in business niche.

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The Ultimate Guide to the Essential Social Skills in Business




Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).

Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.

In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.

According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.

There are several key components of EQ that are particularly important for success in the workplace. These include: 

Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.

Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.

Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.

Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.

Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.

A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.

Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.

And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.

In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.


Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.

Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.

Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.

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