WWW.IBISWORLD.COM
Sophia Snyder
18 International Trade
42 Revenue Volatility
Industry Definition
20 Business Locations
Main Activities
Similar Industries
22 Competitive Landscape
Additional Resources
45 Key Statistics
45 Industry Data
45 Annual Change
24 Basis of Competition
45 Key Ratios
3 Industry at a Glance
44 Industry Assistance
4 Industry Performance
25 Barriers to Entry
Executive Summary
26 Industry Globalization
Current Performance
28 Major Companies
Industry Outlook
34 Colgate-Palmolive Company
13 Supply Chain
13 Products & Services
40 Operating Conditions
15 Demand Determinants
40 Capital Intensity
16 Major Markets
WWW.IBISWORLD.COM
Main Activities
Similar Industries
Additional Resources
WWW.IBISWORLD.COM
Industry at a Glance
Soap & Cleaning Compound Manufacturing in 2011
Key Statistics
Snapshot
Revenue
Profit
Exports
Businesses
$52.0bn 2.7%
$5.6bn
$7.1bn
Market Share
10
140
120
$ per barrel
% change
0
5
Colgate-Palmolive
Company 5.8%
10
Year 03
3.3%
1,996
100
80
60
40
05
07
Revenue
09
11
13
15
17
20
Year 03
05
07
09
11
13
15
17
Employment
SOURCE: WWW.IBISWORLD.COM
p. 28
10%
Miscellaneous soap
and other detergents
26%
Commercial soap
and other detergents
17%
Demand from
accommodation
and food services
Demand from
janitorial services
24%
23%
Surface
active agents
p. 4
SOURCE:
WWW.IBISWORLD.COM
SOURCE:
WWW.IBISWORLD.COM
Industry Structure
Mature
Medium
Regulation Level
Technology Change
Capital Intensity
High
Barriers to Entry
Industry Assistance
Low
Industry Globalization
Concentration Level
Medium
FOR ADDITIONAL STATISTICS AND TIME SERIES SEE THE APPENDIX ON PAGE 45
Competition Level
Medium
Low
Medium
High
Medium
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Industry Performance
WWW.IBISWORLD.COM
Industry Performance
3.5
3.0
2.5
100
% change
$ per barrel
120
80
60
Year 03
1.5
1.0
0.5
40
20
2.0
0.0
05
07
09
11
13
15
17
0.5
Year
05
07
09
11
13
15
17
SOURCE: WWW.IBISWORLD.COM
Current
Performance
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Industry Performance
Industry revenue
10
% change
Current Performance
continued
Year 03
05
07
09
11
13
15
17
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
Industry Performance
Retailers bully
products and pricing
Manufacturers
are
shrinking the size of their
packaging to conserve
natural resources
Despite private label growth, companies
can maintain some degree of pricing
power through brand loyalty and by
offering unique features.
As retailers gain more power in the US
market, more manufacturers have shifted
their sales focus to emerging markets.
These areas of the world are less exposed
to cleaning products, and product
features that are conventional in the
United States can generate significant
growth in these countries. Over the past
five years, household cleaning products
have grown in emerging markets by
10.8%, which far outpaced growth in
developed markets of 2.1%, according to
data from Euromonitor, a provider of
international market intelligence on
industries, countries and consumers.
Colgate Palmolive, one of the industrys
major players, has the highest exposure
to emerging markets, generating about
51.0% of its sales from these regions of
the world. Meanwhile, Clorox has been
behind its peers, with sales from
emerging markets accounting for about
8.0% of total revenue.
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Industry Performance
Companies use
acquisitions to
achieve growth
Industry
Outlook
Lower
WWW.IBISWORLD.COM
Industry Performance
Firms
WWW.IBISWORLD.COM
Industry Performance
Environmental standards
WWW.IBISWORLD.COM
Industry Performance
Life Cycle Stage
%Growthofprofit/GDP
Maturity
30
QualityGrowth
Company
consolidation;
level of economic
importance stable
25
KeyFeaturesofaMatureIndustry
20
15
QuantityGrowth
10
Supermarkets
&GroceryStores
0
Shake-out
Decline
Crash or Grow?
10
10
OrganicChemicalManufacturing
Beauty,Cosmetics&FragranceStores
InorganicChemicalManufacturing
LaminatedPlasticsManufacturing
Shake-out
Soap&Cleaning
CompoundManufacturing
PotentialHiddenGems
TimeWasters
Future Industries
5
10
Hobby Industries
15
20
25
30
%Growthofestablishments
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
Industry Performance
industry
is Mature
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Supply Chain
44612
44619
72
81232
32518
32519
32613
32616
10%
Miscellaneous soap
and other detergents
26%
17%
23%
Total $52.0bn
Surface
active agents
24%
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Demand
Determinants
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Demand
Determinants
continued
Major Markets
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Major Markets
continued
11.6%
1.5%
Convenience
Lodging
stores
establishments
34.4%
14.3%
Supermarkets and
mass merchants
Healthcare
providers
17.4%
Food service
establishments
Total $52.0bn
products are the general household
market and the tourism industry (in
particular hotels and other
accommodation establishments).
Households use these products in many
ways, for example, those that want a
pure soap (for babies), those that want
an anti-bacterial soap (teenagers), those
that want an anti-deodorant soap, those
that want an inexpensive soap (bargain
shoppers), those that want a creamy
soap (women who want soft skin) and
those that want an abrasive soap
(mechanics). Other markets include dry
cleaning, wool scouring and the
pharmaceutical industry.
Consumers purchase more
from large retailers
Within the consumer market, there is a
sweeping demographic change under way
that affects marketing and product
design. Population growth is fastest
among minority groups, Hispanics in
particular. Consequently, industry
products must become more relevant
with US Hispanics to remain competitive
in the marketplace. For instance, Clorox,
one of the industrys major players,
recently commissioned an in-depth
Hispanic consumer segmentation study
for its Pine-Sol brand, which is the leader
20.8%
Independent retailers
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
International Trade
industry are
Medium and
Increasing
Imports
in the
industry are
Medium and
Increasing
Exports To...
5%
China
$ million
Major Markets
continued
4000
0
4000
Year 03
05
Exports
07
Imports
09
11
13
15
17
Balance
SOURCE: WWW.IBISWORLD.COM
Imports From...
5%
Japan
44%
8%
Mexico
Others
8%
10%
Germany
29%
China
Others
25%
Mexico
38%
Canada
28%
Canada
Year: 2009
Total $7.1bn
Total $2.6bn
SOURCE: USITC
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International Trade
continued
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West
New
England
AK
0.0
WA
Rocky
Mountains
ID
2.7
West NV
0.0
0.2
SD
0.0
WY
0.0
MN
0.0
0.0
OR
Great
Lakes
ND
MT
0.3
Plains
0.9
UT
CO
1.3
KY
1.0
OK
1.9
NC
1.8
TN
AZ
NM
1.7
0.0
Southwest
TX
3.5
HI
0.0
2 NH
3 MA
4 RI
5 CT
6 NJ
7 DE
8 MD
0.5
0.3
0.0
3.9
0.5
1.0
SC
Southeast
0.0
MS
AL
0.0
3.6
GA
4.7
1.6
LA
2.6
FL
0.9
Industryrevenue(%)
1.5
1.7
AR
0.4
0.7
3.6
WV VA
0.2
1.5
10.4
CA
West
14.1
MO
KS
2.6
OH
5.0
1.4
IN
6.2
0.0
PA
5.0
IL
0.2
1 2
3
NY
1.0
5 4
MI
9.4
IA
NE
0.5
WI
ME
MidAtlantic
9 DC
0.0
Lessthan3%
3%tolessthan10%
10%tolessthan20%
20%ormore
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
Revenue
Revenue
Population
Establishments
Southwest
Southeast
West
Southwest
Southeast
Rocky Mountains
Plains
0
New England
0
Mid-Atlantic
10
Great Lakes
10
Rocky Mountains
20
Plains
20
New England
30
Mid-Atlantic
30
40
Great Lakes
40
West
Business Locations
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
22
Competitive Landscape
industry is Medium
identifies
250 Key Success
Factors for a
business. The most
important for this
industry are:
WWW.IBISWORLD.COM
23
Competitive Landscape
Cost Structure
Benchmarks
Profitability
Profit margin in the Soap and Cleaning
Compound Manufacturing industry is
expected to be 10.7% in 2011. This
represents a decline from 10.9% in
2007, mainly due to decreased pricing
power. Retailers are growing larger and
enhancing their ability to force prices
downward at the manufacturing level.
Additionally, during the economic
recession, consumers shifted purchases
towards private-label products with
lower price tags and minimal features.
These products carry lower margins
than most brand name goods.
Consequently, although the volume of
sales increased somewhat due to a
growing population, profitability
decreased. During the upcoming five
years, profit margin is forecast to
continue to erode slightly to about 10.5%
of revenue, despite an improving
economic environment. This will be due
to continued consolidation among
retailers, which will further pressure
pricing at the manufacturing level.
Profit
Rent
Utilities
Depreciation
Other
Wages
Purchases
Other expenses
Other expenses are primarily made up
of research and development (R&D),
IndustryCostsandAverageSectorCosts
Industry
Costs
(2011)
10.7
4.0
Profit
100%
4.0
19.6
1.5
1.2
9.2 3.3 14.7
AverageCosts
ofallIndustries
Profit
insector(2011)
2.1
5.2
11.2
55.0
58.4
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
24
Competitive Landscape
Cost Structure
Benchmarks
continued
Basis of Competition
in
this industry is
Medium and the
trend is Increasing
WWW.IBISWORLD.COM
25
Competitive Landscape
Basis of Competition
continued
Barriers to Entry
Level & Trend
arriers to Entry
B
in this industry
are Medium and
Increasing
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26
Competitive Landscape
Barriers to Entry
continued
Industry
Globalization
Level & Trend
lobalization
G
in
this industry is
High and the trend
is Increasing
BarrierstoEntrychecklist
Competition
Concentration
Life Cycle Stage
Capital Intensity
Technology Change
Regulation & Policy
Industry Assistance
Level
Medium
Medium
Mature
High
Low
Medium
Low
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
27
Competitive Landscape
TradeGlobalization
200
GoingGlobal:Soap&CleaningCompound
Manufacturing1998-2011
Global
Export
150
100
50
Soap&Cleaning
Compound
Manufacturing
0 Local
0
Import
40
80
200 Export
Exports/Revenue
International trade is a
major determinant of
an industrys level of
globalization.
Exports/Revenue
Industry
Globalization
continued
120
Imports/DomesticDemand
160
Global
150
100
50
0
2011
Local 1998
0
40
Import
80
120
160
Imports/DomesticDemand
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
Major Companies
The Procter & Gamble Company | S.C. Johnson & Son Inc.
Ecolab Inc. | Colgate-Palmolive Company | Other Companies
Major players
(Market share)
58.4%
Other
Player Performance
The Procter &
Gamble Company
Market share: 19.6%
Industry Brand Names
Tide
Crest
Oral-B
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
Major Companies
Player Performance
continued
Financial performance
In 2011, P&G is generated $30.5 billion
in sales in the United States, of which,
the companys industry relevant segment
made up about $10.2 billion. US sales
represent roughly 41.0% of worldwide
company revenue. International revenue
is a growing portion of the companys
business; P&G sells at least $1.0 billion
worth of product in 12 countries. The
companys international expansion,
particularly into developing nations, is
representative of a larger industry trend.
P&Gs sales in developing nations have
increased steadily from about 25.0% of
total revenue in 2007 to 41.0% in 2011.
During the five years to 2011, P&Gs
US fabric care and home care revenue
grew 0.9% per year on average. Revenue
increased 4.3% in 2011, mainly due to
higher unit volume combined with
renewed pricing ability attributable to
the recovering economy. Volume
TheProcter&GambleCompany(USfabriccareandhomecaresegment)
financialperformance
Year*
Revenue
($ million)
(% change)
OperatingIncome
($ million)
(% change)
2006-07
9,047.2
-7.0
1,945.1
7.1
2007-08
8,846.2
-2.2
1,813.5
-6.8
2008-09
8,793.2
-0.6
1,831.2
1.0
2009-10
9,760.0
11.0
1,901.2
3.8
2010-11
10,183.2
4.3
2,046.8
7.7
*YearendJune
WWW.IBISWORLD.COM
Major Companies
Player Performance
continued
Player Performance
Strategy
SC has a strong focus on its research and
development capability. The company
WWW.IBISWORLD.COM
Major Companies
Player Performance
continued
S.C.Johnson&SonInc.(USsegment)financialperformance
Year
Revenue
($ million)
(% change)
OperatingIncome
($ million)
(% change)
2007
4,475
14.7
495.3
24.3
2008
4,860
8.6
536.3
8.3
2009
4,890
0.6
526.9
-1.8
2010
4,974
1.7
549.1
4.2
2011*
5,074
2.0
588.1
7.1
*Estimate
SOURCE: IBISWORLD
WWW.IBISWORLD.COM
Major Companies
Player Performance
continued
Player Performance
Ecolab Inc.
Market share: 6.4%
Strategy
With many opportunities across all
divisions, Ecolab continues to stress the
importance of its healthcare business and
additional opportunities for growth in its
client base, geography and product
WWW.IBISWORLD.COM
Major Companies
Player Performance
continued
EcolabInc.(USCleaningandSanitizingsegment)
financialperformance
Year*
Revenue
($ million)
(% change)
NetIncome
($ million)
(% change)
2006-07
2,351.0
NA
394.0
NA
2007-08
2,660.8
13.2
430.2
9.2
2008-09
2,663.3
0.1
495.2
15.1
2009-10
2,721.9
2.2
513.9
3.8
2010-11**
2,963.3
8.9
548.3
6.7
*YearendNovember;**Estimate
WWW.IBISWORLD.COM
Major Companies
Player Performance
continued
Player Performance
Colgate-Palmolive
Company
Market share: 5.8%
Industry Brand Names
Colgate Toothpaste
Irish Spring
Palmolive
Strategy
Colgate has long been a strategically
focused company, dominating the oral
care category with a worldwide
toothpaste market share of almost 45.0%.
The firms expertise extends beyond
toothpaste, however, as it operates with
some of the most sophisticated
promotional tools in its industry.
Colgate has a long track record of
operating in markets around the world
and has dealt with crises such as massive
currency devaluations, counterfeit
products and significant raw material
cost inflation. Since consumers
worldwide want safe, trusted, effective
products when it comes to oral care, the
firm has been able to build brand loyalty
while keeping private label threats at
WWW.IBISWORLD.COM
Major Companies
Player Performance
continued
Financial performance
After offsetting commodity inflation with
thoughtful pricing and funding higher
advertising spending, Colgate should
start to slowly get its vigor back. Colgates
US sales are expected to increase by 2.9%
in 2011, rising to $3.0 billion. Growth
during the five years to 2011 is similar, at
roughly 3.0% per year on average.
Product pricing moderated in 2010, as
the company tried to spark volume
growth. In 2011, the company will be able
to reduce promotional pricing efforts,
which will be the key driver of sales
growth during the five years up to 2016.
In 2009, Colgate generated US revenue
of $2.95 billion, nearly level with 2008.
During the year, volume growth was
offset somewhat by net selling price
decreases. Although the company has
competed on price, Colgate has been able
to increase its operating profit margin
during the past five years. This is due to
considerable cost cutting efforts.
However, following the conclusion of
Colgates successful 2004 Restructuring
Program in 2008, Colgates cost savings
efforts have slowed along with profit
margin expansion.
Colgates profitability has also been
pressured by growing pension benefit
expenses. The company provides pension
benefits and other post retirement health
and life insurance benefits to employees.
During 2009, Colgate incurred a total of
Colgate-PalmoliveCompany(USsegment)financialperformance
Year
Revenue
($ million)
(% change)
OperatingIncome
($ million)
(% change)
2007
2,720.8
5.0
570.6
4.9
2008
2,850.2
4.8
606.9
6.4
2009
2,950.0
3.5
695.8
14.6
2010
2,967.5
0.6
723.8
4.0
2011*
2,999.0
1.1
875.2
20.9
*Estimate
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Major Companies
Player Performance
continued
Other Companies
WWW.IBISWORLD.COM
Major Companies
Other Companies
continued
WWW.IBISWORLD.COM
Major Companies
Other Companies
continued
Unilever PLC
Henkel Corporation
WWW.IBISWORLD.COM
Major Companies
Other Companies
continued
WWW.IBISWORLD.COM
Operating Conditions
of capital
intensity is High
Capital intensity
Economy
ToolsoftheTrade:GrowthStrategiesforSuccess
NewAgeEconomy
InvestmentEconomy
Recreation,PersonalServices,
HealthandEducation. Firms
benefit from personal wealth so
stable macroeconomic conditions
are imperative. Brand awareness
and niche labor skills are key to
product differentiation.
Information,Communications,
Mining,FinanceandReal
Estate.To increase revenue
firms need superior debt
management, a stable
macroeconomic environment
and a sound investment plan.
LaborIntensive
CapitalIntensive
Supermarkets Inorganic
OrganicChemical
&Grocery Chemical
Stores ManufacturingManufacturing
Beauty,Cosmetics&
TraditionalServiceEconomy
OldEconomy
FragranceStores
Laminated
Soap&Cleaning
Plastics
WholesaleandRetail. Reliant
AgricultureandManufacturing.
Compound
Manufacturing
on labor rather than capital to
Traded goods can be produced
sell goods. Functions cannot
be outsourced therefore firms
must use new technology
or improve staff training to
increase revenue growth.
ChangeinShareoftheEconomy
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
Operating Conditions
Technology
& Systems
Level
The level
of
Technology
Change is Low
Product developments
The production of soap dates back to
several centuries ago. Initially, the
manufacture of soap involved a reaction
of tallow with another fat or oil such as
coconut or palm kernel oil and a water
solution of caustic soda (an alkali) in a
process known as saponification.
However, the last century in particular
has witnessed a number of changes in the
properties and production of soap and
other detergent products. Today there is
a wide variety of industry products in
either bar, powder or liquid form.
One of the key developments in the
20th century was the development of
detergents. Created in response to a
shortage of animal and vegetable fats and
oils during WWI and WWII, detergents
contain one or more surfactants and are
made from a variety of petrochemicals or
oleo chemicals (derived from fats and
oils). Surfactants, or surface active
agents, are chemicals that can reduce
surface tension so that water can spread
and wet surfaces.
Soap, an anionic (negative charge)
surfactant, is a water-soluble sodium
or potassium salt of fatty acids.
Detergents came into general use in
the 1950s, and by the 1960s sales of
detergents surpassed those of soap.
Today, detergents have nearly replaced
soap-based products for most
household cleaning, laundry and
dishwashing demands.
Methods of production
change with the times
Products produced by the industry range
from high volume types such as laundry
detergents and liquid soaps that are used
regularly, to lower volume specialty
products for less frequent cleaning needs.
Bar soaps tend to be manufactured using
either a batch or continuous process with
the size and complexity of the operation
varying from small plants employing just
a few workers to larger facilities with
WWW.IBISWORLD.COM
Operating Conditions
Technology
& Systems
continued
Revenue Volatility
of
Volatility is Medium
VolatilityvsGrowth
1000
Revenuevolatility*(%)
Level
The level
Hazardous
Rollercoaster
100
10
Soap&Cleaning
CompoundManufacturing
1
0.1
Stagnant
30
10
BlueChip
10
30
50
70
Fiveyearannualizedrevenuegrowth(%)
* Axis is in logarithmic scale
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
Operating Conditions
Revenue Volatility
continued
Regulation is
Medium and the
trend is Increasing
Cosmetic labeling
Cosmetics distributed in the United
States must comply with the labeling
regulations published by the FDA under
the authority of the FD&C Act and the
Fair Packaging & Labeling Act. Labeling
comprises all labels and other written,
printed or graphic matter on or
accompanying a product. The label
statements required under the authority
of the FD&C Act must appear on the
inside as well as any outside container or
wrapper. FP&L Act requirements, (i.e.
ingredient labeling and statement of the
net quantity of contents on the principal
display panel) only apply to the label of
the outer container.
Declaration of ingredients
Cosmetics for retail sale to consumers for
their personal care are required to bear
an ingredient declaration. Cosmetics not
customarily distributed for retail sale
areexempt from this requirement
provided these products are not also
soldto consumers at professional
establishments or workplaces for their
consumption at home.
Label warnings
Cosmetics that may be hazardous to
consumers when misused must bear
appropriate label warnings or cautions
WWW.IBISWORLD.COM
Operating Conditions
Industry Assistance
Level & Trend
he level of
T
Industry Assistance
is Low and the
trend is Steady
KeyTariffs
Goods
Organic surface agents
Synthetic detergents
Soap
Scouring pastes and powders
Polishes and cream cleaners
LowRate HighRate
0.4
3.8
0.6
0.0
0.5
6.6
3.8
0.9
0.6
0.5
SOURCE: USITC
WWW.IBISWORLD.COM
Key Statistics
Industry Data
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
Sector Rank
Economy Rank
Revenue
($m)
38,684.9
37,144.2
40,543.6
43,539.3
45,407.6
48,368.2
49,507.9
49,854.5
50,751.9
51,969.9
54,672.3
55,820.5
57,550.9
59,219.9
61,055.7
20/195
146/706
Annual Change
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
Sector Rank
Economy Rank
Revenue
(%)
-4.0
9.2
7.4
4.3
6.5
2.4
0.7
1.8
2.4
5.2
2.1
3.1
2.9
3.1
109/195
380/706
Industry
Value Added
($m)
9,075.3
8,373.9
8,777.2
9,316.9
9,540.6
9,900.9
9,795.0
9,837.1
10,060.2
10,369.5
10,781.4
10,964.7
11,231.8
11,554.7
11,849.3
40/195
234/706
Establishments
2,452
2,310
2,318
2,287
2,279
2,224
2,212
2,148
2,142
2,138
2,123
2,098
2,068
2,032
1,994
39/195
448/705
Industry
Value Added
(%)
-7.7
4.8
6.1
2.4
3.8
-1.1
0.4
2.3
3.1
4.0
1.7
2.4
2.9
2.5
96/195
358/706
Establishments
(%)
-5.8
0.3
-1.3
-0.3
-2.4
-0.5
-2.9
-0.3
-0.2
-0.7
-1.2
-1.4
-1.7
-1.9
96/195
440/705
Key Ratios
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
Sector Rank
Economy Rank
IVA/Revenue
(%)
23.46
22.54
21.65
21.40
21.01
20.47
19.78
19.73
19.82
19.95
19.72
19.64
19.52
19.51
19.41
163/195
558/706
Imports/
Demand
(%)
4.42
5.02
5.25
5.16
5.39
5.15
5.44
4.68
5.23
5.45
5.45
5.63
5.69
5.97
6.14
146/182
170/229
Enterprises Employment
2,290
54,927
2,157
50,973
2,163
49,881
2,149
50,049
2,139
48,990
2,078
47,274
2,067
46,707
2,006
45,072
2,001
44,756
1,996
44,801
1,980
44,712
1,946
44,533
1,905
44,355
1,856
44,177
1,830
44,089
37/195
83/195
419/705
453/706
Exports
($m)
3,414.8
3,714.3
4,231.5
4,409.7
4,932.1
5,238.4
6,044.3
5,680.1
6,446.5
7,135.5
7,829.7
8,598.8
9,305.5
10,310.4
11,326.1
39/182
47/230
Imports
($m)
1,631.5
1,768.1
2,013.3
2,128.4
2,303.9
2,340.3
2,500.8
2,168.1
2,445.9
2,583.8
2,697.7
2,816.1
2,913.1
3,103.7
3,255.3
100/182
112/229
Wages
($m)
3,265.7
2,795.7
2,688.5
2,778.3
2,721.5
2,689.9
2,671.3
2,611.2
2,650.4
2,726.8
2,799.8
2,874.6
2,951.4
3,034.2
3,128.0
72/195
377/706
Domestic
Demand
($m)
36,901.6
35,198.0
38,325.4
41,258.0
42,779.4
45,470.1
45,964.4
46,342.5
46,751.3
47,418.2
49,540.3
50,037.8
51,158.5
52,013.2
52,984.9
29/182
37/229
Enterprises Employment
(%)
(%)
-5.8
-7.2
0.3
-2.1
-0.6
0.3
-0.5
-2.1
-2.9
-3.5
-0.5
-1.2
-3.0
-3.5
-0.2
-0.7
-0.2
0.1
-0.8
-0.2
-1.7
-0.4
-2.1
-0.4
-2.6
-0.4
-1.4
-0.2
95/195
138/195
414/705
523/706
Exports
(%)
8.8
13.9
4.2
11.8
6.2
15.4
-6.0
13.5
10.7
9.7
9.8
8.2
10.8
9.9
37/182
46/230
Imports
(%)
8.4
13.9
5.7
8.2
1.6
6.9
-13.3
12.8
5.6
4.4
4.4
3.4
6.5
4.9
78/182
95/229
Wages
(%)
-14.4
-3.8
3.3
-2.0
-1.2
-0.7
-2.2
1.5
2.9
2.7
2.7
2.7
2.8
3.1
75/195
239/706
Domestic
Demand
(%)
-4.6
8.9
7.7
3.7
6.3
1.1
0.8
0.9
1.4
4.5
1.0
2.2
1.7
1.9
137/182
172/229
Exports/Revenue
(%)
8.83
10.00
10.44
10.13
10.86
10.83
12.21
11.39
12.70
13.73
14.32
15.40
16.17
17.41
18.55
99/182
124/230
Revenue per
Employee
($000)
704.30
728.70
812.81
869.93
926.87
1,023.15
1,059.97
1,106.11
1,133.97
1,160.02
1,222.77
1,253.46
1,297.51
1,340.51
1,384.83
13/195
51/706
Wages/Revenue
(%)
8.44
7.53
6.63
6.38
5.99
5.56
5.40
5.24
5.22
5.25
5.12
5.15
5.13
5.12
5.12
181/195
646/706
Employees
per Est.
22.40
22.07
21.52
21.88
21.50
21.26
21.12
20.98
20.89
20.95
21.06
21.23
21.45
21.74
22.11
168/195
280/705
Average Wage
($)
59,455.28
54,846.68
53,898.28
55,511.60
55,552.15
56,900.20
57,192.71
57,933.97
59,218.88
60,864.71
62,618.54
64,549.88
66,540.41
68,682.80
70,947.40
40/195
165/706
Share of the
Economy
(%)
0.08
0.07
0.07
0.07
0.07
0.07
0.07
0.08
0.08
0.08
0.08
0.08
0.08
0.08
0.08
40/195
234/706
SOURCE: WWW.IBISWORLD.COM
WWW.IBISWORLD.COM
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