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<title>MindBranch: Diversified Services</title>
<description>Diversified Services market research products provide analysis of the latest trends, developments and market data for this industry.  Research information will help you make informed business decisions.</description>
<link>http://www.mindbranch.com/catalog/find.jsp?cat=bf</link>
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<title>Tire Wholesalers</title>
<link>http://www.mindbranch.com/products/R3470-1377.html</link>
<description> <![CDATA[The US tire and tube wholesaler industry includes about 2,000 companies with combined annual revenue of $17 billion. Major companies include American Tire Distributors and TBC Corporation. The industry is highly concentrated: the 50 largest companies hold about 70 percent the market. Most companies are small, with a dozen employees and less than $5 million in annual revenue. A large wholesaler may have $200 million in annual revenue and a network of 10 sales centers.   COMPETITIVE LANDSCAPE  Demand depends on consumer income and driving volume. The profitability of individual companies is linked to merchandising and good marketing. Small companies can compete by specializing in types of tires or applications (such as for farm equipment or motorcycles) or offering superior service and support. Large wholesalers have economies of scale in distribution, support of national accounts, and advertising and promotion. Annual revenue per employee is close to $600,000.  PRODUCTS, OPERATIONS & TECHNOLOGY  Tire wholesalers sell ]]></description>
<pubDate>Mon, 05 May 2008 00:00:00 EST</pubDate>
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<title>Industrial Supply Wholesalers</title>
<link>http://www.mindbranch.com/products/R3470-1361.html</link>
<description> <![CDATA[The US market for distributing industrial supplies includes about 10,000 companies with combined annual revenue of $70 billion. Large companies include Grainger, Applied Industrial Technologies, MSC Industrial Supply, and Industrial Distribution Group. The industry is both fragmented and concentrated at the top: the 50 largest companies hold about 50 percent of the total market, but 80 percent of companies have less than $5 million in annual sales.   COMPETITIVE LANDSCAPE  Demand is closely tied to the level of US manufacturing production. Because many operating costs are fixed, profitability depends on operational efficiency, particularly inventory management. Smaller companies can compete effectively by providing specialized supplies or superior service (delivery service and product expertise). Large distributors with a network of warehouses and outlets can maintain a lower inventory/sales ratio. The industry is highly automated: average annual revenue per worker is close to $500,000.  PRODUCTS, OPERATIONS & TECHNOLOGY  Industrial supply companies sell a large number of products ]]></description>
<pubDate>Mon, 05 May 2008 00:00:00 EST</pubDate>
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<title>Consulting Services</title>
<link>http://www.mindbranch.com/products/R3470-1354.html</link>
<description> <![CDATA[Just over 100,000 consulting firms in the US generate combined annual revenue of about $125 billion. Large companies include IBM, Accenture, McKinsey, and Booz Allen. The industry is highly fragmented: about 75 percent of consulting firms are one- or two-consultant operations. The average consulting firm has fewer than 10 employees and annual revenue under $1 million.   COMPETITIVE LANDSCAPE  Demand for consulting services is closely tied to the health of the US economy. The profitability of firms depends largely on the special expertise they provide to clients. Large firms can offer a variety of services to big customers. Small firms can easily coexist with large ones if they have expertise in a highly specialized area or industry. Although the industry is labor-intensive, the high value of the work produces annual revenue per employee close to $200,000.  Large offices may have annual revenue of $10 million. The ratio of professionals to administrative staff may ]]></description>
<pubDate>Mon, 05 May 2008 00:00:00 EST</pubDate>
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<title>Legal Services</title>
<link>http://www.mindbranch.com/products/R3470-1362.html</link>
<description> <![CDATA[The US legal industry includes around 165,000 law offices that generate annual revenue of $180 billion. Large firms include Baker &amp; McKenzie, DLA Piper, Jones Day, and White &amp; Case. The industry is highly fragmented: the 50 largest firms hold less than 15 percent of the market. About 150 law firms have annual revenue over $100 million.   COMPETITIVE LANDSCAPE  Demand for services depends on the volume of economic transactions, which changes with the economy. The profitability of individual firms depends on the reputation of its partners. Large firms have advantages in serving corporate customers with a wide range of needs. Small firms can compete successfully by providing specialized expertise or operating in a very local market. Although the industry is labor-intensive, the value of the labor is very high: average annual revenue per employee is about $300,000.  PRODUCTS, OPERATIONS & TECHNOLOGY  The operations of law firms revolve around providing legal advice and other ]]></description>
<pubDate>Mon, 05 May 2008 00:00:00 EST</pubDate>
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<title>Russia Freight Transportation Report Q2 2008</title>
<link>http://www.mindbranch.com/products/R302-3176.html</link>
<description> <![CDATA[In January Russia and Serbia reached a strategic gas pipeline agreement described by some analysts as avictory in the &lsquo;pipeline war&rsquo; with the European Union. Under the terms of the deal, Serbia agreed to jointhost the South Stream gas pipeline project, and to sell a majority stake in NIS, its oil and gas monopoly,to Russia&rsquo;s state-owned Gazprom at a favourable price. South Stream is an 885km, EUR10bn(US$14.7bn) gas pipeline project led by Gazprom and Italy&rsquo;s ENI to pump Siberian gas under the BlackSea to Europe. Earlier in January Bulgaria also agreed to support South Stream. Concerned aboutexcessive dependence on Russian supplies, the EU had been promoting the rival Nabucco pipeline tobring gas from Central Asia via Turkey to Europe. There had been doubts over Nabucco&rsquo;s economicviability, however, and over whether enough supplies could be secured to make it a paying proposition.The agreements with Serbia and Bulgaria, analysts suggested, meant that ]]></description>
<pubDate>Thu, 01 May 2008 00:00:00 EST</pubDate>
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<title>Chile Freight Transportation Report Q2 2008</title>
<link>http://www.mindbranch.com/products/R302-3166.html</link>
<description> <![CDATA[Brazil, Bolivia, and Chile agreed in principle to build a motorway corridor linking the Atlantic andPacific coasts of the South American continent, it was reported in December 2007. The agreement cameat a meeting of Presidents Luis Inacio &lsquo;Lula&rsquo; da Silva (Brazil), Michelle Bachelet (Chile) and EvoMorales (Bolivia), held in the Bolivian capital of La Paz, significant among other things because itindicated a thaw in Chile&rsquo;s political relations with Bolivia, traditionally hampered by long-standingterritorial disputes. The corridor would become operational in 2009, officials said. The Bolivian sectionwould be 1,600km long, 75% of which was already in operation. The aim in Bolivia was to connect three&lsquo;missing sections&rsquo; of the East-West link, including those between Santa Cruz and Puerto Suarez, Oruroand Pisiga, and Santa Mat&iacute;as and Concepci&oacute;n. Construction costs for those three sections were estimatedrespectively at US$415mn, US$78mn, and US$260mn. Brazil&rsquo;s contribution would be to investUS$133mn in upgrading 2,225kms of existing roads stretching ]]></description>
<pubDate>Wed, 30 Apr 2008 00:00:00 EST</pubDate>
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<title>Accounting Services</title>
<link>http://www.mindbranch.com/products/R3470-1317.html</link>
<description> <![CDATA[The US accounting and tax preparation industry includes about 90,000 firms with combined annual revenue of $65 billion. Large companies include PricewaterhouseCoopers, KPMG, Deloitte Touche Tohmatsu, Ernst &amp; Young, and H&amp;R Block. Despite concentration at the top, the industry is fragmented: the 50 largest companies hold less than 50 percent of the market.  Most firms are small, with annual revenue under $1 million; large local firms may have revenue of $5 to $10 million.  COMPETITIVE LANDSCAPE  Demand for services depends on new business formations, the increasing complexity of corporate business, and higher personal income. The profitability of individual firms depends on effective marketing and the right mix of services. Large firms can provide a range of services to large corporate customers and have the resources to serve customers with many locations. Mid-sized firms can effectively compete for large customers if they have special expertise. Although the industry is labor-intensive, the high ]]></description>
<pubDate>Mon, 28 Apr 2008 00:00:00 EST</pubDate>
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<title>Premium Company Profile: APAC Customer Services, Inc.</title>
<link>http://www.mindbranch.com/products/R313-32070.html</link>
<description> <![CDATA[ Introduction   APAC Customer Services (APAC) is improving its competitiveness through enhanced offshore presence. The company&rsquo;s extension of its off shore operational base in Philippines along with a transition to multiple shifts would enable it to improve its efficiency.   Scope   Contains corporate strategy, value chain presence and SWOT Analysis Provides detailed business description, segment analysis, 5-year financial trends, key products and key competitors Includes information on suppliers/ partners, shareholding structure and key employees with biographies    Highlights   APAC is one of the providers of customer care services to clients across various end markets including communications, business services, healthcare, travel, media, and financial services. The company manages its business operations under a single business segment that offers both customer care services and solutions. The company primarily operates in the US and its operational base comprises 12 customer care centers, including 9 domestic and three in Philippines. APAC has increased its operational capacity by adding two customer care ]]></description>
<pubDate>Tue, 22 Apr 2008 00:00:00 EST</pubDate>
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<title>Premium Company Profile: HEWITT ASSOCIATES, INC.</title>
<link>http://www.mindbranch.com/products/R313-32065.html</link>
<description> <![CDATA[ Introduction   Hewitt Associates (Hewitt) has initiated restructuring reforms in three areas: its reporting format, real estate, and divesting of non priority businesses. Effective implementation of these reforms would enable it to improve its efficiency and profitability.   Scope   Contains corporate strategy, value chain presence and SWOT Analysis Provides detailed business description, segment analysis, 5-year financial trends, key products and key competitors Includes information on suppliers/ partners, shareholding structure and key employees with biographies   Highlights   Hewitt is one of the major providers of human resource services. The company offers services including benefits administration, human resource business process outsourcing, and consulting. The company manages operations through three segments namely, benefits outsourcing, consulting, and HR BPO. Benefits outsourcing forms the major part of the company&rsquo;s operations. In fiscal 2007, benefits outsourcing contributed 49.8% of Hewitt&rsquo;s total revenues. The company&rsquo;s business is significantly dependent on the US. In fiscal 2007, Hewitt recorded around 76% of its total revenues from the ]]></description>
<pubDate>Tue, 22 Apr 2008 00:00:00 EST</pubDate>
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<title>Premium Company Profile: Atlas Air Worldwide Holdings Inc.</title>
<link>http://www.mindbranch.com/products/R313-31834.html</link>
<description> <![CDATA[ Introduction   Atlas&rsquo; strategy is to create exceptional value to its customers by providing airport-to-airport air transportation of heavy freight cargo. Further, its objective is to focus on customer requirements and reinforce its position as an advanced, efficient, and reliable provider of air cargo services.   Scope   Contains corporate strategy, value chain presence and SWOT Analysis Provides detailed business description, segment analysis, 5-year financial trends, key products and key competitors Includes information on suppliers/ partners, shareholding structure and key employees with biographies    Highlights   Atlas is a global freight transportation company. The company is a provider of outsourced aircraft operations and related services, serving the global air freight industry by operating aircrafts on behalf of the world&rsquo;s major international airlines, freight forwarders and the US Military through the Civil Reserve Fleet Program . The company&rsquo;s revenues have grown at a CAGR (2004-2006) of 2%, from $1,415 million in 2004 to $1,475 million in 2006. Atlas is one ]]></description>
<pubDate>Tue, 22 Apr 2008 00:00:00 EST</pubDate>
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<title>Premium Company Profile: UTi Worldwide Inc.</title>
<link>http://www.mindbranch.com/products/R313-31822.html</link>
<description> <![CDATA[ Introduction   UTi Worldwide, a global, non-asset-based logistics company, aims to deliver integrated logistics services to its customers. Further, the company is undertaking several cost reduction measures to improve its overall performance.   Scope   Contains corporate strategy, value chain presence and SWOT Analysis Provides detailed business description, segment analysis, 5-year financial trends, key products and key competitors Includes information on suppliers/ partners, shareholding structure and key employees with biographies    Highlights   UTi Worldwide (UTi) is a non-asset-based integrated logistics company providing air and ocean freight forwarding, contract logistics, customs brokerage and other supply chain management services. The company has witnessed strong revenue growth during the period 2003-2007. Its revenue grew at a CAGR (2003-2007) of 32%, from $1,170 million in 2003 to $3,561 million in 2007. In March 2006, the company acquired Portland-based Market Industries, a privately-held provider of third-party logistics services and multi-modal transportation capacity solutions specializing in truck brokerage, for $197.1 million in cash.   Reasons to ]]></description>
<pubDate>Tue, 22 Apr 2008 00:00:00 EST</pubDate>
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<title>Serbia Freight Transportation Report 2008</title>
<link>http://www.mindbranch.com/products/R302-2967.html</link>
<description> <![CDATA[Some big questions needed to be resolved in late 2007 for Serbia&rsquo;s freight transport industry to be more
confident about its immediate and medium-term future. For a start, despite healthy growth rates, a more
stable macroeconomic framework was required. In July 2007 Serbia's central bank governor said that the
country was currently in no condition to join the European Union (EU), and called on politicians to draw
up a plan quickly to lead it in the direction of membership. &lsquo;Whether we talk about massive and totally
inefficient public spending, a need to restructure public companies, or a need to reform the pension
system, we all know that Serbia can hardly join the European Union&rsquo;, Radovan Jelasic said, arguing that
it was high time for Serbia to accelerate reforms. In June, Serbia resumed talks with the EU on a
Stabilisation and Association Agreement - the key accord that might ultimately lead ]]></description>
<pubDate>Tue, 22 Apr 2008 00:00:00 EST</pubDate>
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<title>Sales Promotion Services</title>
<link>http://www.mindbranch.com/products/R3470-1312.html</link>
<description> <![CDATA[The sales promotion services industry includes about 4,500 companies and departments of many advertising companies with combined annual revenue of about $10 billion.  Major companies include subsidiaries of large marketing firms such as Maritz, and subsidiaries of major advertising agencies such as Omnicom and WPP.  The industry is highly fragmented: the top 50 companies account for less than 30 percent of industry revenue.  Most companies are small and independent with limited geographic coverage and product offerings.  The industry provides promotional products imprinted with the name, logo, and/or marketing message of clients.  COMPETITIVE LANDSCAPE  Demand is driven by economic growth and by corporate profits.  The profitability of individual companies depends on efficient order fulfillment and marketing.  Large companies have economies of scale in procurement and the ability to offer other marketing services.  Small companies specialize by type of sales promotion product and differentiate themselves on customer service, particularly ]]></description>
<pubDate>Mon, 21 Apr 2008 00:00:00 EST</pubDate>
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<title>Deep Sea Shipping</title>
<link>http://www.mindbranch.com/products/R3470-1295.html</link>
<description> <![CDATA[The deep sea shipping industry includes about 500 companies with combined annual revenue of nearly $9 billion. Major carriers include Crowley, Horizon Lines, APL Limited, and Overseas Shipholding Group (OSG). The industry is highly concentrated: the 50 largest companies account for nearly 95 percent of industry revenue.   Deep sea shipping is the transport of cargo to and from foreign ports. Ships that travel within the US or that transport passengers are not included in this industry.  COMPETITIVE LANDSCAPE  Demand is driven by macroeconomic trends in global imports and exports. The profitability of individual companies depends on efficient operations and a good safety record. Large companies have advantages in fleet size and port access. Small companies can compete effectively by chartering services out of smaller ports and transporting unusual cargo. Average annual revenue per worker for a typical company is nearly $500,000.  The global shipping industry transports over 90 percent of the world's total ]]></description>
<pubDate>Mon, 21 Apr 2008 00:00:00 EST</pubDate>
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<title>Parking Facility Management</title>
<link>http://www.mindbranch.com/products/R3470-1309.html</link>
<description> <![CDATA[The parking facility management industry includes about 3,000 companies with combined annual revenue of over $8 billion. Major companies include Standard Parking, Apco System Parking, and Central Parking. The industry is concentrated: the top 50 companies have 75 percent of the market, although the vast majority of companies are small and operate a single parking facility generating about $600,000 in annual revenue.  The parking facility management industry provides temporary parking spaces for vehicles on an hourly, daily, weekly, or monthly basis, and doesn't include long-term vehicle storage.  COMPETITIVE LANDSCAPE  Demand is driven by the occupancy rates of commercial real estate: large buildings require parking spaces for commuters, customers, and related area industry. The profitability of individual companies depends on operational efficiency and customer service. Large companies have advantages in relationships with large property managers and owners, and economies of scale in operating efficiency. Small companies can compete effectively by catering to customer needs ]]></description>
<pubDate>Mon, 21 Apr 2008 00:00:00 EST</pubDate>
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<title>Management Consulting and Business Management Services in Australia - Industry Risk Rating Report</title>
<link>http://www.mindbranch.com/products/R538-19379.html</link>
<description> <![CDATA[ Industry Risk Ratings Synopsis   This Industry Risk Ratings report from IBISWorld evaluates the inherent risks associated with the Management Consulting and Business Management Services in Australia industry. Industry Risk is assumed to be 'the difficulty, or otherwise, of the business operating environment'.  The report looks at the operational risk associated with this industry. Three types of risk are recognized in our analysis. These are: risk arising from within the industry itself (structural risk), risks arising from the expected future performance of the industry (growth risk) and risk arising from forces external to the industry (external sensitivity risk).  This approach is new in that it analyses non-financial information surrounding each industry. Industries are scored on a 9-point scale, where 1 represents the lowest risk and 9 the highest. The Industry Risk score measures expected Industry Risk over the coming 12-18 months.   Industry Definition   This industry comprises establishments primarily engaged in providing advice and assistance to businesses ]]></description>
<pubDate>Sat, 19 Apr 2008 00:00:00 EST</pubDate>
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<title>Public Relations Services in Australia - Industry Risk Rating Report</title>
<link>http://www.mindbranch.com/products/R538-19380.html</link>
<description> <![CDATA[ Industry Risk Ratings Synopsis   This Industry Risk Ratings report from IBISWorld evaluates the inherent risks associated with the Public Relations Services in Australia industry. Industry Risk is assumed to be 'the difficulty, or otherwise, of the business operating environment'.  The report looks at the operational risk associated with this industry. Three types of risk are recognized in our analysis. These are: risk arising from within the industry itself (structural risk), risks arising from the expected future performance of the industry (growth risk) and risk arising from forces external to the industry (external sensitivity risk).  This approach is new in that it analyses non-financial information surrounding each industry. Industries are scored on a 9-point scale, where 1 represents the lowest risk and 9 the highest. The Industry Risk score measures expected Industry Risk over the coming 12-18 months.   Industry Definition   This industry comprises establishments primarily engaged in designing and implementing public relations campaigns. These campaigns are ]]></description>
<pubDate>Sat, 19 Apr 2008 00:00:00 EST</pubDate>
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<title>Photographic Equipment Wholesaling in Australia - Industry Risk Rating Report</title>
<link>http://www.mindbranch.com/products/R538-19244.html</link>
<description> <![CDATA[ Industry Risk Ratings Synopsis   This Industry Risk Ratings report from IBISWorld evaluates the inherent risks associated with the Photographic Equipment Wholesaling in Australia industry. Industry Risk is assumed to be 'the difficulty, or otherwise, of the business operating environment'.  The report looks at the operational risk associated with this industry. Three types of risk are recognized in our analysis. These are: risk arising from within the industry itself (structural risk), risks arising from the expected future performance of the industry (growth risk) and risk arising from forces external to the industry (external sensitivity risk).  This approach is new in that it analyses non-financial information surrounding each industry. Industries are scored on a 9-point scale, where 1 represents the lowest risk and 9 the highest. The Industry Risk score measures expected Industry Risk over the coming 12-18 months.   Industry Definition   This class consists of units mainly engaged in wholesaling photographic equipment or supplies.An operator in this ]]></description>
<pubDate>Sat, 19 Apr 2008 00:00:00 EST</pubDate>
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<title>Employment Placement Services in Australia - Industry Risk Rating Report</title>
<link>http://www.mindbranch.com/products/R538-19381.html</link>
<description> <![CDATA[ Industry Risk Ratings Synopsis   This Industry Risk Ratings report from IBISWorld evaluates the inherent risks associated with the Employment Placement Services in Australia industry. Industry Risk is assumed to be 'the difficulty, or otherwise, of the business operating environment'.  The report looks at the operational risk associated with this industry. Three types of risk are recognized in our analysis. These are: risk arising from within the industry itself (structural risk), risks arising from the expected future performance of the industry (growth risk) and risk arising from forces external to the industry (external sensitivity risk).  This approach is new in that it analyses non-financial information surrounding each industry. Industries are scored on a 9-point scale, where 1 represents the lowest risk and 9 the highest. The Industry Risk score measures expected Industry Risk over the coming 12-18 months.   Industry Definition   This report relates to units mainly engaged in personnel search, selection, referral and placement in connection ]]></description>
<pubDate>Sat, 19 Apr 2008 00:00:00 EST</pubDate>
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<title>Contract Staff Services in Australia - Industry Risk Rating Report</title>
<link>http://www.mindbranch.com/products/R538-19382.html</link>
<description> <![CDATA[ Industry Risk Ratings Synopsis   This Industry Risk Ratings report from IBISWorld evaluates the inherent risks associated with the Contract Staff Services in Australia industry. Industry Risk is assumed to be 'the difficulty, or otherwise, of the business operating environment'.  The report looks at the operational risk associated with this industry. Three types of risk are recognized in our analysis. These are: risk arising from within the industry itself (structural risk), risks arising from the expected future performance of the industry (growth risk) and risk arising from forces external to the industry (external sensitivity risk).  This approach is new in that it analyses non-financial information surrounding each industry. Industries are scored on a 9-point scale, where 1 represents the lowest risk and 9 the highest. The Industry Risk score measures expected Industry Risk over the coming 12-18 months.   Industry Definition   This report relates to units mainly engaged in supplying their own employees to other businesses on ]]></description>
<pubDate>Sat, 19 Apr 2008 00:00:00 EST</pubDate>
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<title>Secretarial Services in Australia - Industry Risk Rating Report</title>
<link>http://www.mindbranch.com/products/R538-19383.html</link>
<description> <![CDATA[ Industry Risk Ratings Synopsis   This Industry Risk Ratings report from IBISWorld evaluates the inherent risks associated with the Secretarial Services in Australia industry. Industry Risk is assumed to be 'the difficulty, or otherwise, of the business operating environment'.  The report looks at the operational risk associated with this industry. Three types of risk are recognized in our analysis. These are: risk arising from within the industry itself (structural risk), risks arising from the expected future performance of the industry (growth risk) and risk arising from forces external to the industry (external sensitivity risk).  This approach is new in that it analyses non-financial information surrounding each industry. Industries are scored on a 9-point scale, where 1 represents the lowest risk and 9 the highest. The Industry Risk score measures expected Industry Risk over the coming 12-18 months.   Industry Definition   This report relates to units mainly engaged in providing secretarial services, which includes typing, word processing, stenographic ]]></description>
<pubDate>Sat, 19 Apr 2008 00:00:00 EST</pubDate>
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<title>Security and Investigative Services (Except Police) in Australia - Industry Risk Rating Report</title>
<link>http://www.mindbranch.com/products/R538-19384.html</link>
<description> <![CDATA[ Industry Risk Ratings Synopsis   This Industry Risk Ratings report from IBISWorld evaluates the inherent risks associated with the Security and Investigative Services (Except Police) in Australia industry. Industry Risk is assumed to be 'the difficulty, or otherwise, of the business operating environment'.  The report looks at the operational risk associated with this industry. Three types of risk are recognized in our analysis. These are: risk arising from within the industry itself (structural risk), risks arising from the expected future performance of the industry (growth risk) and risk arising from forces external to the industry (external sensitivity risk).  This approach is new in that it analyses non-financial information surrounding each industry. Industries are scored on a 9-point scale, where 1 represents the lowest risk and 9 the highest. The Industry Risk score measures expected Industry Risk over the coming 12-18 months.   Industry Definition   This report deals with establishments mainly engaged in providing security, protection services or ]]></description>
<pubDate>Sat, 19 Apr 2008 00:00:00 EST</pubDate>
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