Macomb County, Michigan
Targeted Industries Study
August 2006 – Presentation to
Focus Macomb
Targeted Industries Study
• Part 1
Targeted Industry
Focus
• Part 2
Branding and
Marketing Macomb
2
“98% want to attract new
business, but 70% have no written
business attraction plan”
International City/County Management Association, Economic
Development Survey 2004
Study Objectives
…for targeted growth.
Business Retention & Expansion
Organic Growth
Leap Growth
… to economic opportunity
What industries or business sectors would
Macomb be most closely aligned with?
Primary & secondary targets
Mapping Macomb’s assets…
 What does Macomb have to offer?

What strengths can be leveraged?
4
…for targeted growth.
Business Retention & Expansion
Organic Growth
Leap Growth:
*Advanced manufacturing
*Alternative Energy
*Bio-chemistry
*Homeland
Security/Defense
*Medical/Healthcare
“An economic entity that
exists on its own, but draws
strength from regional
partnership and
collaboration”
(Personal interview/Internal Macomb, 03/06)
Macomb
County
Business
Retention
&
Expansion
Organic
s
Growth
Leap
Growth
5
Targeted Industries Study
Mapping Macomb’s Assets
6
% Distribution of Employment in Macomb County vs. other regions
Construction
Wholesale trade
Transportation & warehousing
Finance & insurance
Professional, scientific & technical services
Educational services
Manufacturing
Retail trade
Information
Real estate & rental & leasing
Admin, support, waste mgt, remediation services
Health care and social assistance
Total MI
Macomb
Wayne
Oakland
0%
20%
40%
60%
80%
100%
7
Source: U.S. Census Bureau, U.S. County Business Patterns, 2003
Mapping Current Employment
As % of Total Macomb Employment
Manufacturing
Leverage
Healthcare &
Social Assistance
Retail Trade
Professional &
Business Srvs., Mgmt.
Scientific & Technical
Consulting
Low
Finance,
Insurance,
Real Estate
Develop
Construction
Wholesale
Transportation
& Warehousing
Information
Agriculture
U.S. Projected Growth for Industry
8
Mapping Macomb Current Employment
As % of Total Macomb Employment
Enhance/Expand
Leverage
Manufacturing
Healthcare &
Social Assistance
Retail Trade
Low
Finance,
Insurance,
Real Estate
Wholesale
Agriculture
Construction
Develop
Professional &
Business Srvs., Mgmt.
Scientific & Technical
Consulting
Information
Transportation
& Warehousing
U.S. Projected Growth for Industry
9
Internal Perspectives
•
A survey of Macomb County business (Mar. 2006) identified key
“drivers” in their decision to choose Macomb:
1.
2.
3.
4.
Geographic proximity
Proximity to markets and customers
Availability/cost of land/buildings
Skilled workforce (only mentioned by
manufacturing segment)
•
Perceived “good business environment”: 63% of businesses
surveyed rated Macomb “very good” to “excellent” as a place
to do business.
•
Optimistic growth outlook: 60% of manufacturing companies
anticipate needing “manufacturing skilled trade” and 50%
anticipate needing engineering skills for continued growth.
10
How would you rate Macomb as a place to do
business?
Very good to Excellent
0%
M anufacturing
Construction
10%
20%
30%
Satisfactory
40%
50
Finance
Other
60%
70%
80%
90%
40
60
20
Healthcare/Social
Assist.
Wholesale
50%
Not good to poor
80
56
10
20
20
32
73
75
Source: Intellitrends LLC, Macomb County Business Insight Study, 03/06
100%
0
12
27
25
0
0
11
How would you rate Macomb as a place to do
business?
Very good to Excellent
0
10
20
30
Satisfactory
40
Geographic location
73
Quality of life
72
69
69
Lifestyle infrastructure
Proximity to markets
Skilled workforce
Business services infrastructure
Availability of land
Support infrastructure
Cost of land
Grants, other funding
27
25
36
28
29
33
44
36
19
16
11
80
17
24
23
37
35
Cost of labor
70
20
56
52
45
Education infrastructure
Availabilty of tax incentives
60
64
61
57
Proximity to suppliers
Taxes
50
45
23
25
Source: Intellitrends LLC, Macomb County Business Insight Study, 03/06
90
100
Highest rated:
Geographic location
Quality of life
Lifestyle infrastructure
Proximity to markets
Proximity to suppliers
Lowest relative rated:
Grants, funding
Tax incentives
Taxes
Cost of land
Cost of labor
12
Industry Situation: Manufacturing – Going Global
Economic Perception of
your business over
PAST 3 years?
Total Business
Manufacturing
Positive Growth
35%
40%
Unchanged
17%
10%
Decline
41%
40%
Markets
1. Quality products & services
2. Competitive pricing/cost
3. Engineering capabilities
1. Competitive pricing/cost
2. Cost of labor
3. Skilled workers
Total
Manufacturing
10%
Local Michigan
37%
60% serve
national/global
markets
30%
33%
Midwest region
25%
National U.S.
13%
35%
Global
12%
0%
10%
20%
Source: Intellitrends LLC, Macomb County Business Insight Study, 03/06
30%
40%
50%
60%
70%
13
Optimistic Employment Outlook
Over the NEXT 3 YEARS, how do you
anticipate your Macomb employee
base will change?
Decrease # of em ployees (decrease in business)
Decrease em ployees (increase productivity)
No change
Will add em ployees
0%
Total
Manufacturing
20%
12% 7%
15%
Finance
Healthcare
60%
31%
15%
80%
25%
25%
13%
0%
13%
20%
Source: Intellitrends LLC, Macomb County Business Insight Study, 03/06
100%
48%
35%
60%
Construction
Wholesale
40%
40%
38%
38%
13%
60%
80%
14
What are the primary skill areas you anticipate
needing for continued growth?
Manufacturing
Total
33%
Manufacturing skilled
trades
60%
37%
Technology/IT (CAD,
Network, Programming,
Tech support)
15%
Total Manu.
35%
35%
Operations/Planning
(Mgmt., Financial, Acct'g,
Marketing)
19%
Medical
5%
Strong
36%
30%
Moderate
25%
30%
Limited
20%
10%
Scarce/Not at all/DK
19%
30%
29%
Engineering (R&D,
Electrical, Mechanical,
Chemical, Civil)
0%
How would you assess the
current availability of those skills
in Macomb’s employee base?
50%
10%
20%
30%
40%
50%
Source: Intellitrends LLC, Macomb County Business Insight Study, 03/06
60%
70%
15
Targeted Industries Study
External Dynamics
16
Key Drivers for Business Relocation/Development
•
U.S. CEO’s surveyed in March 2006
identified the 7 most important issues in
choosing where to do business:
1. Workforce quality
2. Labor costs (including wages, Healthcare, Workers
Comp.)
3. Taxes
4. Regulation
5. Infrastructure
6. Quality of Life
7. Political Environment
Source: CEO Magazine, March 2006
17
Geographic Migration of Projects in U.S.
New Mfg. as a % of total U.S.
Total facilities as a % of total U.S.
#1 State in the Region for Growth based on % of total projects
New England region
0.7%
0.7%
#1 Massachusetts
13.0%
Middle Atlantic region
#1 Pennsylvania
10.1%
21.8%
East North Central region
27.7%
10.0%
8.3%
West North Central region
#1 Minnesota
23.9%
21.8%
South Atlantic region
12.3%
West South Central region
Pacific region
#1 North Carolina
12.7% #1 Alabama
12.6% #1 Tennessee
East South Central region
Mountain region
#1 Ohio
#1 Texas
16.1%
2.0%
1.0%
#1 Arizona
3.6% #1 Washington
1.7%
18
Geographic Migration of Projects in U.S.
Top 10 Total
Projects 2005
Top 10 Total
manufacturing
(NEW &
EXPANSION)
1.Texas
2.Ohio
3.Illinois
4.Michigan
5.North
Carolina
6.Pennsylvania
7.New York
8.Tennessee
9.Virginia
10.Georgia
1.Ohio
2.Michigan
3.Tennessee
4.North
Carolina
5.Texas
6.Kentucky
7.Pennsylvania
8.Alabama
9.New York
10.Georgia
Top 10 Total NEW
manufacturing
Top 10 Total
Mfg.
(OTHER
facilities)
1.Ohio
2.North Carolina
3.Texas
4.Pennsylvania
5.Georgia
6.Michigan
7.New York
8.Illinois
9.Alabama
10.Kentucky
1.Texas
2.Illinois
3.Michigan
4.Ohio
5.North
Carolina
6.New York
7.Pennsylvania
8.Virginia
9.Indiana
10.Florida
Source: Conway Data Inc.’s New Plant Database/Site Selection On-line, March 2006
*Other facilities includes offices, headquarters, distribution centers, R&D, mixed use facilities & hotels
19
Manufacturing Drivers
• NAM Survey (March 2006)
• One in two manufacturers plans to increase
employment in 2006
• 47% will hire skilled workers for production jobs
• In terms of site selection,
manufacturing companies globally
are also paying more attention to:
•
•
•
•
Proximity to institutions of higher learning
Customized training programs
Availability of incentives
Keeping workers up to speed with the latest
technologies
20
Mapping Macomb Attributes
Differentiator
•1.) Skilled Workforce/Resources, 2.) Infrastructure; 3.) Business Environment and 4.) Government Support
Cost of labor
Branding Initiatives
Specific manufacturing skills
Grants, funding, tax incentives
Ability to attract scientists &
engineers/research universities
Importance to Site Selection
Media Attention
Parity
Focus Opportunities
Development Initiatives
Partnerships with
education
Skilled manufacturing talent
Regional Resources
Low taxes
County economic health
Geographic proximity to
Strong Automotive Image
customers, markets, suppliers
Recognized business &
Training to meet needs
Availability of land/bldgs
industry champion
Technology transfer
Utilities cost & capacity
Gov’t willing to
Avg. educational Levels
collaborate/work with
Coordination with regional
Ability to attract &
business
partner/collaboration
retain youthful
population
Strong work ethic
Dedicated funding for
economic development
Significant Customer
Segments (TACOM, Defense)
Population gain
Zoning Vision
Quality of life (housing,
low cost of living, low
crime)
Presence of small support
businesses
Progressive culture –
outlook/understanding
Evaluation of new markets,
opportunities
Local competition
Pursuit of funding for
training, growth
Eliminating hurdles
Perceived Weakness
Strong support for startups/small business
Longevity of residents
Racial/religious diversity
Macomb Attribute
Targeted Marketing
Perceived Strength
Targeted Industries Study
Vision & Synergies in Growth
22
Projected Growth & Emerging Sectors
U.S. Dept. of Labor: High
Employment Growth
Industries
Key Industries in
Michigan (MEDC)
Automation Alley
Technology Clusters
Advanced Manufacturing
Advanced
Manufacturing
Advanced
Manufacturing
Aerospace
Advanced
Automotive
Advanced Automotive/
Automotive
Plastics
Chemical & Materials
Biotechnology
Life Sciences
Info Technology
Construction
Chemicals &
Materials
Life Sciences
(Biotech, Pharma)
Alternative Energy
Agriculture
Homeland Security
Financial
Food Processing
Alternative Energy
Healthcare
Homeland Security
Homeland Security
Info Technology
Geospatial
23
Regional Resources in Macomb
Macomb employment in each sector as a % of 8 county region sector
employment
Macomb is
30
•14% of total employment in the 8 county region
•16% of total employment in the 8 county region Technology
Cluster
25
20
15
10
5
0
% of 8 county sector
Total
employment
Total
"Technology
Industry"
Advanced
Automotive
Advanced
Manufacturin
g
Chemical &
Material
13.9
15.8
19.3
22.5
15.4
Information &
Life Sciences
Technology
5.4
8.9
Other
Technologies
19.3
Source: 2003 County Business Patterns, U.S. Census Bureau/Anderson Economic Group, Automation Alley’s First Annual Technology
Industry Report, 2005
24
Collaborating and Differentiating within the Region
Collaborate Regionally
Presence in 8 county Region
(employment contribution to cluster)
Supporting Areas
Advanced
Automotive
Alternative
Energy
Information
Technology
Geographic Niche
Clusters
Primary Differentiation for
Macomb
Life Sciences/
Defense
Biotechnology
Advanced
Manufacturing
Chemicals &
Materials
Homeland
Security
Presence in Macomb County
(employment contribution to cluster)
25
Advanced
Manufacturing
Macomb % contribution to the 8 County
Region Technology Cluster : 23%
Advanced Manufacturing
3329
Other Fabricated Metal Product Manufacturing
3331
Agriculture, Construction, and Mining Machinery
Manufacturing
3332
Industrial Machinery Manufacturing
3333
Commercial and Service Industry Machinery
Manufacturing
3336
Engine, Turbine, and Power Transmission
Equipment Manufacturing
3339
Other General Purpose Machinery
Manufacturing
3345
Navigational, Measuring, Electro-medical, and
Control Instruments Manufacturing
3353
Electrical Equipment Manufacturing
3359
Other Electrical Equipment and Component
Manufacturing
3364
Aerospace Product and Parts Manufacturing
3369
Other Transportation Equipment Manufacturing
Sources: www.doleta.gov/BRG
•2003 survey of U.S. manufacturing
employers found that 80% of
respondents said that they had a
serious problem finding qualified
candidates for the highly technical
world of modern manufacturing
(National Association of
Manufacturing)
26
Advanced
Manufacturing
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Advanced manufacturing technologies (AMTs) involve new
manufacturing techniques and machines combined with the
application of information technology, micro electronics and
new organizational practices within the manufacturing
sector.
Flexible manufacturing cells or systems
Robotics
High-speed machining
Supervisory control and data acquisition (SCADA)
Automated sensor-based inspection/testing systems
Automated vision systems
Lasers used in material processing
Distributed control systems
Rapid prototyping systems
Computer-aided design/engineering software (CAD/CAE)
Programmable logic controllers (PLCs)
Use of inspection data in manufacturing control
MRP or Enterprise Resource Planning (ERP) software
Automated parts identification (i.e. bar coding)
Modeling or simulation techniques
27
Advanced Manufacturing Employment 2003
Advanced Manufacturing employment in Macomb - % distribution within
sector (compared to Michigan)
40%
Michigan
Macomb
40% of employment in this cluster is
“machinery manufacturing”
35%
30%
25%
20%
15%
10%
5%
0%
O t her
F ab r i cat ed
M et al Pr o d uct
A g r i cul t ur e,
C o nst r uct i o n,
and M i ni ng
I nd ust r i al
M achi ner y
M anuf act ur i ng
C o mmer ci al
and Ser vi ce
I nd ust r y
Eng i ne,
T ur b i ne, and
Po w er
O t her G ener al
Pur p o se
M achi ner y
N avi g at i o nal ,
M easur i ng ,
El ect r o med i cal
M i chi g an
19 . 7%
2 .8 %
M aco mb
3 4 .9 %
1. 9 %
El ect r i cal
Eq ui p ment
M anuf act ur i ng
O t her
El ect r i cal
Eq ui p ment and
A er o sp ace
Pr o d uct and
Par t s
O t her
T r ansp o r t at i o n
Eq ui p ment
9 . 1%
2 . 7%
10 . 0 %
2 5. 8 %
7. 2 %
2 .2 %
4 .3 %
2 7. 0 %
12 . 6 %
4 . 5%
5. 5%
4 .9 %
2 .4 %
3 .3 %
10 . 5%
2 . 1%
4 .2 %
2 .4 %
Source: 2003 County Business Patterns, U.S. Census Bureau/Anderson Economic Group, Automation Alley’s First Annual Technology Industry Report, 200528
Machinery & Equipment Industry
Business Location Drivers
•
Rising shipping costs, particularly for sectors that must transport massive
machines, will see many firms investing in plants closer to the customer
•
Finding the right work force will play an equally important role
•
Factories now need highly trained workers – decisions could hinge on a state
of locality’s commitment to work force training
– New York State and St. Louis region are two areas that have made a
significant commitment to the type of technical workforce training
initiatives that machining and equipment manufacturing firms will need n
the 21st center
Sources: www.siteselection.com, On the Rebound, March 2005
29
Advanced
Automotive
Advanced Automotive has been identified as the new sector,
defining an industry not by what is made but how it is made. This
new advanced automotive sector is defined by hundreds of
advanced technology initiatives in energy, safety and materials that
improve vehicle quality, safety and extend longevity.
•Pinpointed as one of the President’s High
Growth Employment Industries
Advanced Automotive
3361
Motor Vehicle Manufacturing
3362
Motor Vehicle Body and Trailer
Manufacturing
3363
Motor Vehicle Parts
Manufacturing
•Employment is expected to grow more rapidly in
firms that manufacture motor vehicle parts,
bodies and trailers than in firms that make
complete vehicles
•Creates 6.6 million direct and spin-off jobs. For
every worker directly employed by an
automaker, nearly 7 spin-off jobs are created
Macomb % contribution to the 8 County
Region Technology Cluster : 19%
30
Advanced
Automotive
• Body & Exterior
– Lightweight materials, Unit body construction
– Paint/Coatings/Adhesives
– Lighting
• Power train
– Enhanced fuel economy: Fuel cell, Hybrid electric,
Hydrogen fueled
– Advanced batteries, Emissions control
• Ride & handling
– Brake & Gas
– Low rolling resistance tires
• Safety systems
– Sensing systems
– Safety features
• Interiors
– Seating
– HVAC
– Navigation
31
Advanced Technologies Market Penetration 2004 - 2030
Market penetration of advanced technologies:
•
Lightweight materials
Improved pumps
•
Improved aerodynamics
Low rolling resistance tires
•
Engine friction reduction
•
Unit body construction
32
Homeland Security: Michigan
Homeland
Security
• Majority of homeland security is performed in the private sector,
with 85% of all critical infrastructures privately controlled; 35% of
all U.S. companies plan to invest in and expand security programs
(ASIS International Foundation Trends Report, 2005)
• Approximately $33 billion of federal funding in FY 2005 with heavy
emphasis on developing new technology to assist the four main
parts of effective preparedness:
– Prevention: Biometrics, vaccines, intelligent systems, cargo
screening systems
– Detection: Bio and radiation sensors, training
– Reaction: EMS equipment, communications, computer
modeling
– Recovery: Bioremediation, decontamination
Source: www.michigan.org/medc/ttc/HomelandSecurity/
33
Defense
• Michigan companies already play a lead role in development and
production of equipment and expertise: improved body armor
producers, concrete strengthening systems, portable tracking and
communications systems and advanced detection systems
• Strong R&D and manufacturing capabilities make Michigan a natural
leader in emerging areas
 Technology
 Information analysis and infrastructure protection
 Emergency preparedness and response
 Threat assessment tools and strategies
34
Defense Industry: TACOM
Defense
Number of Contracts Awarded by State
16
CA
14
12
10
NJ PA
AL
8
GA
IL
MI
NY
OH
FL
6
IN
MO TN
MD SC
4
WI
IA
2
ME
AK
AZ
KS
LA
MA
RI
SD
OR
KY
VA
TX
VT
0
Contract Types Awarded to Michigan Companies from 09/04 - 03/06
Electric wire & power & distribution equipment
11%
11%
Electrical and electronic equipment components
11%
Engines, turbines & components
22%
General purpose information technology equipment
11%
33%
Vehicular equipment components
Weapons
35
Source: TACOM LCMC Advanced Planning Briefing to Industry – Tacom2005.ppt - 26-28 Oct 05
Defense Industry: TACOM
Defense
Percentage of Total Dollars by Contract Type Awarded to
Michigan Companies from 09/04 - 03/06
Electric wire & power & distribution equipment
Electrical and electronic equipment components
2%
Engines, turbines & components
3%
87%
3%
2%
General purpose information technology equipment
4%
Vehicular equipment components
Weapons
36
Source: TACOM LCMC Advanced Planning Briefing to Industry – Tacom2005.ppt - 26-28 Oct 05
Targeted Industries Study
Macomb County
Opportunities
What’s next?
37
Industry Expansion and Targeting
Strong Industry Potential
High Support Industries to
Develop
Advanced
Automotive
Information
Technology
Alternative
Energy
Strong Industry Differentiation
Defense
Advanced
Manufacturing
Homeland
Security
38
Targeted Industries Study
Trends in Economic
Development Strategy
39
Current Trends and Issues in Business Attraction & Development
Economic Development Survey 2004 & 2005

Focus of economic development activities:
 Business attraction/recruitment = 44%
 Business retention = 41%

Top business retention activities:
 Partnering with other non-governmental organizations = 81%
 Local government representative calls on local company = 78%

Top promotional activities used to attract business:
 Website = 86%
 Working with Chamber of Commerce = 84%
 Offer high quality of life = 74%
 Promotional and advertising activities = 63%

Average local budgets for economic development in 2004 = $753,161
40
Source: ICMA. Economic Development 2004
Common Characteristics of Winning Organizations in attracting business
• Every winning agency used a state
of the art Web-site
• On-line databases of available
buildings and sites
• Work-force training initiatives moved
to the top of the “to do list”
• The ability to quantify and deliver a
trained work force in specialized skillset categories
• “Partnerships”: The ability to bring
together diverse groups under one
effort to market and promote a
geographical area “won more
projects than stand-alone cities and
counties”
Without the region as a whole, we
wouldn’t be where we are today.
Creating new jobs and investing
capital investment in our community
takes a cooperative effort on behalf
of local governments, businesses
and citizens.”
Melanie O’Connell Underwood
Executive Director/Mooresville, NC Chamber (2005 = $302m/1,125
jobs)
41
Top U.S. Economic Growth Areas 2005
Location
2005 Success
Initiatives
Message
Broomfield
County, CO
Pop: 48000
5 corporate HQs/
1 divisional HQ
Expanded available data on web-site (real
estate information, demographics, links to state
information on taxes, transportation, labor &
incentives)
Large pool of highly trained & available
tech labor
Elgin/Kane
Counties, IL
Pop: 150,000
16 projects of $1m
or greater
Web-site enhancement,
Expansion of Work-force training efforts
Joint effort with state allowing developers and
brokers to electronically update building & site
availability
Location/Proximity to I-90 toll way
Central location
Easy access for good labor force
Large pool of highly trained & available
tech labor
Grant County, IN
Pop: 71,000
5 projects:
$260m/2,000 jobs
Partnered with regional workforce investment
board, local community college & 2 liberal arts
colleges to develop training programs
Location
Within 400 mile truck drive or 1 day of
12 major markets
Dallas/Ft. WorthArlington, TX
12 county area
309 projects: $3.4b
Promotion of existing company expansions in
the area
“Telecom Corridor”
50 technology companies/sq. mile
Houston, TX
12 county area
214 projects
Promotion of reputation as fast growing
technology center
Promotion of younger than average workforce
2.6 million workforce
51 of world’s 100 large non-U.S. Corps
Port of Houston is world’s 6th largest
Mobile, AL
Pop: 400,000
25 projects: $800m
Maintains buildings & sites database for the
area (photo, characteristics, map)
Hub, linking major U.S. markets and
emerging markets in Central & South
America
Mooresville, NC
Pop: 25,000
37 projects:
$307m/1,125 jobs
Regional partnership (16 county region)
New branding campaign/strategic direction
Availability of land
Adaptability of workforce
Continued education/training
Covington, KY
Pop: 350,000
41 projects:
$444m/2,997 jobs
Redesign of web-site for buildings & sites
database
Greensboro, NC
Pop: 1.5 m
42 projects
Piedmont Triad Partnership focused on hightech & advanced manufacturing
Source: Site Selection On-line, March 2006
Construction costs 30% below avg.
Lower cost of living
Quality of life (cultural, sports,
42
recreational)
State tax credits for R&D
Industry Retention & Expansion, Growth & Targeting
Macomb County’s Opportunities
Macomb Industry
% of Employment Base
Manufacturing 23.4%
Growth ’00-’04: (-11%)
Retention & Expansion
(Issues re: growth)
Demand by primary customer’s
industry
Pressure on margins
Cost of raw materials
Cost of labor
Healthcare & Social
Assistance
10.7%
Growth ’00-’04: +10%
Finance & Insurance 4.0%
Growth ’00-’04: +23%
Organic Growth
(Hot areas of growth)
Computer & electronics
Plastics & rubber products
Machinery manufacturing
Transportation manufacturing
-Motor parts
-Aerospace
Advanced Automotive
Advanced Manufacturing
-Medical Devices
Defense
Assisted Living
Residential Care facilities
Outpatient/Ambulatory
Research and Ancillary Services
Medical devices & equipment
Admin/Support services
(Temporary staffing)
Computer systems/design related
Management/Technical
consulting services
Homeland Security
High technology medical
treatment facilities
Demand by primary customers
industry
Competitive nature of industry
Professional & Scientific 8.6%
Growth ’00-’04: (-19%)
Construction 5.5%
Growth ’00-’04: (-.3%)
Demand by primary customer’s
industry
Availability of skilled workers
Competitive industry
Cost of labor
Non-residential
-remodeling of industrial plants
-nursing care facilities
Wholesale Trade 4.2%
Growth ’00-’04: +.8%
Demand by primary customers
industry
Competitive nature of industry
Physical capacity for expansion
Productivity enhancing tech.
Supply & distribution services
e-commerce
Information 1.6%
Growth ’00-’04: +3%
Leap Growth
(Emerging Sectors)
Software publishing
Internet & other information
services
Communications
equipment
43