Black - version 1.9.1.7
RED – VERSION 1.9.1.8



SMART-DICISIONS FOR A CHANGING WORLD WHEN WE NEED TO KNOW WHERE – IT’S- AT

Written by: Jawahar (JAY) Pavasia
Hi, I am Rock Perry. This is a selection of thoughts about site-selection and location analysis module for Gadgetry Unlimited, LLC...mapping our success.

Doing the right things right, at the right time, the first time and every time. Success is a combination of the right tools, hard work, and luck. In a world of scarce resources, the winners will be those who use people and technology wisely. The process of Location analysis is not the comparatively easy task it was years back when land was relatively cheap and gut instinct was the measuring stick. In today’s highly competitive business arena, we must examine all available market information and make decisions based on data indicators.
Solving problems using Geographic Information System (GIS) and other technology and other methodology, turning useful data in to smart business decisions. Geographic Information System technology is a fundamental tool for analyzing retail trade areas today. This technology removes site selection "blinders" because it identifies and illustrates the crucial factors for site selection within a geographic framework. Trade area analysis is a methodology, process or technique that provides a basis for understanding, visualizing and quantifying the extent and characteristics of known or approximated trade areas. Geographic Information System is a single terminology to express a deep, and vast concept Geographic Information System is mainly a computerized technology including hardware, software and expeciallized man power which has been appeared in last decades for obtaining, organizing, interpreting and finally designing and producing different models and at the present time it is developing. The main factor which makes this technology different from the other reserve and recovery system is in respect to the geographical location.GIS is an important technology because "Everything happens somewhere".
Making smarter market decisions and analysis, Determining maximum store build-out, finding the best market, Ranking trade areas, Always...
Better software. Better data. Better Insights. Better analysis. Better decisions. Better locations. Better performance. Better results. Better profits. Better ROI.
In retailing concept, choosing the Best site for our concept Gadgetry Unlimited, LLC can have the greatest impact on its performance than any other factor. The more methodical we can be at this stage, the better. Quick Insight analysis will help us to determine whether entering the marketplace has tremendous potential or is destined for failure. We are sure to benefit from the complete analysis, either by reducing our risk or altering our strategy to avoid pitfalls. Choosing the best site for a retail outlet is vital to the success of Gadgetry Unlimited, LLC a growing business in a competitive market. The key to optimal location is found in customer profiling, demographic analysis, visibility, and competitive information. To be effective, market analysis requires more than simply studying an area's demographics. It must include quantifying the trade area, assessing the competition, evaluating the site, and accurately projecting sales using the most sophisticated techniques and technologies.
The right location leads to success... The physical relationships between people and places have a significant impact on our success. The problem is, these relationships can be difficult to see. Their nature is not always readily apparent — it takes tools to reveal the location-sensitive factors affecting a business. To visualize our business, we need demographic and geographic data, overlaid and displayed in map form. New products and services are created when Gadgetry Unlimited, LLC identifies an unmet market need and creates a product to fill that need. We will then work on to identify which of the identified unmet needs fit with our business model, create New Product concepts, and perform concept validation studies. Each location has within itself a supporting structure of market factors. Once these are known, the success formula is quite simple- respond to those market factors with the correct retail products and services offering and a viable profit center will be created. Site-selection is a science, not just an art. Site selection has become a science built on combining internal customer data with vase amounts of public demographic information to pinpoint consumers down to the household level.
Our goal is Delivering rapid, well-researched and extensive business analysis tool. A fresh perspective that helps us Gain real insight into our business model, our products and services that we offer, the competition, and new opportunities for change or growth. Our Gadgetry Unlimited, LLC concept will be more successful if it is located near a high concentration of prospects likely to become long-term customers. When projecting a market’s potential for our product and services, there is no single method for success. Competition, local income levels, product and store image, location, pricing, traffic flow, population density and other factors are used to gauge the success or failure of a new Gadgetry Unlimited, LLC outlet. Even differences in product lines and services sold within a given store can impact the number of customers and how are they’ll travel to Gadgetry Unlimited, LLC.
To take the next step, developing a business plan and financial plan that articulates and maps operations, funding, product development, staffing, pricing, product extension, sales and marketing, distribution, partnerships, and finance. Roadmap required doing so. Demographic and behavioral trends—specifically the aging of the baby boomer generation and consumers' demand for convenience—favor the future growth of the store channel. However, to take full advantage of these trends, we need transform their businesses from simple, cost-efficient, generic retail boxes to interactive information and retail centers that cater to the whole health and well-being of their customers.
Understand our company, our objectives, and our challenges. Trends and opportunities that give us the answers we need and guide us to a winning position. We will design our software tools to take advantage of a familiar browser interface. This greatly reduces the time it takes us to get the most out of each software application. The combination of internal proprietary information with external data resources packs an impressive amount of power into an easy-to-use tool. Economic development experts have long recognized that many businesses prefer to locate in close proximity to similar or complementary businesses. They share an employee base, suppliers, large customers, or even information.
Decisions on locations and the valuation of locations are of key significance to our company. For instance when it is a question of finding the ideal site or constantly monitoring an existing branch economic efficiency. How many private households are there at a specific location? How high is the purchasing power? How many competitors are already present in this area? Is our range of goods and services tailored to the needs of our clientele? The integration of corporate, geographical and socio-demographic data in our applications for location analysis makes customer structures transparent, and allows for branch territories to be evaluated and visualized in relation to customer potential. The difference between the right decision and the wrong decision can be the difference between profit and loss. Location is a critical factor in winning the race for profits and market share. In today’s competitive business environment, the notion of “where” has become increasingly important to decision making. The choice of a store location has a profound effect on the entire business life of a retail operation. A bad choice may all but guarantee failure, a good choice – success.
Alongside socio-demographic data such as the number of inhabitants, employment levels, purchasing power and retail trade sales figures, we can also include logistically relevant data such as distances, holiday periods and traffic volume. Thus, and also with the aid of simulated scenarios, we have a solid basis for making decisions – securely and quickly. And thus attain considerable competitive advantages. We will set the standard within our industry to ensure that customers come to us first and eliminate price competition and compete on real value instead.
The process of retail site selection is one of the most critical components in developing an effective and competitive Gadgetry Unlimited, LLC network. Although all chains perform site selection activities, the difference is in the technique and technology. The process ranges from a single individual standing on the corner making the call to an entire real estate department utilizing vast amounts of information and computer hardware cranking out reports and computations. In the end, this process defines the organization.
Because many companies see the site selection process as a critical competitive advantage, once they have found the best system, they want to keep it a secret. Unfortunately for those companies providing the system, it's hard to promote that system if no one is willing to talk about it. Understanding how its local market affects an existing store's operations is the key to identifying prospective new locations and evaluating their potential. We should get necessary information to assure that we have the clearest and most current picture of the market area because what we don't see can be a missed opportunity for our business. Gadgetry Unlimited, LLC is success-oriented company we will use the results to make ideal site location selections, accurately project sales, create successful acquisition plans, and strategically select preferred markets for our unique Gadgetry Unlimited, LLC concept.
• Clear, accelerated evaluation processes and better quality results
• fast, reliable information and improved market evaluation
• cost reductions as a result of efficient processes
• minimization of expenditure and risk of loss
• faster return on investment
• investment security thanks to built-in compatibility with future systems: modern Internet technology for new sales channels and a flexible, mobile way of working
• supports the requirements of efficient execution of ratings, availability of data, and transparency and
• comprehensibility of evaluation procedures
Starting with basic MapInfo Professional software, the system initially just integrated streets, traffic counts, and basic demographics. After adjusting and customization, the system integrates the latest mapping technology and provides several product volumetric calculations for a variety of different viewpoints. Other benefits have been derived from implementing the GIS-based applications. One of the key benefits is that the system has converted the knowledge and expertise of a seasoned professional into a corporate asset. The system should build to replicate the decision-making process of real estate philosophy based upon many years of our experience. Location plays a significant role in most retail marketing decisions. Where is our target markets located? Where are our competitors located? Where are the inventory surpluses/deficits? Which location is not performing? What transportation infrastructure exists near our location? Where do our employees live? How are all these factors related?
A Geographic Information System is a powerful, computer-based tool which takes information stored in a database and allows it to be analyzed in terms of both "what" and "where." All the common database functions, including queries and statistical analyses, are available but with the added capability of displaying the information in the form of maps. The data is stored on the basis of either geographic points on the earth's surface, or areas. The maps are generated by selecting specific data and instructing the GIS program to display all the points at which that data is present and, if appropriate, its value. Data can be manipulated in a large variety of combinations and then mapped. This is typically done in layers so that each layer displays the geographic distribution of the data it is dealing with. The layers can be superimposed to display composite maps.
By creating layers, GIS integrates data from several separate sources into a unique visual form to extract powerful information revealing trends and patterns that otherwise may be hidden. The database statistics, displayed in map form, can then be analyzed in terms of their distribution, how they relate spatially to other data, geographic trends, associations and their relationships with other physical features, both natural and man-made. The data is no longer confined to tables of numbers and facts but is displayed according to its physical distribution in the real world. This enables the data to be analyzed in terms of its relationships and interactions and provides new insights and a basis for interpreting possible causes, synergies and conflicts. In turn, this can provide a foundation for making predictions and planning strategies. By combining our business data with other databases and models, we can visualize our data in a meaningful way. Our data is transformed from a flat spreadsheet into a rich, relational representation of our business strategy, marketing penetration, sales distribution, media market analysis and more. A Geographic Information System (GIS) is an electronic information system that analyzes, integrates, and displays information based on geography. GIS systems have powerful visual display capabilities that present the results of analysis on maps on a wide variety of scales, ranging from very large (accurate to within inches) to very small (accurate only in broad overview).
A working GIS integrates five key components: hardware, software, data, people, and methods.
Hardware
Hardware is the computer on which a GIS operates. Today, GIS software runs on a wide range of hardware types, from centralized computer servers to desktop
computers used in stand-alone or networked configurations.
Software
GIS software provides the functions and tools needed to store, analyze, and display geographic information. Key software components are:
• Tools for the input and manipulation of geographic information
• A database management system (DBMS)
• Tools that support geographic query, analysis, and visualization
• A graphical user interface (GUI) for easy access to tools
• Site selection tools and support, trade area delineation, penetration studies, market share analysis, sales forecasting, strategic market planning and distribution network modeling. We will specialize in custom programming to semi-automate the process.
Data

Possibly the most important component of a GIS is the data. Geographic data and related tabular data can be collected in-house or purchased from a commercial data provider. A GIS will integrate spatial data with other data resources and can even use a DBMS, used by most organizations to organize and maintain their data, to manage spatial data.
People

GIS technology is of limited value without the people who manage the system and develop plans for applying it to real-world problems. GIS users range from technical specialists who design and maintain the system to those who use it to help them perform their everyday work.
Methods

a successful GIS operates according to a well-designed plan and business rules, which are the models and operating practices unique to each organization. GIS is a technology that can transform the way we do business. GIS technology allows us to see our business information in a whole new way, through maps, reports, charts and discover relationships we didn't know existed. With a GIS, we can do more than just display our data. A GIS combines all the capabilities of display-only, thematic, and street-based mapping systems along with the ability to analyze geographic locations and the information linked to those locations. GIS lets us visualize and analyze information in new ways, revealing previously hidden relationships, patterns, and trends. A Geographic Information System (GIS) is not one thing, nor a single analysis; but rather a collection of hardware, software, data, organizations, and professionals that together help us represent and analyze geographic data. A GIS can also store attribute data, which is descriptive information of the map features. A GIS allows the examination of both spatial and attribute data at the same time. Spatial data analysis ranges from the visualization and exploration of spatial data, through spatial statistics to spatial econometrics.
Additional benefits of the system have been that it has provided a disciplined and systematic approach to market analysis that expedites the process of finding and then entering new markets. Much time is saved in determining what markets and where within those markets to establish a network of facilities with our products and services. The system provides the ability to move faster with more consistent decisions into greater geographic coverage with the same level of personnel. A Geographic Information System uses geographically referenced data as well as non-spatial data and includes operations which support spatial analysis - in GIS, the common purpose is decision-making, for managing use of land, resources, transportation, retailing, oceans or any spatially distributed entities- the connection between the elements of the system is geography, e.g. location, proximity, spatial distribution. In this context GIS can be seen as a system of hardware, software and procedures designed to support the capture, management, manipulation, analysis, modeling and display of spatially-referenced data for solving complex planning and management problems- although many other computer programs can use spatial data (e.g. AutoCAD and statistics packages), GIS’s include the additional ability to perform spatial operations. Companies spend millions of dollars on implementing business intelligence, enterprise resource planning, and CRM initiatives. However, they frequently overlook a fundamental component for success: accurate and reliable data. A data assessment tool is just one piece of an overall information quality initiative that allows our company to gain more value from the critical information assets that help drive our business model. Making data assessment part of our information quality strategy will help us uncover additional hidden and unobvious problems early in the project life-cycle. Early detection of issues allows our organization to react in a proactive mode, rather than be another statistic of a failed application. We won’t be a statistic— we will invest the time early in the process to explore a complete information quality solution. A GIS stores spatial and attribute data in two separate files. Corresponding records in the two files (for example, a map of property parcel boundaries and the corresponding data such as the name of the owner, structure built on the property parcel, and the value of the structure) are linked by an identification number (in this case, probably the parcel number). This allows a GIS to search and display attribute data based on spatial criteria, and vice versa. For example, a GIS user can point to a particular property and ask the GIS to retrieve and display the attribute data of that parcel, but can also ask the GIS to locate the corresponding property parcel on the map by supplying a record in the attribute database. A GIS references real-world spatial data elements (also known as graphic or feature data elements) to a coordinate system. These features can be separated into different layers (a.k.a. map themes or coverages).
Because it is a flexible, GIS-based tool, additional functionality is extremely easy to add. Because of the flexibility, the use of the system is growing. This includes expanding customer analysis by exploring store specific information to better understand exactly where business is derived. The first step in estimating sales is to determine as accurately as possible who our customers are, how many are located in each trade area or sales territory, and how much they spend on average in our product or service category. The real purpose of a GIS is to make better decisions, faster. Using GIS for space management, category management and micro-merchandising is our goal. We will evaluate the success of different merchandise mix and services we offer based upon the characteristics of the trade area. If the saying that 80 percent of a company's business comes from 20 percent of its customers holds true, it's no wonder GIS is popular, since it can help get us get close to that 20 percent. GIS is one of the hottest information tools on the business landscape.
The 3 “W’s” of GIS
- What is where ( how many-what kind)
- Why is it there
- Why do I care
Forecast Product Market Demand Evaluate the potential of new markets or product and services ideas before making a major investment of time and resources. Our goal is to Create customized and fully integrated micromarketing systems. We will design the systems which will help us see profits more clearly. Using Census data, current-year estimates, and five-year projections, Gadgetry Unlimited, LLC can assess current demand for a products or services and foresee demographic changes that will impact this demand.
"Better information leads to better decisions"
Location choices are critical strategic decisions with long-range impact on the business. SOME elements affect Gadgetry Unlimited, LLC’s location decision.
• Image
• Affordability
• Convenience
• Good visibility
• 'Timing' and 'Trend'
• Aggregate Market Size and Growth
• Product and Services Structure and Proportion
• Vertical Market Structure
• Industry Application Market Structure
• Regional Market Structure
• Brand Structure
• Distribution Channel Structure
• Market Competition
• Product Competition
• Technology Competition
• Price Competition
• Promotion
• Channel Competition
• Forecast of Market Development Trend
• Quantitive Market Forecast
• Forecast of Aggregate Market Size
• Forecast of Market size by Products
A Gadgetry Unlimited, LLC Storefront would use a scoring system based on our current benchmarks to classify each potential Gadgetry Unlimited, LLC store location. We can Plot the high-scoring locations on a map. The best reason to consider desktop mapping software for our Gadgetry Unlimited, LLC Storefront concept is that it will help us become more competitive, by maximizing our use of a valuable resource—our customer information. Combine our own customer information with that available through the powerful tools and we have a dependable supply of location analysis data. Maps are a key tool to reveal important marketing information — our market potential, our market share, even our next successful Gadgetry Unlimited, LLC store location. Maps created with desktop software can show us the way to greater profits. Gadgetry Unlimited, LLC will lead the way in understanding the importance of location in driving business performance.
ES = P x EXP x (ADI/MDI) x MS
ES = Estimated Sales
P = Trade Area Population
EXP = Maine per Capita Expenditure for Retail Outlet Category
ADI = Area Estimated Average Household Disposable Income
MDI = Maine Estimated Average Household Disposable Income
MS = Estimated Market Share
1. The GIS should be customizable.
2. The database must be scalable.
3. We should be willing to invest the money.
4. Start small, expand when appropriate.
5. Adopt cross-platform solutions where possible.
6. Choose a product which will "grow".
7. Back up the GIS with a geographic database.
8. Aim to exploit relational and legacy data.
9. Embrace the advantages of an object-oriented data model.
10. Look for the right application development environment.
Strategic decision-making takes more than just a piece of software. Rather, it's a collaborative effort that connects all the participants throughout the decision-making process with dynamically updated, field-validated business intelligence.
• Client Benefits
• Captured and converted decision-maker's thought processes as corporate asset.
• Information Management (Effectively organized disparate retail information for easy data visualization).
• Time Management (Streamlined / shortened data analysis and review timeframe).
• Expedited the ability to grow / expand into new markets (faster controlled growth).
• Provide third party non-biased element.
• Customer Service
• Store Locator/Directions
• Lead Distribution
• Sales Analysis/Reporting
• Risk Management
• Real Estate Listings
• Solution is database-driven
• Solution requires a scalable, secure, multi-platform architecture
• Map creation and data analysis functions performed on PC using locally stored data or by connecting to RDBMS
• Results of analysis shared with others through printed maps or HTML output
• Our goal is to produce and provide the most powerful Demographic Mapping Software and services available
• Parameters such as population density, age, income, the ratio of owners to renters, average family size
• Trends in demographics
• Housing
• Healthcare supply and demand
• Location, location, location customer, customer, customer
• Spending patterns / consumer expenditures
• Want to grow, but we need to grow profitably
• Sales forecasting with the goal of better identifying and understanding our customers
• Information is based on household information.
• Data should not only be the right kind of data, but the right data for a particular area
• Understanding of the influence that demographics, psychographics, and competition have on sales performance
• Create site-selection model with a ‘failure rate’ of + or -- 5%
• geodemographic analysis
• "fact-based" approach
• Data about surrounding retailers from Dun & Bradstreet
• Analyzing risk- analyzes data and produces insightful and accurate forecasts.
• How do I increase my customer loyalty?
• How do I define my trade area?
• Where is my competition?
• What is my competitive position in the marketplace?
• How are my customers changing?
• What products should I sell to which customers now?
• traffic patterns
• Spatial interaction models
• Patronage probability analyses
• Trend surface mapping
• Trade area delineation
• Market penetration study
• Competitor locations
• Income and economic indicators
• Historical sales of existing stores
• Number of Months in Business
• Competitor’s Store Size
• Competitor’s inventory level and type
• Transportation access
• Sales potential study / market screening
This is the general market potential. Knowing the number and strength of our competitors (and then estimating the share of business we will take from them) will give us the market potential specific to our Gadgetry Unlimited, LLC concept. Market screening is a useful first step for Gadgetry Unlimited, LLC to identify the best locations in a large geography. The Gadgetry Unlimited, LLC will conduct numerous multi-state, regional, and nationwide screenings. Each screening is customized to match key success variables of the Gadgetry Unlimited, LLC to the geographies that exhibit those characteristics. In other words, we can locate the geographic areas which have a profile similar to our target customer and provide the greatest opportunity for expansion. Extensive use of GIS capabilities and embedded data are key in a market screening. Gadgetry Unlimited, LLC may develop a model or point-scoring scenario to create a hierarchy of opportunities from which to prioritize. The result of the screening can be mapped, easily showing where pockets of opportunity lie. The reason why GIS is one of the hottest information tools on the business landscape is that the "geographic" aspect of GIS provides an effective and efficient way to manage, analyze and view data that other information systems do not offer. In the strictest sense, a GIS is a computer system capable of assembling, storing, manipulating, and displaying geographically referenced information, i.e. data identified according to their locations.




To select good locations for Gadgetry Unlimited, LLC, we need to be aware of the following:
KNOW OUR CUSTOMER
Who is our customer? Do we know? Most retailers think that they do, but often they are wrong. It is extremely important to understand, not only who the customer is, but more importantly, who is the most frequent customer? Knowing who that frequent customer is will help to identify other areas that may have demographics with similar characteristics.
DETERMINE A TRADING AREA
Trading areas come in all shapes and sizes. They are not actually round, square, or rectangular. Instead, they usually reflect an irregular-shaped pattern, corresponding to the road or street pattern, altered by competition, physical and psychological barriers, and the demographics of the residents and employees of the area. What is a realistic area from which your proposed store can attract customers?
ANALYZE DEMOGRAPHIC DATA
Demographic data is available by blocks in most cities over 50,000 people. Also, demographic data is available for the Chamber of Commerce or your local City Planning Department. Finally, forecasts are provided by Computer Demographic Services. Ask your local commercial broker who to call. It usually runs approximately $100 to have all of the data for a site, along with five year projections of population, households, age and household income. The most important population element is not how many people reside within the area, but rather who are the people; what are their ages, income levels and education? How do the characteristics of the area match the characteristics of your most frequent customer?
ADEQUATE ACCESSIBILITY
Access occurs at three levels. First, one must have access to an area. The next is access to a particular site. Lastly, ingress and egress are necessary via adequate curb cuts, traffic signals, or others. Poor access rarely can be overcome by reputation or promotion, especially when competition is plentiful.

IDENTIFY MAJOR AND MINOR ACTIVITY AREAS
Activity is people and people are potential customers. Why do you suppose that there are so many food operators located on major streets leading to shopping centers or employment concentrations? Activity! Activity generators include: commercial areas, shopping centers, malls, office concentrations, downtowns, industrial areas, airports, hotels/motels, hospitals, recreation complexes, amusement parks, major highway interchanges, and others.
STUDY LOCAL HABITS AND PATTERNS
People are habitual; we tend to follow certain patterns daily. Some patterns are interrupted by traveling, and others are interrupted by unusual circumstances. Nonetheless, if observed over several weeks, it would be very easy to predict the patterns. One of the tricks in the retail business is to locate your units within the existing travel patterns of a majority of people in an area. This will permit you to intercept consumers without requiring them to change their patterns. People resist change, so it pays to capitalize upon it. Get into the pattern!
EVALUATE COMPETITION
One must determine competition and measure its importance. You should know the competitors’ location, sales, merchandise mix, pricing, service-level, strengths, weaknesses and other elements important to individual operators.
UNDERSTAND VISIBILITY AND EXPOSURE
Visibility is a location’s ability to be seen; exposure is being seen and recognized over a long period of time. Visibility can create opportunities for impulse shopping while exposure influences patterns and decision making over time.
REALISTICALLY ESTIMATE YOUR POTENTIAL SALES
Historically, sales of a prospective store have been estimated on the back of an envelope or a receipt book. Estimating sales is a difficult process. Conversely, if done with honesty, it can provide guideline to maximize opportunity and avoid major loss of thousands or even hundreds of thousands of dollars. It pays to make the effort.
EVALUATE LOCATIONAL ECONOMICS
A good deal on a location may be a bad deal in the long run. Remember, we most often get only what we pay for. Select good locations and negotiate hard for a fair price.
Evaluating the market and selecting the right location is as important as creating the menu or designing the store. A bad location rarely is overcome, no matter how much personality you have. Today's standard financial reporting is pretty good -- as far as it goes. Typically, we are limited to the organization and product levels initially hard-wired in the accounting system. We can't explore profitability in greater detail and along other dimensions -- like a customer relationship. Perhaps most importantly, traditional approaches don't analyze profitability, so that while we may know what is happening, we never know why. Real profitability analysis involves dozens of factors that interact in complex ways: customer behavior patterns, organizational units, employee productivity and incentives, and products. Since our business is multi-dimensional, our performance measurement capabilities must be as well. Geography is the study of place, or space, in the same sense that history is the study of time. Its study of human-land relationships and spatial interactions has always been of general interest, but Geography has added importance today due to the many environmental and economic challenges faced in today's world. Knowledge of Geography helps us understand the characteristics of space, location and place in the broader context of how people interact with both physical and human environments. Geographers identify and analyze the global patterns that shape our lives.

As we search for data for our GIS, we will go through a process of making a wish list and investigating data that meets our criteria. Following are the most important issues we will need to consider to determine which data we need.
o What do we want to do with the data?
Do we want to draw maps or do a certain type of analysis? Do we want to match customers to street addresses or to telephone exchange areas? Do we simply want to draw an accurate street map, or do we want to use the GIS software to develop delivery routes?
Consider carefully how we answer these questions because the answers will likely govern our answers to the following questions. Take into account our medium- or long-term goals as well as those we want to accomplish now.
o What are the specific geographic features we need?
To gain the most understanding from our GIS, determine the level of detail required from our data. For example, do we want all streets or major highways? If so, at what level of generalization—major highways at a "local" scale, such as 1:24,000, or at a "national" scale, such as 1:3,000,000. Even for a seemingly simple feature such as streets, we may need to decide how we want them represented (centerlines, double-lined streets, or connected routes).
o What attributes of those features do we need?
Using streets as an example, depending on our goals we will have to determine whether we need none, some, or all of the following attributes: street name, route number, road class, road surface class, address ranges, traffic volume, and under- or overpass.
o What is the geographic extent of our area of interest?
Data can be acquired for areas as small as a ZIP Code or census block or as large as the entire world. We will need to determine the size of the area for which we need data.
o What is the level of geography we want to examine within our area of interest?
Our area of interest can often be broken down into smaller areas. Within a state, for example, we may want to examine statistics by census tract, block group, ZIP Code, or cable TV area.
o How current must the data be?
For some applications, such as land use planning using remotely sensed imagery or aerial photography, obtaining the latest data available is critical. For other applications, data that was collected are year or two before may be adequate.
o What type of computing environment will we be using?
Determine if we will be using Windows, Windows NT, Macintosh, UNIX workstations, or whether we will be working in a mixed environment.
o What GIS software’s will we be using?
The answer to this question may affect the data format we select.
o How many concurrent users will be accessing the data, at how many locations?
Single user, multiple individual users at one location, multiple users accessing a server, or single users at several regional offices are a few possible scenarios that may affect the type of data license we buy.
o When do we need the data?
Many "off-the-shelf" data sets can be acquired in a couple of business days, but if we need customized data sets, plan ahead. Orders that require customization may take up to several weeks to prepare and deliver.
o Will we need periodic data updates and, if so, how frequently?
Determine if complete replacements of the data are preferred or if we require transactional updates (changes only). Data publishers have different ways of handling data maintenance. Sometimes it is best to negotiate the maintenance schedule with the initial data license.
o Which of the data sets identified may be licensed from the same data publisher?
While it is possible to layer data sets from multiple data publishers and use them successfully, remember that data publishers typically develop their data sets independently and use different sources. Therefore, there is no guarantee that data sets from different publishers will overlay precisely or that feature identification attributes will be the same in different data sets. A common coordinate system is a consideration here.

If our project is a large one (e.g., if we plan to obtain data for an entire country), we should seriously consider first testing our proposed data set combination (i.e., creating a prototype) on a small region such as one or a few counties.
o Do we plan to start small, and then expand?
For a number of reasons, we may decide to start building our database for one metropolitan area or a few states, and then expand our database to cover a state or the entire country. If so, what is our expected expansion schedule? The data publisher may be able to take this into consideration when pricing and licensing the data.
o Do we want to publish derivative products with the data?
If we plan to create hard-copy or printed maps that we will give away or sell, either within or outside our organization, this will affect how the data is licensed. Publishing the data on an Intranet or the Internet will also affect the license. Most data publishers restrict such redistribution in their license agreements. If we are unsure whether our intended use of the data is permitted, be sure to ask our marketing representative.
Visually analyze the distribution of customers by one or more sites. Useful for site selection, target marketing, understanding customer site loyalty and developing delivery/distribution plans. If a picture is worth a thousand words, a map may be worth a thousand pictures! The amount of information that can be communicated within a single map is tremendous and yet easy to grasp.
Data for a GIS comes in three basic forms:
• Spatial data—what maps are made of
Spatial data, made up of points, lines, and areas, is at the heart of every GIS. Spatial data forms the locations and shapes of map features such as buildings, streets, or cities.
• Tabular data—adding information to maps
Tabular data is information describing a map feature. For example, a map of customer locations may be linked to demographic information about those customers.
• Image data—using images to build maps
Image data includes such diverse elements as satellite images, aerial photographs, and scanned data—data that's been converted from paper to digital format.
1. Vector data model
Discrete features, such as customer locations and data summarized by area, are usually represented using the vector model. Vector data represents each feature as a row in a table, and feature shapes are defined by x,y locations in space (the GIS connects the dots to draw lines and outlines.) Features can be discrete locations or events, lines, or areas.
Locations, such as the address of a customer, or the spot a crime was committed, are represented as points having a pair of geographic coordinates.
Lines, such as streams or roads, are represented as a series of coordinate pairs.
Areas are defined by borders, and are represented by closed polygons. They can be legally defined, such as a parcel of land; administrative, such as counties; or naturally occurring boundaries, such as watersheds.
When we analyze vector data, much of our analysis involves working with (summarizing) the attributes in the layer's data table.
2. Raster data model
Continuous numeric values, such as elevation, and continuous categories, such as vegetation types, are represented using the raster model. The raster data model represents features as a matrix of cells in continuous space. Each layer represents one attribute (although other attributes can be attached to a cell). And most analysis occurs by combining the layers to create new layers with new cell values.
The cell size we use for a raster layer will affect the results of the analysis and how the map looks. The cell size should be based on the original map scale and the minimum mapping unit. Using too large a cell size will cause some information to be lost. Using a cell size that is too small requires a lot of storage space, and takes longer to process, without adding additional precision to the map.
What is TIGER®?
The term TIGER® comes from the acronym Topologically Integrated Geographic Encoding and Referencing which is the name for the system and digital database developed at the U.S. Census Bureau to support its mapping needs for the Decennial Census and other Bureau programs.
The design of the TIGER® database adapts the theories of topology, graph theory, and associated fields of mathematics to provide a disciplined, mathematical description for the geographic structure of the United States and its territories. The topological structure of the TIGER® data base defines the location and relationship of streets, rivers, railroads, and other features to each other and to the numerous geographic entities for which the Census Bureau tabulates data from its censuses and sample surveys. It is designed to assure no duplication of these features or areas.
The building of the TIGER® database integrated a variety of encoding techniques such as automated map scanning, manual map "digitizing", standard data keying, and sophisticated computer file matching. The goal was to provide automated access to and retrieval of relevant geographic information about the United States and its territories.
How the Census Bureau uses TIGER®
The Census Bureau's TIGER® System automates the mapping and related geographic activities required to support the decennial census and sample survey programs of the Census Bureau starting with the 1990 decennial census. The TIGER® System provides support for the following:
• Creation and maintenance of the digital geographic database that includes complete coverage of the United States, Puerto Rico, the Virgin Islands of the United States, American Samoa, Guam, the Commonwealth of the Northern Mariana Islands, and the Midway Islands.
• Production of maps from the TIGER® database for all Census Bureau enumeration and publication programs.
• Ability to assign individual addresses to geographic entities and census blocks based on polygons formed by features such as roads and streams.
What are the TIGER/Line files®?
The TIGER/Line files are a digital database of geographic features, such as roads, railroads, rivers, lakes, legal boundaries, census statistical boundaries, etc. covering the entire United States. The data base contains information about these features such as their location in latitude and longitude, the name, the type of feature, address ranges for most streets, the geographic relationship to other features, and other related information. They are the public product created from the Census Bureau's TIGER (Topologically Integrated Geographic Encoding and Referencing) database of geographic information. TIGER was developed at the Census Bureau to support the mapping and related geographic activities required by the decennial census and sample survey programs. The most recent version is the UA Census 2000 TIGER/Line® Files.
These files are not graphic images of maps, but rather digital data describing geographic features. To make use of these data, a user must have mapping or Geographic Information System (GIS) software that can import TIGER/Line data. The Census Bureau does NOT provide these data in any vendor-specific format. With the appropriate software a user can produce maps ranging in detail from a neighborhood street map to a map of the United States. To date, many local governments have used the TIGER/Line data in applications requiring digital street maps. Software companies have created products for the personal computer that allow consumers to produce their own detailed maps. There are many other possibilities. THE TIGER/Line PRODUCT DOES NOT INCLUDE DEMOGRAPHIC STATISTICS.
1. Collect Demographic Data
• What is the opportunity for my business in this market?
• Where is my competition located?
• How many retail outlets can the market support?
• Where should they be placed for optimal success?
• How can I measure the performance of each location?
1. Build an Inventory of Competition
• Determine the current and future opportunity of the market
• Study competitive outlets in the market
• Determine what the market will support in number of outlets
• Develop scenarios for outlet type, location and number
• Define a reasonable standard for measuring performance of the network
• Develop a marketing support plan for each market
2. Generate Market Characteristics
• Estimate the probability of a customer's loyalty
• Estimate the mean time between purchases
• Estimate the probability of a customer's purchase of a product in a given segment
• Incorporate financial information with the probabilities in these models to estimate the lifetime value of our customers.
1. Quantify Market Demand for our Products and Services
2. Understand Customer Information
3. Recognize customer Behavior Patterns
4. Identify Potential Site Location Opportunities
5. Conduct Fieldwork
6. Identify Site Characteristics
7. Develop Final Recommendations for senior Management
• Drive times / Travel time
1. % Travel time less than 15 minutes
2. % Travel time 15-29 minutes
3. % Travel time 30-59 minutes
4. % travel time 60+ minutes
• Transportation to work
1. % Car, truck or van to work
2. % Public Transportation to work
3. % Other transportation to work
4. % Work at home
• Demographics
Key Demographics business-specific variables
• Social Rank - income, employment, educational attainment
• Household Composition - age, gender, family structure
• Mobility - length of residence
• Ethnicity - race, foreign birth, ancestry, language
• Urbanization - variations in urban, suburban, rural populations and densities
• Housing - own, rent, value, age number of housing units
• Competition – Brand, no. of units, Size of units
• Ingress and Egress
Data is the backbone from which Gadgetry Unlimited, LLC will build our powerful desktop mapping and analysis capabilities. There is a vast assortment of market data products available in today's expanding geographic information systems (GIS) industry. To maximize our investment and get the most useful results from our desktop mapping and analysis activities, we need to carefully choose both infrastructure and decision-making data that meets our exact requirements -- now and in the future. Our goal is to expand through intelligent, pragmatic research and analysis. And improve our profitability by designing creative, ROI-based program. Three main factors affect the likelihood that a shopper will patronize our store: value in terms of format, merchandising, pricing and service; convenience of location; and how our value and convenience compare to our competition. An Information System is a set of processes, executed on raw data, to produce information which will be useful in decision-making- a chain of steps leads from observation and collection of data through analysis- an information system must have a full range of functions to achieve its purpose, including observation, measurement, description, explanation, forecasting, decision-making
Profiles:
1. B_AV_EDU = Above Average Education
2. AMUSE = Amusement
3. APT20 = Apartments (20 or more units)
4. RENTAL = Available Renting Units
5. BEL_EDU = Below Average Education
6. BLACK_RUR = Blacks – Rural
7. BLACK_URB = Blacks – Urban
8. BLUE_EMPL = Blue Collar Employment
9. BORN_USA = Born in America
10. CIVIL_SERV = Civil Service Workers
11. COLLEGE = College Market
12. CULTURE = Culture
13. DIVORCED = Divorced
14. NO_TEENS = Few Teens
15. FOR_SALE = House for Sale
16. LARGE_FAM = Large Families
17. NO_MOVE = Long Time Residents
18. MANY_CARS = Lots of Cars
19. MED_AGE = Median Age
20. MED_INC = Median Income
21. NO_CAR = No Cars
22. NURSERY = Nursery School Market
23. OLD_RICH = Old and with Money
24. OPEN_SPACE = Open Spaces
25. HH_EMPL = Private Household Workers
26. PROT_EMPL = Protective Service Workers
27. REAS_OLD = Reasonably Priced Older Homes
28. RECENT_MOVE = Recent Movers
29. RELIGIOUS = Religious Propensity
30. RUR_INC = Rural with Above Average Income
31. SERV_EMPL = Service Employment
32. ASIAN_LANG = Speaks Asian
33. SPAN_LANG = Speaks Spanish
34. SUB_BUS = Subway or Bus to Work
35. TRAILER = Trailer Park City
36. VERY_RICH = Very Rich Households
37. WORK_HOME = Work at Home
38. YOUNG_INC = Young and with Money
39. YOUNG_HOMES = Young Homeowners
40. ® Block Group (EASIBLCK)
41. Block Group (BLOCKGRP)
42. EASI ® Census Tract (EASICTRACT)
43. Census Tract (CENTRACT)
44. ZIP Code (ZIP_CODE)
45. Post Office Name (PONAME)
46. FIPS County Code (FIPS)
47. County Name (CNTYNAM)
48. State Abbreviation (STAABBRV)
49. State Name (STNAME)
50. Metropolitan Area Code (MACODE)
51. Metropolitan Area Name (MANAME)
52. City Name(CITYNAME)
53. City Code(CITYCODE)
54. DMA Name (DMACODE)
55. DMA Code (DMANAME)
56. Area Code
57. Latitude (LAT) (Population Based)
58. Longitude (LONG) (Population Based)
59. Square Miles
60. Density
Geographical analysis and GIS (Geographical Information Systems) have become part of the armoury through which businesses compete to gain competitive advantage.
The two are distinct in that geographical analysis describes what are essentially a human activity and a way of looking at markets and business location problems, whereas GIS is primarily a tangible resource made up of software, data, computing equipment and peripherals. Success is determined by the way in which these two elements work together to support the ultimate goals of the business.
The source of data using most recent reporting available:
1. Bureau of the Census -Census Tabulation STF 3B plus various publications and updates. Current Population Reports (P20; P25; P60; and numerous special reports.)
2. County Business Patterns (US Department of Commerce - Economics and Statistics Administration- Bureau of the Census.)
3. US Department of Justice - Federal Bureau of Investigation.
4. National Center for Education Statistics - Common Core of Data (CCD).
5. National Oceanic and Atmospheric Administration - National Environmental Satellite, Data and Information Service - National Climatic Data Center.
6. United States Department of the Interior - Geological Survey - Office of Earthquakes, Volcanoes, and Engineering.
7. Bureau of Labor Statistics - Department of Labor.
8. Easy Analytic Software, Inc. developed all of the updates, ZIP Code changes and software codes and techniques used in this product which is used and modified by CDI under license. All data are 2002 estimates from Easy Analytic Software Inc. (EASI) unless otherwise specified.
9. The availability of better up-todate and most current data from industry-leading information sources and better software will make site location analysis easier for Gadgetry Unlimited, LLC.
10. Databases of federal agencies.
11. Economic development agencies.
12. Local police departments.
• Customer purchase data / Purchase behavior
1. Per capita - Annual expenditures $
2. Per capita - Food expenditures $
3. Per capita - food away from home expenditures $
4. Per capita - housing expenditures $
5. Per capita - Furniture expenditures $
6. Per capita - Apparel and services expenditures $
7. Per capita - Transportation expenditures $
8. Per capita - Health care expenditures $
9. Per capita - Entertainment Expenditures $
10. Per capita - Education expenditures $
11. Business Facts :
1) Total Businesses
2) Daytime Population (total employees)
3) Residential Population
4) Total Households
5) Average Household Income
6) AGRICULTURE, FORESTRY, FISHING
7) Agricultural products: crops
8) Agricultural products: stock
9) Agricultural services
10) Forestry
11) Fishing, hunting, trapping
12) MINING, PETROLEUM RESOURCES
13) Metal mining
14) Anthracite & bituminous
15) Oil & gas extraction
16) Nonmetallic, except fuels
17) CONSTRUCTION
18) General building contractor
19) Heavy construct. Contractor
20) Special trade contractors
21) MANUFACTURING
22) Food & kindred products
23) Tobacco manufacturers
24) Textile mill products
25) Apparel & misc. textile
26) Lumber & wood products
27) Furniture & fixtures
28) Paper & allied products
29) Printing & publishing
30) Chemical products
31) Petroleum & coal products
32) Rubber & plastic products
33) Leather products
34) Stone, clay & glass products
35) Primary metal industries
36) Fabricated metal products
37) Machinery, not electrical
38) Electric & electronic machinery
39) Transportation equipment
40) Instruments & related products
41) Miscellaneous manufacturing
42) TRANSPORTATION, COMMUNICATION,UTILITIES
43) Railroad transportation
44) Local & inter-urban transport.
45) Trucking and warehousing
46) U.S. postal service
47) Water transportation
48) Transportation by air
49) Pipelines, except natural gas
50) Transportation services
51) Communications
52) Electric, gas, sanitation
53) WHOLESALE TRADE
54) wholesale: durable goods
55) Wholesale: Nonndurable goods
56) RETAIL TRADE
57) Building materials, garden supp.
58) General merchandise stores
59) Food stores
60) Auto dealers, gas stations
61) Apparel, accessory stores
62) Furniture, home furnishings
63) Eating & drinking places
64) Miscellaneous retail trade
65) FINANCE
66) Banking
67) Security, commodity brokers
68) Insurance carriers
69) Insurance agents/brokers services.
70) Real estate
71) Holding & other companies
72) SERVICES
73) Hotels & other lodging
74) Personal services
75) Business services
76) Auto repair services & garages
77) Misc. repair services
78) Motion pictures
79) Amusement & recreation services
80) health services
81) Legal services
82) Educational services
83) Social services
84) Museums, botanical, zoological
85) Membership organizations
86) Engineering & management services
87) Private households
88) Misc. services
89) GOVERNMENT
90) Executive, legislative
91) Public finance, taxation, monetary
92) Human resources administration
93) Environmental & housing administration
94) Economic program administration
95) National security, international affairs
96) Non-classifiable establishments

• Lifestyle profiles / Quality of Life
1. Consumer Price Index (2000)
• Less than 135
• Between 135 and 144.5
• Between 145 and 154.9
• More than 155
2. Total Crime (2000)
• 1 to 50
• 51 to 100
• 101 to 150
• 151 to 200
• More than 200
• Total crime index ( US avg. = 100)
• Murder index
• Forcible Rape Index
• Forcible Robbery Index
• Aggravated assault Index
• Burglary Index
• Larceny Index
• Motor Vehicle Theft Index
• Arson Index
Crime is a block group and higher level geographic database consisting of a series of standardized indexes for a range of serious crimes against both persons and property. It is derived from an extensive analysis of several years of crime reports from the vast majority of law enforcement jurisdictions nationwide. The crimes included in the database are the "Part I" crimes and include murder, rape, robbery, assault, burglary, theft, and motor vehicle theft. These categories are the primary reporting categories used by the FBI in its Uniform Crime Report (UCR), with the exception of Arson, for which data is very inconsistently reported at the jurisdictional level. Part II crimes are not reported in the detail databases and are generally available only for selected areas or at high levels of geography.
In accordance with the reporting procedures using in the UCR reports, aggregate indexes have been prepared for personal and property crimes separately, as well as a total index. While this provides a useful measure of the relative "overall" crime rate in an area, it must be recognized that these are unweighted indexes, in that a murder is weighted no more heavily than a purse snatching in the computation. For this reason, caution is advised when using any of the aggregate index values. While the new economic geography of trade and location has, understandably enough, concentrated on developing models of stylised relationships, it now seems that a review of some techniques which may be applied in empirical testing could prove useful.
Do they really know where they’re going and do they know how they’re going to get there?
3. Less than high school education ( Age 25)
• Less than 15%
• Between 15% and 25%
• Between 25% and 34.9%
• More than 35%
4. College Education (Age 25+)
• Less than 7.5%
• Between 7.5% and 12.49%
• Between 12.5% and 17.5%
• More than 17.5%
5. Graduate School (2000)
• Less than 2.5%
• Between 2.5% and 4.99%
• Between 5% and 7.5%
• More than 7.5%
6. Annual Average number of snow days
• 0
• Between 1 and 5
• Between 6 and 12
• More than 12
7. Average Annual Rainfall
• Less than 20”
• Between 20” and 40”
• Between 40” and 60”
• More than 60”
8. Annual maximum average temperature
9. Annual minimum average temperature
10. Annual Normal Cooling Degree Days
11. Percent of Possible Sunshine
12. Mean sky Cover
13. Annual average temperature
14. Mean number of days clear
15. Mean number of days precipitation
16. Average annual snowfall (inches)
17. Quick info / Earthquake Movements
18. Wind info
19. Flood plain info
20. Hazwaste info
21. Tornado info
22. Hail info
23. Hurricane info
• Toxic release info
Create a Customer Profile ( need more Details here)
Who are my customers?
What are they like?
What do they buy?
Where can I find them?
How can I reach them?
How can I keep them?
Determine which neighborhood they live in,
Determine the demographic characteristics that have the greatest influence on that neighborhood
Determine to what extent each of those demographics impacts that neighborhood
Allow us to project that information to other markets to find similar neighborhoods and help Gadgetry Unlimited, LLC find profitable new markets in which to expand & placing us one step ahead of our competition.
The only thing more expensive than a good business location strategy is a bad one. Location choices are often hard to reverse. Today's location choices will impact our bottom line, for good or bad, for many years to come.
• Population
1. Population (2000)
• Less than 25,000
• 25,000 to 1,00,000
• 1,00,000 to 2,50,000
• 2,50,000 to 5,00,000
• 5,00,000 to 1,000,000
• More than 1,000,000
2. Projected population
• Less than 0.0%
• 0.0% to 2.0%
• 2.1% to 5.0%
• 5.1% to 10.0%
• More than 10.0%
3. Population growth Rate ( 1900 – 2000)
• Less than – 10%
• Between - 10% and 0.0%
• Between - 0.0% and 10%
• Between - 10.1% and 25%
• Between - 25.1% and 50%
• More than-50%
4. Projected Population growth rate (2000 - 2005)
• Less than 0.0%
• 0.0% to 2.0%
• 2.1% to 5.0%
• 5.1% to 10.0%
• More than 10.0%
5. Median Age (2000)
• Less than 24
• Between 24 and 29
• Between 29 and 34.9
• Between 35 and 40
• Between 40 and 50
• Between 51 and 60
• Between 61 and 65
• More than 65
6. Median Household Size (2000)
• Less than 2.5
• Between 2.5 and 2.74
• Between 2.75 and 3.0
• Between 3.0 and 4.0
• Between 4.0 and 5.0
• Between 5.0 and 6.0
• More than 6.0
• Income
1. Median household income (2000)
• Less than $15,000
• Between $15,000 and $ 24,999
• Between $25,000 and $ 34,999
• Between $35,000 and $ 49,999
• Between $50,000 and $ 74,999
• Between $75,000 and $ 99,999
• Between $ 100,000 and $150,000
• More than $150,000 +
2. Per Capita personal income (2000)
• Less than 10,000
• Between 10,001 and 15,000
• Between 15,001 and 20,000
• Between 20,001 and 25,000
• Between 25,001 and 30,000
• More than 30,000
3. Median Rent (2000)
• Less than $ 250
• Between $ 251 and $ 500
• Between $ 501 and $749
• Between $ 750 and $ 1000
• More than $ 1000
• Rent , No Cash
4. Median Mortgage (2000)
• Less than $ 300
• Between $301 and $ 599
• Between $ 600 and $ 899
• Between $ 900 and $ 1199
• Between $ 1200 and $ 1500
• Between $ 1500 and $ 2000
• More than $ 2000
5. Total household Income
• Head of Household – Less then 25 age- $ 0 K – $15 K
• Head of Household – Less than 25 age- $ 15 K - $ 25K
• Head of Household - Less than 25 age- $ 25 K - $ 35 K
• Head of Household - Less than 25 age- $ 35 K- $ 50 K
• Head of Household – Less than 25 age- $ 50 K- $ 75 K
• Head of Household – Less than 25 age- $ 75 K- 100 K
• Head of Household – Less than 25 age- $ 100 K +
• Head of Household - 25 to 34 age Income - $ 0 K - $ 15 K
• Head of Household - 25 to 34 age Income - $ 15 K – $ 25 K
• Head of Household - 25 to 34 age Income - $ 25 K - $ 35 K
• Head of Household - 25 to 34 age Income - $ 35K - $ 50 K
• Head of Household - 25 to 34 age Income - $ 50 K - $ 75 K
• Head of Household - 25 to 34 age Income - $ 75 K - $ 100 K
• Head of Household - 25 to 34 age Income - $ 100 K
• Head of Household - 35 to 44 age Income - $ 0 K - $ 15 K
• Head of Household - 35 to 44 age Income - $ 15 K - $ 25 K
• Head of Household - 35 to 44 age Income - $ 25 K – $ 35 K
• Head of Household - 35 to 44 age Income - $ 35 K - $ 50 K
• Head of Household - 35 to 44 age Income - $ 50 K - $ 75 K
• Head of Household - 35 to 44 age Income - $ 75 K - $ 100 K
• Head of Household - 35 to 44 age Income - $ 100 K +
• Head of Household - 45 to 54 age Income - $ 0 K - $ 15 K
• Head of Household - 45 to 54 age Income - $ 15 K - $ 25 K
• Head of Household - 45 to 54 age Income - $ 25 K - $ 35 K
• Head of Household - 45 to 54 age Income - $ 35 K - $ 50 K
• Head of Household - 45 to 54 age Income - $ 50 K – $ 75 K
• Head of Household - 45 to 54 age Income - $ 75 K - $ 100 K
• Head of Household - 45 to 54 age Income - $ 100 K +
• Head of Household - 55 to 64 age Income - $ 0 K - $ 15 K
• Head of Household - 55 to 64 age Income - $ 15 K - $ 25 K
• Head of Household - 55 to 64 age Income - $ 25 K - $ 35 K
• Head of Household - 55 to 64 age Income - $ 35 K - $ 50 K
• Head of Household - 55 to 64 age Income - $ 50 K - $ 75 K
• Head of Household - 55 to 64 age Income - $ 75 K - $ 100 K
• Head of Household - 55 to 64 age Income - $ 100 K +
• Head of Household – 65 + Income - $ 0 K - $ 15 K
• Head of Household - 65 + Income - $ 15 K - $ 25 K
• Head of Household - 65 + Income - $ 25 K - $ 35 K
• Head of Household - 65 + Income - $ 35 K - $ 50 K
• Head of Household - 65 + Income - $ 50 K - $ 75 K
• Head of Household - 65 + Income - $ 75 K - $ 100 K
• Head of Household – 65 + Income - $ 100 K +
6. Median household income
7. Per capita Income
8. High Income average
9. Consumer price index / All Urban Consumer price Index
10. Housing consumer Price Index
11. Food and beverage consumer price index
12. Apparel and upkeep consumer price index
13. Transportation consumer price index
14. Medical care consumer price index
15. Entertainment consumer price index
16. Other goods and services consumer price index
17. Culture Index
18. Amusement Index
19. Restaurant Index
20. Medical Index
21. Religion Index
22. Education Index
23. Quality of Life Index

• Business Data ( need more detail here)
Collecting data about our business is very helpful, but mapping that data against our competition can be even more valuable. By plotting a competitor's information on a map, we can gain insight about our competitor's sales by region, income, or population. Compare the locations where our competitor is active with our sales regions or territories, and then map our sales volumes to see who's getting more revenue from particular locations. Gadgetry Unlimited, LLC will use demographic and business data as a foundation for planning, marketing, and strategic decisions. The quality of the data utilized in these decisions is critical. In fact, the single most important factor in selecting any data provider, including data providers on the Internet, is the quality of their data.
• Labor / Employment
1. % Labor - Blue collar (2000)
• Less than 25
• Between 25 and 37
• Between 38 and 50
• Between 50 and60
• More than 60
2. % Labor - White collar (2000)
• Less than 35
• Between 35 and 47
• Between 48 and 60
• Between 60 and 70
• More than 70
3. % Labor – Service Workers (2000)
• Less than 12
• Between 12 and 15
• Between 16 and 19
• Between 19 and 25
• More than 25
4. Males employed
5. Females employed
6. Total Employees
7. Total White Collar Occupations
8. Total Blue collar Occupations
9. Total Service Occupations
10. Occupations - % Executive, administration, management
11. Occupations - % Professional specialties
12. Occupations - % Technicians
13. Occupations - % Sales
14. Occupations - % Administrative Support
15. Occupations - % Private Household
16. Occupations - % Protective services
17. Occupations - % services
18. Occupations - % Farming
19. Occupations - % Precision production, craft Workers
20. Occupations - % Operators, fabricators, laborers
21. Occupations - % Local government workers
22. Occupations - % State government workers
23. Occupations - % Federal government workers
24. Occupations - % Self-employed workers
25. Occupations - % Unpaid Family Workers
26. Occupations - % Private for profit Wage and Salary Workers
27. Occupations - % Private Not-for-profit Wage & Salary Workers
28. Occupations - % Agricultural Services
29. Occupations - % fishing Workers
30. Occupations - % Hunting, and Trapping Workers
31. Occupations - % Mining workers
32. Occupations - % Metal Mining Workers
33. Occupations - % Coal Mining Workers
34. Occupations - % Oil and Gas Extraction Workers
35. Occupations - % Nonmetallic minerals Workers
36. Occupations - % Construction Workers
37. Occupations - % General Contractors, and Operative builders
38. Occupations - % Heavy Construction except Building Workers
39. Occupations - % Special Trade Contractors
40. Occupations - % Manufacturing
41. Occupations - % Food, and Kindred Products
42. Occupations - % Tobacco Products
43. Occupations - % Textile Mill Products
44. Occupations - % apparel, and other Textile products
45. Occupations - % Lumber, and wood Products
46. Occupations - % furniture, and fixtures
47. Occupations - % Paper, and Allied Products
48. Occupations - % Printing, and Publishing
49. Occupations - % Chemicals, and allied Products
50. Occupations - % Petroleum, and other Coal products
51. Occupations - % Rubber, and Miscellaneous Plastic Products
52. Occupations - % Leather, and Leather Products
53. Occupations - % Stone, Clay, and Glass Products
54. Occupations - % Primary Metal industries
55. Occupations - % Industrial Machinery, and Equipment
56. Occupations - % Electronic, and other Electronic Equipment
57. Occupations - % Transportation Equipment
58. Occupations - % Instruments, and related products
59. Occupations - % miscellaneous manufacturing Industries
60. Occupations - % Transportation, and Public Utilities
61. Occupations - % Local, and Interurban Passenger Transit
62. Occupations - % Trucking, and Warehousing
63. Occupations - % Water Transportation
64. Occupations - % Transportation by Air
65. Occupations - % Pipelines, except Natural Gas
66. Occupations - % Transportation services
67. Occupations - % communication
68. Occupations - % Electric, Gas, and Sanitary Services
69. Occupations - % Wholesale Trade
70. Occupations - % Wholesale Trade - Durable Goods
71. Occupations - % Wholesale Trade – Nonndurable Goods
72. Occupations - % Retail Trade
73. Occupations - % Building Materials, and Garden Supplies
74. Occupations - % General Merchandise stores
75. Occupations - % Food Store
76. Occupations - % Automotive Dealers, and Service Stations
77. Occupations - % Apparel, and Accessory Stores
78. Occupations - % Furniture, and Home Furnishing stores
79. Occupations - % Eating and drinking places
80. Occupations - % Miscellaneous Retail
81. Occupations - % Finance, Insurance, and Real Estate
82. Occupations - % Depository Instructions
83. Occupations - % Nondepository Institutions
84. Occupations - % Security and commodity Brokers
85. Occupations - % Insurance Carriers
86. Occupations - % Insurance Agents, Brokers, and Services
87. Occupations - % Real Estate
88. Occupations - % Holding and Other Investment Offices
89. Occupations - % Services
90. Occupations - % Hotel and Other lodging Places
91. Occupations - % Personal Services
92. Occupations - % Business Services
93. Occupations - % Auto Repair, Services, and Parking Places
94. Occupations - % Miscellaneous Repair Services
95. Occupations - % Motion Pictures
96. Occupations - % Amusement, and Recreation Services
97. Occupations - % Health Services
98. Occupations - % Legal Services
99. Occupations - % Educational Services
100. Occupations - % Social Services
101. Occupations - % Museums, Botanical, Zoological Gardens
102. Occupations - % Membership Organizations
103. Occupations - % Engineering, and Management Services
104. Occupations - % Services N.E.C
105. Occupations - % Unclassified
106. Occupations - % Motor Vehicle and Parts Dealers
107. Occupations - % Food and Beverage Stores
108. Occupations - % Gasoline Stations
• Families
1. % Speaks only English
2. % Speaks Spanish
3. % Speaks Asian or Pacific island Language
4. % Speaks Other Language
5. % Speaks multiple Languages
6. % Urban population
7. % rural population
8. % female population
9. % male population
10. % White population
11. % Black population
12. % Asian population
13. % Hispanic origin population
14. % other population
15. Male Population
• Male Population Aged - 0 – 5 years of age
• Male Population Aged – 6 – 11 years of age
• Male Population Aged – 12 – 17 years of age
• Male Population Aged – 18 – 24 years of age
• Male Population Aged – 25 – 34 years of age
• Male Population Aged – 35 – 44 years of age
• Male Population Aged – 45 – 54 years of age
• Male Population Aged – 55 – 64 years of age
• Male Population Aged – 65 – 74 years of age
• Male Population Aged – 75 + Older
16. Female Population
• Female Population Aged - 0 - 5 years
• Female Population Aged – 6 – 11 years of age
• Female Population Aged – 12 – 17 years of age
• Female Population Aged – 18 – 24 years of age
• Female Population Aged – 25 – 34 years of age
• Female Population Aged – 35 – 44 years of age
• Female Population Aged – 45 – 54 years of age
• Female Population Aged – 55 – 64 years of age
• Female Population Aged – 65 – 74 years of age
• Female Population Aged – 75 + Older
17.
18. Median age householder
- Median household size
- Housing unites
- % Occupied housing units
- % Vacant housing unites
- % Vacant housing units for rent
- % Vacant housing Units Seasonal
- % Vacant housing unites for sale
- % Owner occupied condominiums
- % Owner occupied Housing Unit with Mortgage
- % Owner occupied Housing Unit No mortgage
- % Unit occupied owner
- % Unit occupied renter
- % Occupied structure trailer
- % Occupied structure other
- Occupied Structure with 1 Unit Attached
- Occupied Structure with 2 Unit Attached
- Occupied Structure with 3-4 Unit Attached
- Occupied Structure with 5-9 Unit Attached
- Occupied Structure with 10-19 Unit Attached
- Occupied Structure with 20-49 Unit Attached
- Occupied Structure with 50+ Unit Attached
- Other Owner Occupied Households
- Median gross rent ($)
- Median with mortgage costs ($)
- Median with no mortgage costs ($)
- Median year moved in area
- Median vehicles per unit
19. Citizenship
- % native
- % foreign born (Naturalized)
- % foreign born (not a citizen)
20. Median Age
21. Males Never Married
22. Males now Married
23. Males Widowed
24. Males Divorced
25. Females Never Married
26. Females now Married
27. Females Widowed
28. Females Divorced
29. Group Quarters Total
30. Median Property Value- Owner Occupied
• Value- Owner Occupied - Less than $ 100000
• Value- Owner Occupied - $ 100000 to $149000
• Value- Owner Occupied - $ 150000 to $199999
• Value- Owner Occupied - $ 200000 to $ 299999
• Value- Owner Occupied - $ 300000 to $ 499999
• Value- Owner Occupied - $ 500000 +
31. Occupied Structure Built
• 1999 - 1995
• 1995 – 1998
• 1990 – 1994
• 1970 – 1979
• 1960 – 1969
• 1950 – 1959
• 1949 or Earlier
32. Median Year Moved In
• 1999 – 1990
• 1995 – 1998
• 1990 – 1994
• 1970 – 1979
• 1960 – 1969
• 1959 or Earlier
41. Median Vehicles / Unit
• Occupied Units No Vehicles
• Occupied Units 1 Vehicle
• Occupied Units 2 Vehicles
• Occupied Units 3 Vehicles
• Occupied Units 4+ Vehicles
42. Enrolled Public Preprimary (age 3+)
43. Enrolled Private Preprimary (age 3+)
44. Enrolled Public School (age 3+)
45. Enrolled Private School (age 3+)
46. Enrolled Public College (age 3+)
47. Enrolled private College (age 3+)
48. Not enrolled in school (age 3+)
49. Education – High school (age 25)
50. Education high school (age 25+)
51. Education, Some College (age 25+)
52. Education, College (age 25+)
53. Education, Graduate Degree (age 25+)


• ACORN Lifestyles ( need more details)

ACORN is A Classification of Residential Neighborhoods, a market segmentation system that classifies neighborhoods in the US into distinctive consumer groups, or market segments. The cluster analysis statistical technique is used to develop the classification. Neighborhoods with the most similar characteristics are grouped together, while neighborhoods showing divergent characteristics are separated.
The ACORN system is built at the block group geography level. Census block groups are designed to represent neighborhoods, each with an average of about 400 households. ACORN assigns over 226,000 neighborhoods into one of 43 market segments. Each block group is analyzed and sorted by over 60 characteristics, including income, home value, occupation, education, household type, age and other key determinants of consumer behavior. The initial assignment was based upon 1990 census data. CACI updates the assignment based on the current-year CACI Demographic Update, and other demographic and economic data. A customer profile based on lifestyles combined with geographic data can be incorporated lifestyle data into an analog database or a mathematical model to be used for forecasting sales, a market screening used for store expansion planning, or to target certain lifestyle clusters for advertising. Lifestyle segmentation systems provide another way to analyze retail performance and to benchmark that performance in new markets. In the "old days" it was believed that a product sold itself or that if it was just distributed widely enough, a product would be successful. Globalization, increased competition, lower profit margins, and many other change drivers have required new ways of thinking about target markets. Segmentation is a way of dividing a large market into smaller, more focused markets that want particular product or service, and explaining why they want it. There are few products/services that appeal to everyone equally, so segmentation allows better understanding of what each segment wants. In turn, this allows the us orient our strategic plan around more responsive targets and carefully allocate resources.
Demographic Update Methodology
Forecasts are prepared initially for counties and census tracts or block numbering areas (BNAs) in nontracted counties. From the county database, forecasts are aggregated to metropolitan areas, Nielsen’s Designated Market Areas (DMAs), states, or higher levels. From the tract/BNA database, forecasts are retrieved for ZIP Codes, places, county subdivisions (MCDs or CCDs), or block groups. Demographic and income forecasts can also be derived for any user-defined site, circle, or polygon.
Forecasting change in the size and distribution of the population begins at the county level with the latest estimates, 1991-1996, and extensive analysis. Testing after the 1990 census covered the rules of thumb on projection accuracy such as the effects of population size, rate of change, and length of projection interval. County testing also featured another rule of thumb -- the unlikely continuation of extreme rates of change -- and emphasized the importance of assumptions regarding the likely course of future change. One way or another, the population at a future date must be extrapolated from the past. The future may be projected simply as an illustration of a past trend, or base line, such as population changes from 1980 to 1990. Or the most likely course of change may be plotted from a review of the past.
Forecasts of subcounty population trends are built from an analysis of current (1990-96) and past (1980-90) change. Current trends are measured from local estimates and time series’ analysis of the changes in residential delivery statistics from the U.S. Postal Service. Past trends are assessed from 1980 and 1990 census counts.

Traffic Profile Methodology
ESRI Business Information Solutions' traffic count data from MPSI/DataMetrix® is the most current and extensive available, with over one million counts at 800,000 points over all types of roads in every area of the U.S., including Hawaii, Alaska and Puerto Rico. The data cover all roads including metropolitan freeways down to rural roads. MPSI/DataMetrix® continually updates its traffic count database with traffic data from thousands of sources nationwide, including municipalities, departments of transportation and local governments. These data are combined with traffic estimates provided by traffic departments or trained MPSI staff. All data are standardized and assembled into a common geographic database.

Income Update Methodology
Data Sources
To estimate household income and family income, ESRI Business Information Solutions uses government and independent data sources, including: (i) the Census 2000 Supplementary Survey (C2SS), (ii) the U.S. Bureau of the Census' Current Population Survey (CPS), (iii) National Planning Association Data Service (NPA Data Service), and (iv) the 1990 Census. The Census 2000 Supplementary Survey released new household, family and personal income data for all states and selected counties and places. This survey is the most extensive source for income estimates since the 1990 Census. The ESRI Business Information Solutions 2001 income model is calibrated against the C2SS. ESRI Business Information Solutions' projection base is the income reported in the 1990 Census. Technically, 1990 income data represent income in 1989 because the Census Bureau tabulates income received in the "last year" before the Census. Similarly, the ESRI Business Information Solutions 2001 income updates represent income received in 2000, expressed in 2000 dollars. Projections for 2006 are also in 2005 dollars, assuming an annual inflation rate of about 2.5 percent.
Income Methods
First, the C2SS income distributions by state are updated to reflect 2001 households (and families). Then the household income distribution is estimated for counties and block groups. ESRI Business Information Solutions has redesigned the income forecasts to distinguish local variation. The model is keyed to the characteristics of households at the block group level. This stratification identifies several different patterns of change by household type that are applied to forecast trends in income. The annual change in income is derived from national surveys. ESRI Business Information Solutions constructs a conditional probability model that links the income of households in the surveys to all households with similar socioeconomic characteristics. Separate forecasts of the change in income by strata are aggregated to compose the county income distributions. Block group estimates are controlled to the county income distributions.

ZIP Code Update Methodology

Retail Methodology
Consumer spending is estimated from the Bureau of Labor Statistics' (BLS) 1996-1998 Consumer Expenditure Surveys (CEX). The continuing surveys include a Diary Survey for daily purchases and an Interview Survey, administered quarterly, for general purchases. For over a century, the CEX surveys have provided the data to study consumer spending and its effect on the gross national product. Nationally, the data are also used to measure the effects of economic policy changes or to assess the welfare of populations like the elderly or low-income families. For over twenty years, ESRI Business Information Solutions' consumer spending estimates have provided the data to measure local demand for goods and services.
Over the years, both the BLS and ESRI Business Information Solutions have updated their methods of collecting and estimating the consumer spending data. In 1996, the Census Bureau revised the sampling frame for the BLS' surveys to generate weights from the 1990 Census' 100-percent detail file. Each Consumer Unit (household) included in the survey represents a given number of U.S. households. A weight magnifies each household in the sample to represent all similar U.S. households. Because the CEX is a relatively small survey, the weights significantly affect how the survey results are reported for the U.S. population.
Additionally, the values reported in the 1996 and later surveys are higher for some variables due to coding changes. Variables, like income, are commonly top coded to a select upper limit. For example, income may be top coded to $1million when values above this level are reported only as "one million." Any average, including average expenditures, can be influenced by the presence of extreme values. Therefore, when the top code is increased, the average also increases.
ESRI Business Information Solutions has extracted demographic and economic data for households from the 1996, 1997, and 1998 Diary and Interview Surveys. Each year of data actually represents a series of independent, quarterly surveys that include about 5,000 households, or consumer units. Data are combined from the 1996-1998 surveys to increase sample size for analysis. ESRI Business Information Solutions constructs a conditional probability model that links the spending of consumer units surveyed in the CEX to all households with similar socioeconomic characteristics. Next, ESRI Business Information Solutions integrates consumer spending with ACORN, a market segmentation system of households with similar characteristics. ACORN, A Classification of Residential Neighborhoods, is a multivariate profile of U.S. consumer markets. Spending patterns are developed by ACORN type and updated to 2000 by adjusting to current levels of income. Expenditures represent 2000 annual averages and totals.
Data are reported by product or service and include total expenditures, average spending per household, and a Spending Potential Index (SPI). ESRI Business Information Solutions revised the average expenditure to reflect the average amount spent per household. Total expenditure is the aggregate amount spent by all households in an area. The SPI compares the average expenditure for a product locally to the average amount spent nationally. An index of100 is average. An SPI of 120 shows that average spending by local consumers is 20 percent above the national average.
The summary effect of changes in the database and the calculations is a significant increase in estimates of consumer spending. Changes include updating the CEX database to 1996-1998 surveys, the weighting and top coding of 1996-1998 survey data, using both Interview and Diary surveys, adjusting to current income levels in lieu of the generic CPI, and calculating averages per household instead of consumer households.

Employment Methodology
The business database is extracted from information licensed from InfoUSA. InfoUSA's marketing information base contains data on approximately 11 million businesses and includes such important information as Business Name, City, State, ZIP+4,Type of Business (SIC Code), Number of Employees, Estimated Sales Volume, Franchise/Brand Information, and Professional Specialties.
InfoUSA has been compiling business information since 1972. Information coverage extends to 5,200 phone directories, annual reports, 10K's, SEC information, government publications, trade journals, business magazines, newsletters, and top newspapers.
InfoUSA is the only business listing that telephone verifies each of its lists, a task involving 65,000 telephone calls each day. The 16 million verification calls placed each year ensure the accuracy of InfoUSA's records and information.

ACORN Lifestyles Methodology
ACORN (A Classification of Residential Neighborhoods) is the industry's original and most trusted segmentation system in existence today. It operates on the premise that people with similar interests and lifestyles tend to live in similar neighborhoods. ACORN can tell you how they live, where they live, what products and services they buy, and how you can reach them.
The ESRI Business Information Solutions (formerly CACI Marketing Systems) data demography staff grouped all of the U.S. neighborhoods into 40 residential and three non-residential neighborhood segments using lifestyle characteristics such as age, income, household type, occupation, education, and other key behavioral variables. Several analytic techniques were used to produce statistically reliable solutions and to handle an immense amount of information.

Shopping Center Methodology
What is the Directory of Major Malls, Inc.?
Directory of Major Malls, Inc., located in Nyack, NY, has been the leader in providing data on the major shopping centers and malls for almost 20 years. The Directory of Major Malls, the only database which combines both U.S. and Canadian listings, concentrates on the niche market of open and enclosed shopping centers 250,000 sq. ft. and above in size. These valuable files contain over 3,100 center listings, 190,000+ individual store locations, and approximately 18,400 key contacts.
What Type of Information is maintained by Directory of Major Malls, Inc.?
o Center location, county, MSA (Metropolitan Statistical Area)
o Size, physical design, date open/to open, number of stores
o Presence of a food court and the number of seats
o Dates for upcoming and past renovation/expansion plans
o Specialty Leasing/Temporary Tenant acceptance
o Up to 6 contacts for each listing with name, address, phone, and fax, including: owner/developer, mall manager, marketing director, leasing agent, specialty leasing rep and management company
o General market area demographics
o Space availability, including outparcels
o Tenant lists broken down into 16 different categories and anchor store sq. footage where do you get your Information?
o Direct contact with owner/developers, leasing agents, managers for individual centers
o Questionnaire campaigns via mail and fax
o Industry networking events and trade shows
o News media
o Telemarketing
o Industry periodicals and wire services
How up-to-date is our information?
Updates and additions to the files are done on an ongoing basis along with a semi-annual questionnaire, telemarketing and fax campaigns sent to the owners/developers and the authorized agents of the centers. Compiled data is validated and expanded by the actual owners/developers of the centers prior to inclusion in distributed files. Additional data, contact information, demographics are updated via ongoing telemarketing, fax and mail campaigns. Planned / Under construction projects are reconfirmed as "Active projects" semi-annually. Data verification and updating has remained at a consistent level of at least 90 - 95% for well over 15 years.



• PRIZM Lifestyle clusters (Potential Rating Index for Zip Markets)
The PRIZM Target Analysis Demographic Report ranks over 100 demographic attributes against each target group. All the basic stats on our client's, targets are here, including income, age, marital status, ethnicity, family lifecycle, and more. PRIZM defines every neighborhood in the U.S. in terms of 62 demographically and behaviorally distinct clusters. A precision tool for lifestyle segmentation and analysis, PRIZM offers a simple way to identify, understand and target consumers. PRIZM data enables us to identify relationships between our best customers and prospects based on specific demographic and geographic characteristics. For instance, using PRIZM to analyze response rates to direct mail lets us target future mailings to those cluster groups that produced the highest response. Each cluster belongs to one of 15 social groups. Both clusters and groups have nicknames that describe its consumers. The PRIZM data—provided for states, counties, ADIs, DMAs, ZIP codes, census tracts, and Scan/US MicroGrids—shows you the number of households within each group and within each cluster. The data are listed by the socioeconomic rank of each cluster.
The PRIZM Target Analysis Lifestyle Report ranks over 100 common lifestyle activities and product usage categories against each target group. Do they travel or are they stay-at-homes? Drive import or domestic cars? Listen to classical music or classic rock? This report discloses the customer’s predominant lifestyle, hobby, and product usage patterns. PRIZM Profile Reports and Bar Charts identify high- and low-performing PRIZM Clusters for a particular product or service to determine the best audience for a focused marketing program. The use of lifestyle data can be very helpful in determining our core customer or the composition in our trade area. Lifestyle data provides another way of looking at the characteristics of a population. Typically, lifestyle segmentation systems combine attributes of density (urban to rural location) with attributes of demographics to define a given lifestyle. By identifying the types of neighborhoods in which we find our existing customers and determining their PRIZM "cluster", we can more accurately predict the types of neighborhoods where we will find our customers in the future and develop targeted marketing and media plans to reach them. Analyzing PRIZM data helps us identify, understand, and target customers according to their lifestyle, product, and media preferences.
• Social rank (Income, employment, education, etc.)
• Household composition (Age, sex, family type, dependency ratios, etc.)
• Mobility (Length of residency, auto ownership, etc.)
• Ethnicity (Race, foreign birth, language, etc.)
• Urbanization (Population and housing density, urban, suburban, small city, town, rural, etc.)
• Housing (Owner/renter, home values, number of stories, etc.)
o ELITE SUBURBS
 Blue Blood Estates: Elite Super-Rich Families
America's wealthiest suburbs are populated by established executives, professionals, and heirs to "old money". They are accustomed to privilege and live in luxury, often supported by servants. A tenth of this group is a multimillionaire-millionaire. The next affluence level is a sharp drop from this pinnacle.
Age Groups: 35-44, 45-54, 55-64
Dominant Race: White, High Asian
 Winner's Circle: Executive Suburban Families
As its name implies, Cluster 2 is second in American affluence. Typified by "new money", they live in expensive new mansions in the suburbs of major metros... They are well-educated, mobile executives and professionals with teen-aged families. Big producers and prolific spenders, they also enjoy global travel.
Age Groups: 35-44, 45-54, 55-64
Dominant Race: White, High Asian
 Executive Suites: Upscale White-Collar Couples
Cluster 3 describes yesterday's Young Influentials, who are enroute to becoming tomorrow's "Winner's Circle." Many have married, and moved into condos or starter homes. Unique for S1, this Cluster is above average in pre-school kids. Although they rank well below "Winner’s Circle" in affluence, they are as well-educated, ambitious, and competent; they’re just ten years younger.
Age Groups: 25-34, 35-44
Dominant
 Pools & Patios: Established Empty Nesters
Older, established couples in executive, professional, sales, and communication fields make up Cluster 4. Since many have reached their "golden" post-child years, there is a high index for dual incomes that, in turn, support a rich, busy life of travel, leisure activities, and entertainment.
Age Groups: 44-54, 55-64, 65+
Dominant Race: White, High Asian
 Kids & Cul-de-Sacs: Upscale Suburban Families
Close to "Executive Suites" and "Pools and Patios" on all affluence measures, Cluster 5 is ranked first of all 62 PRIZM clusters in married couples with children, and large, 4+ person families. Since "family" governs its lives and activities, "Kids and Cul-de-Sacs" is a noisy mix of bikes, dogs, carpools, and sports.
Age Groups: 35-44, 45-54
Dominant Race: White, High Asian
o URBAN UPTOWN
 Urban Gold Coast: Elite Urban Singles & Couples
Cluster 6 is unique. It is the most densely populated per square mile, with the highest per-capita income, the greatest concentration of singles in multi-unit, high-rise buildings; the lowest incidence of auto ownership, and the fewest children. Cluster 6 is tops in urbania, and over half of its population lives in New York City.
Age Groups:
Dominant Race: Mixed White, High Asian
 Money & Brains: Sophisticated Townhouse Couples
Although Cluster 7 closely trails "Urban Gold Coast" in affluence measurement, it's very different. Upscale homes and condos on the urban fringe are owned by older, married couples who have few children. Since many enjoy dual incomes, they are sophisticated consumers of adult luxuries, travel, and entertainment.
Age Groups: 44-54, 55-64, 65+
Dominant Race: White, High Asian
 Young Literati: Upscale Urban Singles & Couples
Although Cluster 8 is below Cluster 7 in affluence, it leads in education. A younger mix of executives, professionals, and students live in multi-unit apartments, condos, and townhouses near private urban universities. Having few children, these bon vivants are free to pursue their interests in art, fitness, and travel.
Age Groups: 25-34, 35-44
Dominant Race: White, High Asian
 American Dreams: Established Urban Immigrant Families
Cluster 9 typifies the "American Dream". Immigrants and descendants of multi-ancestries populate these multi-racial, multi-lingual neighborhoods. Cluster 9 tends to have big families, which is unique to Group U1. Multiple incomes from trades and public service have raised them to the second affluence level.
Age Groups: 35-44, 45-54
Dominant Race: Mixed Ethnic Diversity
 Bohemian Mix: Bohemian Singles & Couples
Although it's a short trip from the "Upper East Side" to the "Village", the lifestyle and perspective shifts dramatically. Cluster 10 is America's "Bohemia", a truly integrated mixture of executives, students, actors, and writers to who live high-rises. This multi-racial, educated group is dominated by singles, and has the nation's second lowest index for children.
Age Groups: Under 24, 25-34
Dominant Race: Mixed Ethnic Diversity
o 2nd CITY SOCIETY

 Second City Elite: Upscale Executive Families
Cluster 11 describes the "movers and shakers" of our second cities that are found coast to coast with its archetypical example in the wealthy enclaves of Huntsville, Alabama. Primarily married with teenage children, they give first attention to their families, homes, and clubs, then steal away to play in Europe.
Age Groups: 45-54, 55-64
Dominant Race: White
 Upward Bound: Young Upscale White-Collar Families
Young, college-educated, computer-literate, dual-income, frequent-flying executives and professionals describe those in "Upward Bound". Most of this group is married, with pre- and school-aged children, and live in new, owner-occupied single family homes. They are found in over 100 TV markets that cover 75% of the total US population.
Age Groups: 25-34, 35-44
Dominant Race: White, High Asian
 Gray Power: Affluent Retirees in Sunbelt Cities
Cluster 13 represents over two million senior citizens who have pulled up stakes, moved to the country or the Sunbelt, to retire among their peers. While these neighborhoods are found nationwide, almost half are concentrated in 13 retirement areas. They are health and golf fanatics with fat investment portfolios.
Age Groups: 55-64, 65+
Dominant Race: White
o LANDED GENTRY

 Country Squires: Elite Exurban Families
A private island off the coast of Maine; an elegant restored colonial village in the Berkshires; lush fenced-in horse farms in Leesburg, VA; or manicured gardens in Carmel by the Sea...these are Cluster 14 neighborhoods where the wealthy have escaped urban stress to live in rustic luxury. Fourth in affluence, this group has big bucks in the "boondocks".
Age Groups: 35-44, 45-54
Dominant Race: White
 God's Country: Executive Exurban Families
Many educated, upscale, married executives and professionals are raising their large families in the remote exurbs of major metros, the outskirts of second cities, and scenic towns. Multiple incomes support their affluence and life centers around family and outdoor activities. This is Cluster 15, in the second affluence decile.
Age Groups: 35-44, 45-54
Dominant Race: White
 Big Fish Small Pond: Small Town Executive Families
Although similar to "God's Country" in size and national distribution, Cluster 16 ranks seven rungs down the affluence ladder. Also married and family-oriented, these older, ore conservative people are often "captains" of local industry. They enjoy investing in their homes and clubs, and take car vacations in the US.
Age Groups: 35-44, 45-54
Dominant Race: White
 Greenbelt Families: Young, Middle-Class Town Families
A rung below "Big Fish, Small Ponds" in affluence, Cluster 17 is smaller and more concentrated in our lesser second cities and uplands. This heavily mortgaged group is young, married, with lots of children. Their energies are devoted to family entertainment and outdoor sports.
Age Groups: 25-34, 35-44
Dominant Race: White
o THE AFFLUENTIALS
 Young Influential Upwardly Mobile Singles and Couples
Cluster 18 was hot in the eighties. Dubbed the "Young Urban Professionals", these were the educated, high-tech, metropolitan sophisticates, the "swingles" and childless live-in couples, whose double incomes bought the good life in Boomtown USA. Then they married, and reduced Cluster 18 to half its former size. Here's what's left: The Last of the Yuppies.
Age Groups: Under 24, 25-34, 35-44
Dominant Races: White, High Asian
 New Empty Nests: Upscale Suburban Fringe Couples
Only three rungs down the affluence ladder, Cluster 19 is much more conservative than "Young Influential", and skewed to the northeast. Cluster 19 achieved its affluence through education and career accomplishments in numerous professions and industries. Most of them are married, in their post-child years, and have double incomes
Age Groups: 45-54, 55-64, 65+
Dominant Race: White
 Boomers & Babies: Young White-Collar Suburban Families
Cluster 20 ranks second of all PRIZM Clusters for married couples with children, and first for total households with children, many of whom are pre-schoolers. Skewed to the West, Cluster 20 is composed of executives and "techies" working in varied fields. Their relative youth and early careers place them at the bottom of the third affluence decile.
Age Groups: 25-34, 35-44
Dominant Race: White, High Asian
 Suburban Sprawl: Young Midscale Suburban Couples & Singles
Multi-racial, multi-lingual neighborhoods are typically found in the centers of major metros. Cluster 21 is the exception, showing above average concentrations of native and foreign-born ethnics who have used education to become executives, administrators, and technicians. They have moved to the suburbs and the fourth affluence decile.
Age Groups: Under 24, 25-34
Dominant Race: Mixed Ethnic Diversity
 Blue-Chip Blues: Upscale Blue-Collar Families
For twenty years, Cluster 22 was one of the largest PRIZM Clusters. Dual income, high school-educated parents headed large suburban families, and topped the blue-collar ladder. During these two decades, their kids grew up and left and blue-collar employment declined sharply. A smaller core remains, centered in the Great Lakes region.
Age Groups: 35-44, 45-54, 55-64
Dominant Race: White
o INNER SUBURBS
 Upstarts & Seniors: Middle Income Empty Nesters
Cluster 23 shows that youths and seniors are very similar if they're employable, single, and childless. In Cluster 23, they share average educations and incomes in business, finance, retail, health, and public service. Preferring to live in condos and apartments, Cluster 23 folks like the Sunbelt and the West.
Age Groups: Under 34, 65+
Dominant Race: White
 New Beginnings: Young Mobile City Singles
Concentrated in the boomtowns of the Southeast, the Southwest, and the Pacific coast, Cluster 24 is a magnet for fresh starts. Populated by well-educated youths, many are minorities. Some are divorced, while many others are solo parents. The majority lives in multi-unit rentals, and work in a variety of low-level, white-collar jobs.
Age Groups: Under 24, 25-34
Dominant Race: Mixed Ethnic Diversity
 Mobility Blues: Young Blue-Collar/Service Families
In most of the same markets, but two deciles down in affluence, Cluster 25 is the blue-collar equivalent of "New Beginnings": young, ethnically mixed, and highly mobile. Conversely, this Cluster shows high indices for Hispanics, large families with children. The military, industry, transportation, and public service are the primary employers of these breadwinners.
Age Groups: Under 24, 25-34
Dominant Race: Mixed, High Hispanic
 Gray Collars: Aging Couples in Inner Suburbs
For almost two decades, we read about the decline of the Great Lakes industrial "Rust Belt". Decimated by foreign takeovers in the steel and automobile industries, the area lost a million jobs. Although most of the kids left, their highly skilled parents stayed, and are now benefiting from a major US industrial resurgence.
Age Groups: 55-64, 65+
Dominant Race: Mixed Ethnic Diversity
o URBAN MIDSCALE
 Urban Achievers: Mid Level, White-Collar Urban Couples
Due to its rank in the third decile of college education; Cluster 27 is the most affluent of the U2 Clusters. Often found near urban, public universities, these neighborhoods are ethnically diverse with a bi-modal, young/old age profile. Single students mix with older professionals in business, finance, and public service.
Age Groups: 25-34, 65+
Dominant Race: White, High Asian and Hispanic
 Big City Blend: Middle-Income Immigrant Families
High indices for Asians, Hispanics, and other foreign-born immigrants make Cluster 28 the most ethnically diverse in the U2 group. Skewed to the West, its affluence level drops two deciles from "Urban Achievers". They have big families, are employed in an even mix of white- and blue-collar jobs, and live in old, stable, high density, urban rowhouse areas.
Age Groups: 25-34, 35-44
Dominant Race: Hispanic, High Asian
 Old Yankee Rows: Empty-Nest, Middle-Class Families
"Magnet" neighborhoods for recent Asian and Latin American immigrants and centered in the Northeast, Cluster 29 is the most multi-lingual Cluster in U2. Although it's five affluence rungs below "Big City Blend", Cluster 29 has the same white/blue-collar job mix, and tends toward singles living in multi-unit rentals.
Age Groups: 25-34, 65+
Dominant Race: Mixed Ethnic Diversity
 Mid-City Mix: African-American Singles & Families
Cluster 30 is in the seventh affluence decile, geographically-centered in the Northeast and Great Lakes regions. Similar to all U2's, Cluster 30 shows above-average ethnic diversity and a mix of white- and blue-collar employment. These neighborhoods are two-thirds black, who live in urban row-house fringes with high college enrollments.
Age Groups: Under 24, 25-34, 35-44
Dominant Race: Black
 Latino America: Hispanic Middle-Class Families
Dominated by Latin Americans, with the nation's highest index for foreign-born immigrants, Cluster 31 is a giant step in achievement. They are concentrated in New York, Miami, Chicago and the Southwest in large young families with lots of children. Although they live in rented homes and have blue-collar jobs, they are moving up, and are college bound.
Age Groups: Under 24, 25-34
Dominant Races: Hispanic
o 2nd CITY CENTERS
 Middleburg Managers: Mid-Level White-Collar Couples
They keep the wheels rolling in our second cities: the business executives, bankers, doctors, lawyers, retailers, and city-hall officials. Half are older, married, post-child; half are younger, single, pre-child. Above-average incomes in all dollar brackets allow active leisure pursuits of clubs and sports.
Age Groups: 55-64, 65+
Dominant Race: White
 Boomtown Singles: Middle Income Young Singles
Cluster 33 plays host to the youth of a hundred, fast-growing second cities in the Southern, Mid-West, and West... They are young professionals and "techies" in public and private service industries who live in multi-unit rentals, like music, and vacationing in the Caribbean.
Age Groups: Under 24, 25-34
Dominant Race: White
 Starter Families: Young Middle-Class Families
Bucking recent trends, "Starter Families" opted for early marriage and parenthood. Here we see a higher index for blue-collar jobs, large families, and solo parents with young children. Many are living in natural beauty with a skew to the Pacific coast, the Rockies, and the northwestern Canadian borderlands.
Age Groups: Under 24, 25-34
Dominant Race: Mixed Ethnicity, High Hispanic
 Sunset City Blues: Empty Nests in Aging Industrial Cities
Equal to "Starter Families" in affluence, Cluster 35 describes older, skilled blue-collars, policemen, firemen, and technicians who have reached the end of their careers. Some retire to the mountains or "St. Pete", but most stay home to rock on their porches near the Great Lakes and Mohawk Valley.
Age Groups: 55-64, 65+
Dominant Race: White
 Towns & Gowns: College Town Singles
College towns and university campus neighborhoods are typically mixed with half locals (Towns) and half students (Gowns). Cluster 36 is composed of thousands of penniless 18-24 year olds and highly educated professionals, all with a penchant for prestige products that are beyond their evident means.
Age Groups: Under 24
Dominant Races: White, High Asian many
o EXURBAN BLUES
 New Homesteaders
Young Middle-Class Families Cluster 37 is the only T2 Cluster that shows above average college educations. Executives and professionals work in local service fields such as administration, communications, health, and retail. Most are married; the young have children, the elders do not. Life is homespun with a focus on crafts, camping, and sports.
Age Groups: 35-44, 45-54
Dominant Race: White
 Middle America: Midscale Families in Midsize Towns
Sitting atop the sixth affluence decile of the US median income, Cluster 38 is aptly named. These are family neighborhoods with a high index for married couples with children. They are busy with kids and dogs, and enjoy fast food, sports, fishing, camping, and watching TV. In approximate balance with the US population, they are found coast to coast.
Age Groups: 25-34, 35-54
Dominant Race: White
 Red, White & Blues: Small Town Blue-Collar Families
Just below "Middle America" in affluence, Cluster 39 is far more industrial and blue-collar, with skilled workers primarily employed in mining, milling, manufacture, and construction. Geo-centered in the Appalachians, Great Lakes industrial region, and Western highlands, these folks love the outdoors.
Age Groups: 35-54, 55-64
Dominant Race: White
 Military Quarters: Gls and Surrounding Off-Base Families
Since Cluster 40 depicts military life with personnel living in group quarters; its demographics are wholly atypical. Located on/or near military bases, Cluster 40 skews toward our principal harbors and defense perimeters. Fully integrated, and with the highest index for adults under 35, "Military Quarters" likes fast cars, bars, and action sports.
Age Groups: Under 24, 25-34
Dominant Race: Mixed Ethnic Diversity
o COUNTRY FAMILIES
 Big Sky Families: Midscale Couples, Kids & Farmland
With an average incidence for college educations, Cluster 41 has income levels well above the US median. They are well-paid, skilled craftsmen, machinists, and builders who live in scenic locales from New England to the Tidewater, in the Great Lakes region, and the Rockies. Family-centered lifestyles are devoted to hobbies, hunting, and boating.
Age Groups: 35-44, 45-54
Dominant Race: White
 New Eco-topia: Rural White/Blue-Collar/Farm Families
Found in the Northern Pacific, the Rockies, and northern New England, Cluster 42 is the only R1 Cluster with above-average college educations. "New Eco-topia" has an even mix of white/blue-collar jobs. A high index for personal computers reflects several new, high-tech industries in these pristine areas.
Age Groups: 35-44, 45-54, 55-64, 65+
Dominant Race: White
 River City, USA: Middle-Class Rural Families
Cluster 43 sweeps across New England and the Mohawk Valley, through the corn, grain, and dairy belts, to the Pacific orchards. Solid blue-collar citizens, in towns like Utica, NY; Zanesville, OH; and Butte, MT are raising sturdy, Tom-Sawyer-ish children in decent, front-porch houses. Yes, July 4th parades are still a big event in Cluster 43.
Age Groups: 35-44, 45-54
Dominant Race: White
 Shotguns & Pickups: Rural Blue-Collar Workers
Families In the 8th decile, Cluster 44, the least affluent of the R1 Clusters, is found in the Northeast, the Southeast, and in the Great Lakes and Piedmont industrial regions. They lead the Group in blue-collar jobs; most are married with school- age kids. They are church-goers who also enjoy bowling, hunting, sewing, and attending car races.
Age Groups: 35-44, 45-54
Dominant Race: White
o URBAN CORES
 Single City Blues: Ethnically-Mixed Urban Singles
Cluster 45 is found in most Eastern megacities, in the new West, and is third in the most singles in America. Often found near urban universities, Cluster 45 hosts a fair number of students. With very few children, it's a mixture of races, transients, and night trades, and is best described as a "poor man's Bohemia."
Age Groups: Under 24, 25-34, & 65+
Dominant Race: Mixed, High Asian
 Hispanic Mix: Urban Hispanic Singles & Families
Cluster 46 collects the nation's bi-lingual, Hispanic barrios, which are chiefly concentrated in the Atlantic metro corridor, Chicago, Miami, Texas, Los Angeles, and the Southwest. These neighborhoods are populated by large families with many small children. They rank second in percent foreign-born, and are first in transient immigration.
Age Groups: Under 24, 25-34
Dominant Races: Hispanic
 Inner Cities: Inner City, Solo-Parent Families
Concentrated in large Eastern cities and among America's poorest neighborhoods, Cluster 47 has twice the nation's unemployment; many residents are receiving public assistance. Eight out of ten households are African American and seven in ten households with children are single-parent families.
Age Groups: Under 24, 25-34, 35-44
Dominant Race: Black
o 2nd CITY BLUES
 Small-town Downtown: Older Renters & Young Families
Highly skewed west of the Mississippi, Cluster 48 has gained a flood of Eastern migrants who are mostly young and single. Often found near city colleges, Cluster 48 is populated with students and those looking for fresh starts and first jobs. They are employed as lower-echelon white-collar salespeople, clerks, and technicians.
Age Groups: Under 24, 25-34, 65+
Dominant Race: White, Some Hispanic
 Hometown: Retired Low-Income, Older Singles & Couples
Cluster 49 is three rungs down from "Small-town Downtown" at opposite ends of the age range and geography. Except for some hot spots in the West, Cluster 49 lies mostly in the Appalachians and central Florida. It ranks third in singles, second in ages over 65, and first in retirement. They take bus tours, collect stamps, and play cards and chess.
Age Groups: 55-64, 65+
Dominant Race: White
 Family Scramble: Low-Income Hispanic Families
Although Cluster 50 is found in many markets, it is centered across the Southwest and Pacific. It ranks third in Hispanic population, with an overlay of Native Americans. Ranked last in higher educations, Cluster 50 shows all the scars of poverty, but many are staying ahead with employment in transport, labor, and service jobs.
Age Groups: Under 24, 25-34
Dominant Races: Hispanic
 Southside City: African-American Service Workers
Mostly concentrated in the Southeast, the smaller Mississippi delta cities, the Gulf coast, and Atlantic states, Cluster 51 is very poor. Over 70% of its households are black. Although it's 61st in median household income, a low cost of living and a mix of labor and service jobs keep these families afloat.
Age Groups: Under 24, 65+
Dominant Race: Black
o WORKING TOWNS
 Golden Ponds: Retirement Town Seniors
Found coast to coast, Cluster 52 is a myriad of rustic towns and villages in scenic coastal, mountain, lake and valley areas, where seniors living in cottages retire among their country neighbors. Not as old, urban, or affluent as other retirees, a few play golf, but most prefer to adopt local customs.
Age Groups: 55-64, 65+
Dominant Race: White
 Rural Industria: Low-Income, Blue-Collar Families
Cluster 53 is the most industrial of the T3 Clusters. Once dependent on railroads and major markets, "18 wheelers" freed light industry to go farther afield to seek low-cost, non-union labor. It's found in Cluster 53 which is comprised of hundreds of blue-collar mill towns on America's rural backroads.
Age Groups: Under 24, 25-34
Dominant Races: White, High Hispanic
 Norma Rae-ville: Young Families, Bi-Racial Mill Towns
Cluster 54 is geographically centered in the South, in the Mississippi delta, and in the Gulf coast and Atlantic states, which have become the center for our non-durable industries, such as clothing and home furnishings. With minimal educations, a black/white population mix, andunskilled labor, Cluster 54 falls in the ninth affluence decile.
Age Groups: Under 24, 65+
Dominant Race: Black
 Mines & Mills: Older Families, Mine & Mill Towns
Although equal to "Norma Rae-ville" in income, Cluster 55 is very different. Down the Appalachians, across the Ozarks to Arizona, and up the Missouri to the coal fields of Montana, Cluster 55 is exactly as its name implies. This older, mostly single population with few children lives in the midst of scenic splendor.
Age Groups: 55-64, 65+
Dominant Race: White
o HEARTLANDERS
 Agri-Business: Rural Farm-Town & Ranch Families
In census parlance, this title covers farming, forestry, fishing, ranching, mining, and other rural occupations. Consequently, Cluster 56 is more affluent and more skewed to the greater northwest from Lake Michigan to the Pacific. It is famous for very large families with lots of kids, countless animals, apple pie, and going fishing.
Age Groups: 45-54, 55-64, 65+
Dominant Race: White
 Grain Belt: Farm Owners & Tenants
Feeding America and sometimes the world, Cluster 57 is our breadbasket. Centered in the Great Plains and South Central regions, this Cluster shows a high index of Latino migrant workers. Life here is tied to the land, and ruled by the weather. Mostly self-sufficient, family- and home-centered, these families are poor only in money.
Age Groups: 55-64, 65+
Dominant Races: White, Some Hispanic
o RUSTIC LIVING
 Blue Highways: Moderate Blue-Collar/Farm Families
On most maps, the interstates are red and the old highways are blue. Cluster 58 follows these remote roads through our mountains and deserts, and along the coasts and lake shores. These are R3's youngest neighborhoods, with its largest families, and the most children. They hunt and fish, love country music, camping, and attending "tractor pulls".
Age Groups: 35-44, 45-54
Dominant Race: White
 Rustic Elders: Low-Income, Older, Rural Couples
Cluster 59 is the third most elderly Cluster in America, and has the lowest incidence of children in Group R3. It covers the nation, but is concentrated in the Great Plains and along the West coast. Although the lifestyle is pure country, the high indices for country clubs, powerboats, sailboats, volleyball, and health walks are surprising.
Age Groups: 55-64, 65+
Dominant Race: White
 Back Country Folks: Remote Rural/Town Families
Cluster 60 is centered in the Eastern uplands along a wide path from the Pennsylvania Poconos to the Arkansas Ozarks. Anyone who visits their playgrounds in Branson, MO or Gatlinburg, TN can attest that these are the most blue-collar neighborhoods in America. Centered in the "Bible Belt", many "Back Country Folks" are hooked on Christian and country music.
Age Groups: 55-64, 65+
Dominant Race: White
 Scrub Pine Flats: Older African-American Farm Families
Cluster 61, the most geo-centric of all the Clusters, is mainly in the coastal flatlands of the Atlantic and Gulf States from the James to Mississippi Rivers. These humid, sleepy rural communities with a mix of blacks and whites live in a seemingly timeless, agrarian rhythm.
Age Groups: 55-64, 65+
Dominant Race: Black
 Hard Scrabble: Older Families in Poor Isolated Areas
"Hard scrabble" means to scratch a living from hard soil. Cluster 62 describes our poorest rural areas that reach from Appalachia to the Colorado Rockies and from the Texas border to the Dakota badlands. The highest indices for Native Americans, mining occupations, and chewing tobacco are in "Hard Scrabble."
Age Groups: 55-64, 65+
Dominant Race: White
• MOSAIC lifestyle clusters ( need more detail)

The variables used in the creation of the MOSAIC Typology include:
a) Race and ethnic origin
b) Age
c) Family status
d) Non-family household types, including college dormitories and military quarters
e) Travel to work
f) Education
g) Employment by industry and occupation
h) Income
i) Forms of income
j) Housing tenure
k) Housing type
l) Vehicle ownership
m) Household size
n) Age of dwelling and tenure
The resulting segmentation system consists of sixty-two segments which are presented as twelve separate groups:
• A Affluent Suburbia
• B Upscale city Singles
• C Second City Leaders
• D Blue Collar Winners
• E Fortunate Retirees
• F Metro Market Fringes
• G Remote Working Towns
• H Lower Income Seniors
• I Rural Towns & Farms
• J Other City Centers
• K Major Market Cores
• L Anomalous Lifestyles

 Group A Suburban Upper Deck
A01 Very high-income, families with older children in suburban areas
A02 Very high-income, large families in suburban areas
A03 Very high-income, young, suburban families with children
A04 Empty-nest, high-income, suburban couples
A05 High-income, families with older children in suburban areas
A06 Large, high-income families in major market suburbs
A07 High-income families with children in suburbs
A08 Suburban, high-income families with older children

Group B Upscale City Singles
B09 High-income, urban singles in apartments
B10 Urban, upper-mid-income, seniors in apartments
B11 Mid-income, educated, apartment dwellers in major metro areas
B12 Upper-mid-income singles & couples in growth-city houses or apartments
B13 Young, lower-mid-income, white-collar families with children
B14 Urban, upper-mid-income families with children

Group C Second City Leaders
C15 High-income families in satellite cities
C16 Sunbelt, upper-mid-income, white-collar families with children
C17 Educated, mid-income families in fringe areas
C18 Mixed-housing, lower-mid-income, small towns mainly in New England
C19 Mid-income couples and singles in smaller towns

Group D Blue Collar Winners
D20 Upper-mid-income, homeowner families, mainly in the Northern states
D21 Suburban, upper-mid-income, blue-collar families
D22 Suburban, mid-income, blue-collar families with children
D23 Young, mid-income, blue-collar families with children, Sunbelt
D24 Lower-mid-income families in suburbs and small towns

Group E Fortunate Retirees
E25 Older, mid-income families mainly in coastal cities
E26 Older, high-income families mainly in Northeast
E27 Mid-income, older couples in small cities
E28 Lower-income, older, blue-collar couples, many in mobile homes
E29 Older, lower-mid-income, white-collar couples mainly in Great Lakes towns
E30 Older, lower-mid-income, blue-collar couples in small town, single-family home

Group F Metro Market Frings
F31 Low Income, well-educated, young singles in apartments
F32 West coast, upper-mid-income families, predominantly Asian/Pacific Islanders
F33 Mid-income, multi-ethnic apartment dwellers, mainly in Mid-Atlantic metro fringes
F34 Lower-mid-income, blue-collar apartment dwellers in metro fringes
F35 Large, mid-income, blue-collar families, predominantly Hispanic

Group G Remote Working Towns
G36 Lower-mid-income, older, blue-collar families mainly in Appalachia & the Southeast
G37 Lower-mid-income, older, blue-collar families mainly in Great Lakes & New England
G38 Lower-mid-income, blue-collar, mixed dwelling types predominantly in the Sunbelt

Group H Lower Elder Enclaves
H39 Lower-income, older singles & couples in small city mixed housing types
H40 Lower-income, older singles & couples in urban apartments
H41 Lower-mid-income, older singles & couples in urban houses & apartments
H42 Lower-income, older singles & couples mainly in small Midwest towns

Group I Rural Towns & Farms
I43 Lower-mid-income, farm families mainly in the Great Plains
I44 Lower-income, agricultural families with children
I45 Lower-income, rural, blue-collar families with children
I46 Lower-income, rural families with children mainly in the South
I47 Lower-income, young, blue-collar families, mainly in the Southwest
I48 Lower-income, blue-collar families in mobile homes. mainly in the South

Group J Other City Centers
J49 Predominantly African-American, lower-mid-income families mainly in Southern cities
J50 Multi-ethnic, lower-income, blue-collar singles, mainly in Sunbelt urban cores
J51 Lower-mid-income, blue-collar singles in Northeastern urban cores
J52 Lower-income, blue-collar families in smaller towns
J53 Lower-income, mostly large Hispanic or Native American families in rural areas
J54 Predominantly African-American, low-income families with children, mainly in the South

Group K Major Market Cores
K55 Predominantly African-American, lower-mid-income mixed dwelling types in urban cores
K56 Multi-ethnic, young, lower-income renters in small urban areas
K57 Predominantly Hispanic, lower-mid-income larger families, mainly in Southern California
K58 Predominantly Hispanic, lower-mid-income larger families, mainly in the New York metro area
K59 Predominantly African-American, lower-income, single-parent families in industrial cities
K60 Predominantly African-American, very lower-income, single-parent families in the city

Group L Anomalous Lifestyles
L61 Lower-mid-income, residential quarters of military personnel
L62 Lower-income, college residential areas and dormitories

• PSYTE lifestyle clusters
PSYTE categorizes every US neighborhood into one of 65 mutually exclusive neighborhood types or 'clusters.' Each cluster is demographically and behaviorally distinct. And each cluster offers a wealth of other information, such as personal lifestyle preferences, buying patterns and motivations - making it ideal for:
• Profiling customers
• Profiling and pinpointing target markets
• Identifying new markets or untapped areas within existing markets
• Selecting the highest potential sites for retail stores and service centers
• Creating messages and images most likely to trigger response
• Designing cost-effective media placement
• Evaluating profitability at the customer level
Most segmentation systems employ only data from the 1990 US Census. PSYTE, however, relies on household level input from our 114 million record database of US households. In addition to the predictive value of actual consumer spending habits, MapInfo integrates household data to provide valuable information on areas with significantly change or perhaps did not even exist during the 1990 Census. The PSYTE Neighborhood Classification System was built by nationally recognized experts using enhanced income and demographic estimates, Polk's National Consumer Database, Vehicle Registration data, driven by advanced, ultra-fast, computer technology, including a powerful, custom neural net. The resultant PSYTE Clusters are a superior segmentation model of actual U.S. consumer neighborhoods, updated annually.
The 65 PSYTE Clusters have proven to be exceptionally robust in their ability to segment, discriminate and predict consumer behavior for products, services, mass and direct media.
• PSYTE is a rock-steady, behavioral segmentation model of local consumer neighborhoods, built from Census and product data, updated annually.
• PSYTE is a universal database interlock, needing only street addresses to link all relevant forms of marketing data into a single, lucid, targeting tool.
• PSYTE is a constant measurable framework that allows us to monitor consumer behavior over time and analyze consumer response to marketing.
• PSYTE is a pinpoint targeting tool that locates maps and reaches optimal targets for any product in any medium, in any market or retail trade area.
• PSYTE exploits existing Census data, syndicated survey data, and proprietary customer records. Thus it is exceptionally cost effective.
• Apparel
• Attitudes
• Automotive
• Automotive After-market
• Cable
• Convenience Foods
• Demographics
• Expendable Income Spending
• Fast Food
• Financial
• Family Restaurant
• Health & Fitness
• Home Electronics
• Home Improvements
• Internet
• Insurance
• Juvenile & Baby
• Leisure
• Lifestyle
• Personal Care
• Personal Computing
• Pet Related
• Retail
• Shopping Habits
• Sports
• Telephony
• Travel
• Video
• 5 Digit ZIP Codes
• ZIP+4 Points
• Carrier Routes
• 105th Congressional Districts
• Census Blocks
• Census Block Groups
• Census Tracts
• Dynamap ADIs
• Dynamap DMAs
• Dynamap MSAs
• High Resolution County Boundaries
• High Resolution State Boundaries
• MCD/CCD
• Populated Places

• VALS analysis (US)
 Commercialization:
VALS facilitates successful product launches and helps avoid costly mistakes. Seeing in sharp detail the differentiated needs of different consumer groups guides tailoring of new products and services so that consumers will embrace them.

o Ideation
-Brainstorm new product ideas, business models, and future scenarios.
o Entry-Stage Testing
-Identify if a market exists for a products or services, then size the market
o Concept Testing
-Validate the potential of new ideas among people most likely to buy.
o Focus Groups
-Recruit focus group based on people with like motivations to capture clearer insight
o Features and Benefits
-Design features and benefits to appeal to innovators and early adopters.
o Business Partnerships
-Evaluate which business partners will prove to be the best match.
o Distribution Channel
-Select the most appropriate distribution channels or retail outlets.
 Positioning:
VALS identifies which marketing opportunities are strongest. Relating features and benefits to distinct segment needs clarifies strategies for targeting and expansion.

o Competitive analysis
-Visually locate core customers and competitors.
o Brand Differentiation
-Understand the motivation behind a purchase decision to ascertain key points of differentiation among brands.
o Customer Retention
-Evaluate the relative opportunity between current and potential customers and design effective retention strategies for core customers.
o Proprietary Research
-Include the VALS survey in proprietary research studies to magnify learning.
o Bridge Data Sets
-Create a bridge to other research studies that have included VALS.
o Product Life Cycle
-Track and manage brand profitability by including VALS in ongoing studies.

 Communications:
VALS shows how to craft more effective messaging campaigns. Understanding what motivates consumers illuminates how to speak to them in ways that will initiate action.

o Selling Proposition
-Define more compelling selling propositions that link to enduring motivations.
o Brand Personality
-Nurture an attractive brand personality by understanding psychological preferences.
o Creative Development
-Use language and images that resonate with each segment.
o Message Placement
-Evaluate opportunities for message placement via insight into segment lifestyles.
o Media Preferences
-Select media with large audiences of the desired target.
• Microvision Market segments
o Accumulated Wealth
01 Upper Crust
Metropolitan families, very high income and education, homeowners, manager/professionals.
02 Lap of Luxury
Families, teens, very high income and education, homeowners, managers/professionals.
03 Established Wealth
School-age families, high income and education, homeowners, managers/professionals.
04 Mid-Life Success
Families, very high education, high income, managers/professionals, technical/sales.
05 Prosperous Metro Mix
Large families, metropolitan areas, high income and education, two workers, some ethnic mix.
06 Good Family Life
Large families, high income, high education, homeowners, often two workers.
14 Middle Years
Mid-life couples, families, medium-high education, mixed occupations, medium income.
o Mainstream Families
10 Home Sweet Home
Families, medium-high income and education, managers/professionals, technical/sales.
11 Family Ties
Large families, medium education, medium-high income, technical/ sales, precision/crafts, two workers.
16 Country Home Families
Large families, rural areas, medium education, medium income, precision/crafts.
17 Stars and Stripes
Young heads of households, large families with school-age children, medium income and education, some military, precision/craft.
18 White Picket Fence
Young families, low to medium education, medium income, precision/crafts, laborers.
22 Traditional Times
Seniors, no kids, low education levels, medium income, laborers, precision/crafts.
23 Settled In
Empty nesters, no kids, medium education and income, some retirees, technical/sales and service occupations.
35 Buy American
Empty nesters, medium-low income, low education, laborers.
38 Rustic Homesteaders
Rural areas, families, school-age kids, low education, medium-low income, some mobile homes, farming/fishing, laborers.
o Young Accumulators
09 Building a Home Life
School-age families, new housing, medium-high income and education, technical/sales, managers/professionals.
19 Young and Carefree
Young, singles and couples, no kids, medium income, medium-high education, technical/sales, managers/professionals.
25 Bedrock America
School-age families, medium income, low-medium education, precision/crafts, military, laborers.
28 Building a Family
Families, school-age children, medium income, medium-low education, mixed occupations.
o Mainstream Singles
08 Movers and Shakers
Singles, couples, students and recent graduates, high education and income, managers/ professionals, technical/sales.
12 A Good Step Forward
Mobile singles, high education, medium income, often renters, managers/professionals, technical/sales.
15 Great Beginnings
Young, singles and couples, medium-high education, medium income, some renters, managers/ professionals, technical/sales.
32 Metro Singles
Singles, renters, multi-unit housing, low education, medium-low income, technical/sales, laborers.
34 Books & New Recruits
Young, high education, medium-low income, students, managers/professionals, service occupations, some military, renters.
39 On Their Own
Mix of young and seniors, singles and couples, medium-low income, medium-high education, managers/ professionals, technical/sales, some renters.
40 Trying Metro Times
Mix of young and seniors, urban, ethnic mix, low income, older housing and renters, low education, renters, varied occupations.
o Asset-Building Families
27 Middle of the Road
School-age families, medium income, mixed education levels, medium, mixed occupations.
29 Establishing Roots
Families with kids of all ages, medium income, low education, mixed occupations.
o Conservative Classics
07 Comfortable Times
Middle-age heads of households, families, high income, medium-high education, technical/sales, and managers/professionals.
20 Secure Adults
Mature/seniors, metro fringe areas, singles and couples, medium income and education, mixed occupations and some retirees.
21 American Classics
Seniors, singles and couples, no kids, suburban areas, medium income, medium education, mixed occupations and some retirees.
30 Domestic Duos
Mature/seniors, singles and couples, no kids, medium-low income, mixed housing, medium education, technical/sales, managers/professionals some retirees.
31 Country Classics
Middle-aged to mature heads of households, seniors, medium-low income, low education, some mobile homes, laborers.
o Cautious Couples
26 The Mature Years
Couples, small families, medium income, low-medium education, precision/crafts, laborers.
33 Living Off the Land
Rural areas, school-age families, medium-low income, low education, farming/fishing, laborers.
o Sustaining Families
24 City Ties
School-age families, urban areas, predominantly black, medium income, low-medium education, service and laborer occupations.
41 Close Knit Families
Primarily Hispanic, large families, kids of all ages, low income, low education, precision/craft, laborers.
42 Trying Rural Times
Large families, ethnic mix, low income and education, some mobile homes, service occupations, laborers.
43 Manufacturing USA
Predominantly black, singles and families, older housing, low income and education, service and laborer occupations.
44 Hard Years
Singles, couples, low income and education, older multi-unit housing, renters, service occupations, laborers.
46 Difficult Times
Black, school-age families, urban areas, very low income, low education, laborers and service occupations.
o Sustaining Singles
13 Successful Singles
Urban areas, young singles and couples, older housing, ethnic mix, high education, medium income, managers/professionals.
36 Metro Mix
Mix of young and seniors, singles, no kids, ethnic mix, medium-low income, mostly renters, multi-unit housing, use public transportation.
37 Urban Up and Comers
Young, singles, ethnic mix, renters, multi-unit housing, medium-low income, high education, mangers/professionals.
45 Struggling Metro Mix
Young, singles, urban, cultural mix, renters, low income, mixed education levels, older multi-unit housing.
47 University USA
Students and singles, dorms and group quarters, very low income, medium-high education, technical/sales.
48 Urban Singles
Mix of young and seniors, singles, renters, old multi-unit housing, urban areas, very low income, mixed education levels, service occupations, technical/sales.
o Uncategorized Households
49 Anomalies
No homogeneity.
50 Unclassified
P.O. boxes and unclassified population.
• Data Preparation
The steps in creating the ZIP Plus 4 (ZIP+4) and Block Group mailable Households include:
1. Start with the quarterly USPS ZIP+4 file. This file (December 1997) includes all valid ZIP+4's in the country.
2. For each ZIP+4's, we will add Census Blocks Groups based upon the Tiger file. Approximately 20 million records are processed by this direct match (about 75%).
3. For each remaining ZIP+4, we can match against our internal geocode file (latitude and longitude). This file is based on running through address matching/geocoding software. Approximately 180f total are matched to their Block Group this way.
4. For each remaining ZIP+4 that cannot be geocoded by b) or c), we will use a calculated carrier route or Block Group centroid. We weight the geographies to a larger area and calculate a latitude and longitude. We then determine which the closest (distance) Block Group is. This is done for approximately 50f total.
5. If still unassigned then, we use nearest neighbor ZIP+4. There are approximately 20r total are done through this approach (recent, 6 months old ZIP+4s are often in this category).
6. Block Groups assigned are from the most recent Census Tiger file. Tiger errors, where identified (such as wrong FIPS Codes) have been corrected.
7. ZIP Plus 4's are assigned data based upon the data of the Block Group that it has been assigned to. (Note: There are no official Census Bureau data for ZIP+4.)
Ability to speak English
For a respondent who speaks a language other than English at home, refers to his/her assessment of his ability to speak English, from "very well" to "not at all."

Accuracy and Coverage Evaluation (A.C.E.)
A survey designed to measure the undercount/overcount of the census.

Adopted child
a child legally taken into a family to be raised by that family.

Advanced query
A planned capability in American FactFinder that will enable users to construct tabulations from the full microdata files from Census 2000. The tabulations must pass confidentiality filters based on rules for electronic disclosure limitation developed by the Census Bureau.

Age
Age is generally derived from date of birth information, and is based on the age of the person in complete years.

Alaska Native Regional Corporation (ANRC)
A corporate entity organized to conduct both business and nonprofit affairs of Alaska Natives pursuant to the Alaska Native Claims Settlement Act.

Alaska Native village statistical area (ANVSA)
A statistical entity that represents the densely settled extent of an Alaska Native village, which is a local governmental unit in Alaska. An ANVSA is delineated for the Census Bureau by officials of the Alaska Native village or Alaska Native Regional Corporation in which the ANVSA is located for the purpose of presenting decennial census data.

American Community Survey (ACS)
The American Community Survey is a large, continuous demographic survey conducted by the Census Bureau that will eventually provide accurate and up-to-date profiles of America's communities every year. Questionnaires are mailed to a sample of addresses to obtain information about households -- that is, about each person and the housing unit itself. The survey produces annual and multi-year estimates of population and housing characteristics and produces data for small areas, including tracts and population subgroups.

Questions asked are similar to those on the decennial census long form.

American FactFinder (AFF)
An electronic system for access and dissemination of Census Bureau data on the internet. The system offers prepackaged data products and user-selected data tables and maps from Census 2000, the 1990 Census of Population and Housing, the 1997 Economic Census, and the American Community Survey. The system was formerly known as the Data Access and Dissemination System (DADS).

American Indian Area, Alaska Native Area, Hawaiian Home
Land (AIANAHH)
A Census Bureau term referring to these types of geographic areas: federal and state American Indian reservations, American Indian off-reservation trust land (individual or tribal), Oklahoma tribal statistical area (in 1990 tribal jurisdictional statistical area), tribal designated statistical area, state designated American Indian statistical area, Alaska Native Regional Corporation, Alaska Native village statistical area, and Hawaiian home lands.

American Indian off-reservation trust land
Lands held in trust by the federal government for either a tribe or an individual member of that tribe. They may be located on or outside of the reservation; the Census Bureau recognizes and tabulates data only for the off-reservation trust lands because the tribe has primary governmental authority over these lands.

American Indian reservation
Land that has been set aside for the use of the tribe. There are two types of American Indian reservations, federal and state. These entities are designated as colonies, communities, pueblos, ranches, rancherias, reservations, reserves, tribal towns, and villages.

American Indian Reservation? Federal
Areas with boundaries established by treaty, statute, and/or executive or court order recognized by the federal government as territory in which American Indian tribes have primary governmental authority. The U.S. Census Bureau contacts representatives of American Indian tribal governments to identify the boundaries. The Bureau of Indian Affairs (BIA) maintains a list of federally recognized tribal governments.

American Indian Reservation – state
Lands held in trust by state governments for the use and benefit of a given tribe. A governor-appointed state liaison provides the names and boundaries for state reservations. The names of the American Indian reservations recognized by state governments, but not by the federal government, are followed by "(state)" in the data presentations.

American Indian Tribal Subdivision
Administrative subdivisions of federally recognized American Indian reservations, off-reservations trust lands, and Okalahoma tribal statistical areas (OTSAs), known as an area, chapter, community, or district. Internal units of self-government or administration that serve social, cultural, and/or economic purposes for American Indians. Provided in 1980 as "American Indian subreservation areas." These areas were not available in 1990.

American Indian tribe
Self-identification among people of American Indian descent. Many American Indians are members of a principal tribe or group empowered to negotiate and make decisions on behalf of the individual members. Data are available in American FactFinder for more than 35 tribes.

Ancestry
Refers to a person’s self-identification of heritage, ethnic origin, descent, or close identification to an ethnic group.

Annual payroll (in thousands of dollars)
Payroll includes all forms of compensation, such as salaries, wages, commissions, dismissal pay, bonuses, vacation allowances, sick-leave pay, and employee contributions, to qualified pension plans paid during the year to all employees. For corporations, payroll includes amounts paid to officers and executives; for unincorporated businesses, it does not include profit or other compensation of proprietors or partners. Payroll is reported before deductions for social security, income tax, insurance, union dues, etc. This definition of payroll is the same as that used by the Internal Revenue Service (IRS) on Form 941.

Apportionment
The process of dividing up the 435 memberships, or seats, in the U. S. House of Representatives among the 50 states. The Census Bureau's role in apportionment is to conduct the census every 10 years as mandated by the Constitution. Apportionment does not affect Puerto Rico.

Apportionment population
A state's apportionment population is the sum of its resident population and a count of overseas U.S. military and federal civilian employees (and their dependents living with them) allocated to the state, as reported by the employing federal agencies.

Area
The size, in square miles or square meters, recorded for each geographic entity.

Average
the number found by dividing the sum of all quantities by the total number of quantities.

Average family size
A measure obtained by dividing the number of members of families by the total number of families.

Average household size
A measure obtained by dividing the number of people in households by the total number of households.

Average household size of owner-occupied units
A measure obtained by dividing the number of people living in owner-occupied housing units by the number of owner-occupied housing units.

Average household size of renter-occupied units
A measure obtained by dividing the number of people living in renter-occupied housing units by the number of renter-occupied housing units.

• Age / Gender (need more detail)

• Race (need more details)

• Consumer Expenditure Data
Annual Expenditures
1. Food
• Food at home
o Cereals and bakery products
o Cereals and cereal products
o Flour
o Prepared Flour mixes
o Ready to eat and cooked cereal
 Rice
 Pasta, cornmeal and other cereal products
o Bakery products
 Bread
 Crackers and cookies
 Frozen and refrigerated
 Other bakery products
 Biscuits and rolls
 Cakes and cupcakes
 Bread and cracker products
 Sweetrolls, coffee cakes, doughnuts
 Pies, Tarts, turnovers

• Meats, poultry, fish, and eggs
o Beef
 Ground Beef
 Roast Beef
 Steak
 Other Beef
o Pork
 Bacon
 Pork chops
 Ham
 Sausage
 Other pork
o Other Meats
 Frankfurters
 Lunch meats ( could cuts)
 Lamb, organ meats and other
o Poultry
 Fish and frozen chickens
 Other poultry
o Fish and seafood
 Canned fish and seafood
 Fresh fish and shellfish
 Frozen fish and shellfish
o Eggs
• Dairy products
o Fresh Milk and cream
 Fresh Milk, all types
 Cream
 Flavored creams
o Other dairy products
 Butter
 Cheese
o Ice Cream and related products
 Misc. Dairy products
• Fruits and vegetables
o Fresh Fruits
 Apples
 Bananas
 Oranges
 Citrus Fruits, excluding oranges
 Other fresh fruits
o Fresh vegetables
 Potatoes
 Lettuce
 Tomatoes
 Other fresh vegetables
o Processed fruits
 Frozen fruits and fruit juices
 Canned fruits
 Dried fruit
 Fresh fruit juice
 Canned and bottled fruit juice
o Processed vegetables
 Frozen vegetables
 Canned and dried vegetables and juices
• Other food at home
o Sugar and other sweets
 Candy and chewing gum
 Sugar
 Artificial sweeteners
 Jams and other sweets
o Fats and oils, etc
 Margarine
 Fats and oils
 Salad dressing
 Nondairy cream and imitation milk
 Peanut butter
o Miscellaneous foods
 Frozen prepared foods
 Canned and packaged soups
 Potato chips, nuts, and other snacks
o Condiments and seasonings
o Other canned and packaged prepared foods
o Nonalcoholic beverages
 Cola
 Other Carbonated drinks
 Coffee / Cappuccino
 Non-carbonated fruit flavored drinks
 Tea ( hot or cold)
 Nonalcoholic beer
 Other nonalcoholic beverages and Ice
o Food prep(cons) out of town
• Food away from home
o Meals at restaurants, carry-out and others
o Board including school)
o Catered Affairs
o Food on out-of-town trips
o School lunches
o Meals as pay
2. Alcoholic beverages
• At home-alcoholic beverages
o Beer and ale
o Whiskey
o Wine
o Other alcoholic beverages
• Away from home- alcoholic beverages
o Beer and ale
o Wine
o Other alcoholic beverages
o Alcoholic beverages purchased on trips
3. Housing
• Shelter
o Owned dwellings
 Mortgage interest and charges
1. Mortgage interest
2. Interest paid, home equity loan
3. Interest paid, home equity line of credit
 Property taxes
 Maintenance, repairs, insurance, other expenses
1. Homeowners and related insurance
 Fire and extended coverage
 Homeowners insurance
2. Ground rent
 Maintenance and repair services 1.Maintenance and repair commodities
o Rented dwellings
 Rent
 Rent as pay
 Maintenance, insurance and other expenses
o Other lodging
 Owned vacation home
• Utilities, fuels, and public services
o Natural gas
o Electricity
o Fuel oil and other fuels
 Fuel oil
 Coal
 Bottled gas (propane)
 Kerosene
 Wood and other fuels
o Telephone services
 Telephone services in home city, excluding mobile car phones
 Telephone services for mobile car phones
o Water and other public services
• Household operations
o Personal services
 Baby-sitting and child care in own home
 Baby-sitting and child care in someone else’s home
 Care for elderly. Invalids
 Day-care centers, nursery, and preschools
o Other household expenses
 Housekeeping services
 Gardening, lawn care service
 Water softening service
 Household laundry and dry cleaning, sent out (non clothing) not coin-operated
 Coin- operated household laundry and dry cleaning ( non-clothing)
 Services for termite/ pest control maintenance
 Other home services
 Moving, storage, freight express
 Appliance repair including service center
 Reupholstering, furniture repair
 Repairs/rentals of lawn and garden equipment
o Housekeeping supplies
 Laundry and cleaning supplies
1. soaps and detergents
2. other laundry cleaning products
 Other household products
1. Cleaning and toilet tissue, paper towels and napkins
2. Miscellaneous products
3. Lawn and garden supplies
 Postage and stationary
1. Stationery, stationery supplies, giftwarp
2. Postage
3. Delivery Services
o Household furnishing and equipments
 Household textiles
1. Bathroom linens
2. Bedroom linens
3. Kitchen and dining room linens
4. Curtains and draperies
5. Slipcovers and decorative pillows
6. Sewing materials for slipcovers, curtains, other sewing materials for the home
7. Other linen
 Furniture
1. Mattress and springs
2. Other bedroom furniture
3. Sofas
4. Living room chairs
5. Living room tables
6. Kitchen, dining room furniture
7. Infant’s furniture
8. Outdoor furniture
9. Wall units, cabinets and other occasional furniture
 Floor coverings
1. Wall-to-wall carpeting (renter)
2. Wall-to-wall carpet (replacement)
3. Room size rugs and other covering, non-permanent
 Major appliances
1. Dishwashers (built-in), Garbage disposals, range hoods, (own home)
2. Refrigerators, freezers
3. Washing Machines
4. Clothes dryers
5. Cooking stoves, oven
6. Microwave ovens
7. Window air conditioners
8. Electric floor cleaning equipment
9. Sewing machines
 Small appliances, misc.
1. Housewares
 Plastic dinnerware
 China and other dinnerware
 Flatware
 Glassware
 Silver serving pieces
 Other serving pieces
 Non-electric cookware
 Tableware, non-electric kitchenware
2. Small appliances
 Small electric kitchen appliances
 Portable heating and cooling equipment
 Misc household equipment
 Window coverings
 Infant’s equipment
 Laundry and cleaning equipment
 Outdoor equipment
 Clocks
 Lamps and lighting fixtures
 Other household decorative items
 Telephones and accessories
 Lawn and garden equipment
 Power tools
 Small miscellaneous furnishing
 Hand tools
 Indoor plants, fresh flowers
 Closet and storage items
 Rental of furniture
 Luggage
 Computers and computer hardware non business use
 Computer software and accessories for non-business use
 Telephone answering devices
 Calculators
 Business equipment for home use
 Other hardware
 Smoke alarms
 Other household appliances
 Miscellaneous equipment and parts
o Apparel and services
 Men and boys
• Men, 16 and over
1. Men’s suits
2. Men’s sport coats, tailored Jackets
3. Men’s coats and Jackets
4. Men’s underwear
5. Men’s hosiery
6. Men’s nightwear
7. Men’s accessories
8. Men’s sweaters and vests
9. Men’s active sportswear
10. Men’s shirts
11. Men’s pants
12. Men’s shorts, shorts sets
13. Men’s uniforms
14. Men’s costumes
• Boys, 2 to 15
1. Boy’s coats and jackets
2. Boy’s sweaters
3. Boy’s underwear
4. Boy’s nightwear
5. Boy’s hosiery
6. Boy’s accessories
7. Boy’s suits, sports coats, vests
8. Boy’s shorts, short sets
9. Boy’s uniforms
10. Boy’s active sportswear
11. Boy’s costumes
 Women’s and girls
• Women, 16 and over
1. Women’s coats and jackets
2. Women’s dresses
3. Women’s sportcoats, tailored vests
4. Women’s vests and sweaters
5. Women’s shirts, tops, blouses
6. Women’s skirts
7. Women’s pants
8. Women’s shorts, shorts sets
9. Women’s active sportswear
10. Women’s sleepwear
11. Women’s undergarments
12. Women’s hosiery
13. Women’s suits
14. Women’s accessories
15. Women’s uniforms
16. Women’s costumes
• Girl’s 2 to 15
1. Girl’s coats and jackets
2. Girl’s dresses, suits
3. Girl’s shirts, blouses, sweaters
4. Girl’s skirts and pants
5. Girl’s shorts, shorts sets
6. Girl’s active sportswear
7. Girl’s underwear and sleepwear
8. Girl’s hosiery
9. Girl’s accessories
10. Girl’s uniforms
11. Girl’s costumes
• Children under 2
1. Infant coat, jacket, snowsuit
2. Infant dresses, outerwear
3. Infant underwear
4. Infant nightwear, loungewear
5. infant accessories
• Footwear
1. Men’s footwear
2. Boy’s footwear
3. Women’s footwear
4. Girl’s footwear
• Other apparel products and services
1. Material for making clothes
2. Sewing patterns and notions
3. Watches
4. Jewelry
5. Shoe repair and other shoe services
6. Coin-operated apparel laundry and dry cleaning
7. Alteration, repair and tailoring of apparel and accessories
8. Clothing rental
9. Watch and jewelry repair
10. Apparel laundry and dry cleaning not coin-operated
11. Clothing storage
o Transportation
• Vehicle purchases (net outlay)
1. Cars and trucks, new
2. Cars and trucks, used
3. Other vehicles
• Gasoline and motor oil
• Other vehicle expenses
1. Vehicle finance charges
2. Maintenance and repairs
3. Vehicle insurance
4. Vehicle rental, other charges
• Public transportation
1. Airline fares
2. Intercity bus fares
3. Intercity mass transit fares
4. Local transportation on out-of-town trips
5. Taxi fares on trips
6. Taxi fares
7. intercity train fares
8. Ship fare
9. School bus
o Health Care
• Health insurance
1. Commercial health insurance
2. Blue Cross, Blue Shield
3. Health maintenance plans
4. Medicare payments
5. Commercial Medicare supplements and other health insurance
• Medical services
1. Physician’s services
2. Dental services
3. Eye care services
4. Service by professionals other than physician
5. Lab tests, x-rays
6. Hospital room
7. Hospital service other than room
8. Care in convalescent or nursing home
9. other medical care services
• Drugs
1. Nonprescription drugs
2. prescription drugs
• Medical supplies
1. Eyeglasses and contact lenses
2. Topicals and dressings
3. Medical equipment for general use
4. Supportive and convalescent medical equipment
5. Rental of medical equipment
6. Rental of supportive, Convalescent medical equipment
o Entertainment
• Fees and admissions
1. Recreation expenses, out-of-town trips
2. Social, recreation, civic club membership
3. Fees for participant sports, out-of-town trips
4. Movie, theater, opera, ballet
5. Movie, other admissions, out-of-town trips
6. Admission to sporting events
7. Admission to sporting events, out-of-town trips
8. Fees for recreational lessons
9. Other entertainment services, out-of-town trips
• Television, radios, sound equipment
1. Television
 Community antenna or cable TV
 Black and white TV
 Color TV- controls
2. Color TV – portable, table model
3. VCR’s and video disc players
4. Video cassettes, tapes, and discs
5. Video game hardware and software
6. Repair of TV, radio, and sound equipment
7. Rental of television
• Radios, sound equipment
1. Radios
2. Tape recorders and players
3. Sound components and component systems
4. Sound equipment accessories
5. Compact disc, tape, record and video mail order clubs
6. Records, CDs, audio tapes, needles
7. musical instruments and accessories
8. Rental and repair of musical instruments
9. Rental of video cassettes, tapes, films, DVD discs
• Pets, toys, and playground equip.
1. Pets
 Pet food
 Pet purchase, supplies, medicine
 Pet services
 Vet services
 Toys, games, hobbies, and tricycles
 Playground equipment
2. Other entertainment supplies
 Unmotored recreational vehicle
 Motorized recreational vehicles
 Sports, recreational and exercise equipment
1. Athletic gear
2. Game tables
3. exercise equipment
4. Bicycles
5. Camping equipment
6. Hunting and fishing Equipment
7. Winter sports equipment
8. Water sports equipment
9. Other sports equipment
10. Rental and repair of sports equipment
a. Photographic equipment and supplies
 Film
 Film processing
 Photographic equipment
 Photographer fees
b. Fireworks
c. Souvenirs
d. Pinball, electronic video games
o Personal care products and services
1. personal care products
a. Hair care products
b. Non-electric articles for the hair
c. Wigs and hairpieces
d. Oral hygiene products, articles
e. Shaving needs
f. Cosmetics, perfume, bath preparation
g. Deodorants, feminine hygiene, other personal care
h. Electric personal appliances
2. Personal care services
a. Personal care service for females
b. Personal care service for males
o Reading
1. Newspaper subscriptions
2. Newspaper, non-subscriptions
3. Magazines subscriptions
4. Magazines, non-subscriptions
5. Books thru book clubs
6. Books not thru book clubs
7. Encyclopedia and other sets of reference books
o Education
1. College tuition
2. Elementary and high school tuition
3. Other school tuition
4. Other school expenses including rentals
5. School books, supplies, equipment for college
6. School books, supplies, equipment for elementary high school
7. School books, supplies, equipment for day care, nursery, other
8. School supplies, etc. unspecified
o Tobacco products and supplies
1. Cigarettes
2. Other tobacco products
3. Smoking accessories
o Miscellaneous
o Utilities
o Cash contributions
o Personal insurance and pensions
1. Life and other personal insurance
2. Pensions and Social Security
3. Auto insurance
4. a
5. a
6. a
7. a
8.
• Industry specific Data



1. Convenience Store Industry

a. Foodservice Prepared On-site
o Chicken
o Mexican
o Pizza
o Seafood
o Hot Dogs / Roller Grill Products
o Hamburgers
o Sandwiches
 Cold-cut
 Hot
o Frozen Treats
 Ice-cream
 Smoothie

o Bakery
o Soup and Salad
o Other Cuisine
b. Foodservice Not-prepared On-site
o Readymade sandwiches
o Burritos
c. Hot dispensed Beverages
o Coffee
o Espresso
o Hot Tea
o Hot Chocolate
o Cappuccino / Specialty Coffee Drinks
o Refills
o Coffee Club Mugs
o Other Hot Dispensed Beverages
 Hot cider
d. Cold Dispensed Beverages
o Fountain – Carbonated
o Fountain – Non - Carbonated
 Iced Tea
 Lemonade
 Cold cider
o Fountain – sports Drinks
o Refills
o Fountain Club Mugs
o Other Cold Dispensed Beverages
 Iced Coffee
 Iced cappuccino
 Iced latte
e. Frozen Dispensed Beverages
o Frozen Carbonated Beverage
o Frozen Non-Carbonated Beverage
 Slush puppee
 Frozen cappuccino
 Frozen Ice
f. Publications
o Newspapers
o Magazines / Tabloids
o Adult Magazines
o Paperbacks / Books
o Comics
o Traders / Auto Traders
o Maps
o Other magazines / Publications
 Crossword puzzle publications
 Horoscope products
 Calorie counters
g. Automotive Products
o Motor Oil
o Anti - freeze / coolants
o Window cleaners / Solvents
o Transmission Fluids
o Brake Fluids
o Power steering fluids
o Car Care
 Wax
 Cleaners
 Air fresheners
 Ice scrapers
 Fuses
 Radiator sealant
 Stop Leaks
 Tools
 Gas cans
o Other Additives
 Engine treatments
 Gas treatments
 Octane busters
h. Automotive Services
o Lube / Oil Change
o Vacuum / Air / Water
o Car Wash
o Auto Repair
o Inspection services
 Smog checks
 Brake checks
o Other Automotive Services
i. Store services
o Pay phones
o Video Rental
o Money Orders
o Money transfer
o Check Cashing
o ATM
o Copying
o Faxing
o Postal / UPS
o Vending machine
o Tickets
o Home delivery
o Amusements
 Video games
 Pinball
 Poker machine
o Licenses
 Auto
 Fishing
 Hunting
o Other store services
 showers
 propane exchange
 gift cards
 Prepaid phone cards
 Over The Counter phone cards
 POS activated phone cards
 Telephone accessories
 Prepaid homophone services
 Prepaid wireless cards
 Bill payment services
 Other prepaid services
j. Lotto / Lottery / Gaming
o Lotto machine
o Scratch Tickets
o Video Gaming revenue
o Slot Machine revenue
k. Non-edible grocery
o Laundry Care
 Laundry Detergent
 Fabric softener
 Dryer sheets
o Dish Care
 Automatic Dishwasher liquids
 Hand washing dish liquids
 dishwasher additives
o Household Care
 Cleaners
 Fresheners
 Insecticides
o Paper / Plastic / Foil Products
 Paper Towels
 Napkins
 Facial tissue
 Paper plates
 Paper / plastic cups
 Plastic cutlery
 Plastic Bags
 Plastic wraps
o Pet Care
 Dog food
 Cat food
 Pet toys / Accessories
o Other Non-edible Grocery
l. Health and beauty Care
o Analgesics
o Cough and Cold Remedies
 Cough Drops
 Children’s flavored cough medications
o Stomach Remedies
 Antacids
o Vitamins / Supplements
 Herbal remedies
o Other Internal OTC Medications
 Energy Packs
 Dietary Supplements
 Stimulants
 Sleeping aids
o Grooming Aids
 Shampoo / Hair care
 Hair spray / Hair brushes
 Oral care
 Deodorants
 Personal soap
 Shaving cream
 Razor
 Q-tips
 Bathing Soap
o Feminine Hygiene
 Tampons
 Pads
o Family Planning
 Contraceptive
 Pregnancy kits
o Baby Care
 Baby food / formula
 Diapers
 Wipes
 Ointments
 Toys
o Skin Care / Lotions / External Care
 Eye drops
 Lip care / balm
 First Aid Supply
 Skin care
 Nose drops
 Ear Drops
o Cosmetics
o condoms
o Other HBC
m. General Merchandise
o Pre-paid Telecommunication
o Batteries
o Film / Photo supplies
 Disposable Cameras
o School / Office Supplies
o Greeting / Gift / Novelties / Toys / Recreational Equipment
 Frisbees
 Tennis balls
 Fishing hooks and other supply
o Trading Cards
 Baseball
 Basketball
 Football
 Racing
 PGA
 Non-sports
o Wearable / Apparel
 Hosiery
 Gloves
 Caps
 Sunglasses
 Towel
 T-shirts
 sleeper
o Smoking Accessories
 Pipe cleaners
 Lighters
 Lighter fluids
 Flints
o Video / Audio Tapes
o Hardware / tools / Housewares
o Floral Arrangements / Artificial flowers
o Seasonal
 Softener salt
 Charcoal / Logs
 Lawn and Garden
 Ice chest / Plastic / stirophone
o Other GM
o Telecommunications Hardware
 Cell Phones accessories
 Beepers
 Other Accessories
n. Packed Ice Cream / Novelties
o Premium Ice Cream
o Ice Cream
o Frozen Yogurt / Sherbet / sorbet
o Frozen Novelties
o. Frozen foods
o Frozen Dinners / Entrees / Meals
o Frozen Pizza
o Other Frozen Foods
p. Packaged Bread
o Bread
 Regular Bread
 Whole-wheat Bread
 French Bread
o Hot dog Bun
o Hamburger Bun
o Dinner Rolls
o English Muffins
o Bagels
q. Salty snacks
o Potato Chips
 Potato crisp products packaged in bags / Flavored
 DSD and Warehouse potato chips
 Boxed Chips
 Canisters of chips
o Tortilla / Corn Chips
o Pretzels
o Nuts / Seeds
o Microwavable Popcorn
o Packaged Ready-to-eat Popcorn
 Flavored popcorn
 Carmel corn
o Crackers
o Other Salty Snacks
 Pork skins
 Pork rinds
r. Packaged sweet Snacks
o Snack Cakes / Pastries / Desserts / candied apples
o Muffins / Donuts
o Cookies
s. Alternative Snacks
o Meat Snacks
o Granola / Fruit snacks / Cereal bars
o Energy Bars / nutriceutical bars / Organic bars
o Other Alternative snacks
 Rice cakes
 Trail mix
 Fat-free Pringles
 Yogurt raisins
 Chocolate / yogurt pretzels
t. Perishable Grocery ( Perishable Groceries are bulk or random weight )
o Fruits
 Orange
 Banana
 Apple
o Vegetables
 Potato
 Onion
 Tomato
 Lemon / Lime
 Pepper
o Service Deli Meats
o Service Deli Cheese
o Service Deli Salads
o Other Service Deli
u. Edible Grocery
o Packaged Coffee / Tea / Coffee whitener
o Breakfast Cereal
o Condiments
o Other Edible Grocery
 Canned / dry soup
 Canned fruit / vegetables
 Pasta
 Non-refrigerated dips
 Other boxed items
v. Packaged Beverages ( non-alcoholic )
o Carbonated Soft Drinks
 Club Soda
 Tonic Water
 Other Mixes
o Iced Tea ( Ready-to-drink)
o Sports Drinks
o Juice / Juice drinks
 100% juice
 100% fruit juice drinks
 Vegetable drinks
 Canned / juice
 Box beverages
o Bottled Water
 Flavored water
 Carbonated water
 Still water
 Fortified water
 Aquaceutical water
o Other Packaged Beverages (Non – Alcoholic)
 Chocolate drinks
 Coffee drinks
 Diet supplements drinks
o Alternative
 Energy drinks
 Nutriceutical
w. Candy / Gum
o Gum
o Candy Rolls
o Mints
o Drops
o Chocolate Bars / Packs
o Non-chocolate Bars / Packs
o Bagged or repacked Peg Candy
o Novelties / seasonal / Spatiality
 Valentine’ Day Candy
 Halloween candy
 Packaged candy with toy
o Change Makers / penny Counter Goods
o Bulk Candy ( bags)
x. Fluid Milk Products
o Whole Milk
 Gallon
 ½ Gallon
 qt.
 pint
o 2% Milk
o 1% Milk
o Skim Milk / Non Fat Milk / ½ % Milk
o Flavored Milk ( chocolate , strawberry, vanilla )
o Cream / Creamer Products / nondairy substitutes
o Other Ready-to-drink Fluid Milk Products
 Aseptic Milk
 Lactose-free Milk
y. Other Dairy and Deli Products
 Packaged cheese
 Eggs
 Butter / Margarine
 Cottage / Cream Cheese / Sour Cream
 Yogurt
 Other Dairy products
 Refrigerated Dips
 Pudding
 Gelatin
 Cheese spreads
 Packaged Luncheon Meat / Sandwich meats
 Bologna
 Ham
 Turkey
 Other Packaged Meats
 Hot dogs
 Bacon
 Sausage
 Lunch Packs
 Single servings of luncheon meat
 Cheese
 Bread
 Crackers
z. Commissary and Other Packaged Products
o Sandwiches
o Salads and Sides
 Packaged Salads
 Pickled Items
o Thaw , Heat and eat
 Made Burritos
 Made Pizza
o Meals Ready-to-Eat
 Soups
 Home meal Replacement
aa. Fuel Products
o Unleaded – regular
o Unleaded – Mid grade
o Unleaded – Premium
o Diesel
o Propane Fuel
o Kerosene Fuel
o Other Fuel Products
o Competitor’s Data:
 Market Share
 Number of Outlets
 Outlet Share
 Market Efficiency
 Average Monthly Gas Sales per Brand
 Total Annual Gas Sales per Brand
 Gas with snack shop
 Conventional service station
 Gas only kiosk
 Convenience store selling gas
 Car wash selling gas
 Truck stop
 Automated
 Gas with convenience store
 Brand
 Address
 Designs
 Snack shop size
 Car wash type
 Number nozzles
 Dispenser type
 Prices
o
bb. Cigarette / Cigars
o Premium
- Marlboro
 Red King - Soft
 Red King – Box
 100’s – Soft
 100’s – Box
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s – Box
 Ultra Light King – Soft
 Ultra Light King – Box
 Ultra Light 100’s – Soft
 Ultra Light 100’s – Box
 Mild King – Soft
 Mild King – Box
 Mild 100’s – Soft
 Mild 100’s – Box
 Medium King – Soft
 Medium King – Box
 Medium 100’s – Soft
 Medium 100’s – Box
 Menthol King – Soft
 Menthol King – Box
 Menthol 100’s – Soft
 Menthol 100’s – Box
 Menthol Light King – Soft
 Menthol Light King – Box
 Menthol Light 100’s – Soft
 Menthol Light 100’s – Box
 Ultra Light Menthol King – Soft
 Ultra Light Menthol King – Box
 Ultra Light Menthol 100’s – Soft
 Ultra Light Menthol 100’s - Box
- Winston
 King – Soft
 King – Box
 100’s – Soft
 100’s – Box
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s – Box
 Ultra Light King _ Soft
 Ultra Light King – Box
 Ultra Light 100’s – Soft
 Ultra Light 100’s – Box
 Slim Light 100’s - Box
 S 2 Light King – Box
 S 2 100’s – Box
 Select King – Soft
 Select King – Box
 Select Light King – Box
 EVO Flask King - Box
 EVO Flask Light King - Box
- Camel
 Filter King – Soft
 Filter King – Box
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s – Box
 Ultra Light King – Soft
 Ultra Light King – Box
 Ultra Light 100’s – Soft
 Ultra Light 100’s – Box
 Special Light King – Soft
 Special Light King – Box
 Special Light 100’s – soft
 Special Light 100’s – Box
 Turkish Gold King – Box
 Turkish Gold 100’s – Box
 Turkish Royal King – Box
 Turkish Jade Box – Box
 Turkish Jade Light - Box
 Turkish Jade 100’s - Box
 Non Filter King - Soft
 Menthol King – Box
 Menthol Light King – Box
 Menthol Light 100’s – Box
 Wide Filter King – Box
 Wide Light King – Box
 Kamel Red King – Box
 Kamel Red Light King - Box
- Benson & Hedges
 100’s – Soft
 100’s – Box
 Light 100’s – Soft
 Light 100’s – Box
 Menthol 100’s – Soft
 Menthol 100’s – Box
 Menthol Light100’s – Soft
 Menthol Light 100’s – Box
 Deluxe Ultra Light 100’s – Box
 Deluxe Ultra Light menthol 100’s - Box
- Capri
 100’s – Box
 Menthol 100’s – Box
 Ultra Light 100’s – Box
 Ultra Light Menthol 100’s – Box
 120’s – Box
 Menthol 120’s – Box
- Carlton
 King – Soft
 King – Box
 100’s – Soft
 100’s – Box
 Menthol King - Box
 Menthol 100’s – Soft
 Menthol 100’s – Box
 120’s – Soft
 120’s Menthol – Soft
- Century
 Light 100’s 25’s – Soft
- Kent
 King – Soft
 100’s – Soft
 Ultra Light King – Soft
 Ultra Light 100’s – Soft
 Golden Light King – Soft
 Golden Light 100’s – Soft
 Menthol Light 100’s - Soft
 Golden Light Menthol King – Soft
 III Ultra Light – Soft
 III Ultra 100’s – Soft
 III Ultra 100’s - Box
- Kool
 King – Soft
 King – Box
 100’s – Soft
 100’s – Box
 Mild King – Soft
 Mild King – Box
 Mild 100’s – Soft
 Mild 100’s – Box
 Light King – Soft
 Light 100’s – Soft
 Ultra Light King – Soft
 Ultra Light 100’s – Soft
 Natural Light King – Soft
 Natural Light King – Box
 Natural Light 100’s – Box
 Non filter Regular - Soft
- Lucky strike
 Non Filter Kings –Soft
- Merit
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s - Box
 Ultra Light King – Soft
 Ultra Light King – Box
 Ultra Light 100’s – Soft
 Ultra Light 100’s – Box
 Menthol King – Soft
 Menthol 100’s – Soft
 Menthol Ultra Light 100’s – Soft
 Ultima King – Soft
 Ultima King - Box
 Ultima 100’s – Soft
 Ultima 100’s - Box
- More
 120’s - Soft
 Menthol 120’s - Soft
 Light 120’s - Soft
 Menthol Light 120’s - Soft
 White light 120’s – Soft
 White Light Menthol 120’s - Soft
- Now
 King - Soft
 King Menthol – Soft
 100’s – Soft
 100’s Menthol – Soft
- Pall Mall
 King – Box
 100’s – Box
 Light King – Box
 Light 100’s – Box
 Menthol Light King – Box
 Menthol Light 100’s – Box
 Non Filter King – Soft
 Gold 100’s – Soft
 Red King – Soft
- Player
 Light King – Soft
 Light 100’s – Soft
 Menthol 100’s – Soft
 20’s Menthol – Soft
 20’s King - Soft
 20’s menthol 100’s - Soft
- Barclay
 King – Soft
 King – Box
 100’s - Soft
- Eve
 Light 100’s – Soft
 Light Menthol 100’s – Soft
 Ultra Menthol 100’s – Soft
 Light 120’s – Box
 Ultra 120’s Menthol – Box
 Ultra 120’s – Box
 Ultra Menthol 120’s - Box
- Parliament
 Light King – Box
 Light 100’s - Soft
 Light 100’s – Box
 Menthol light King – Box
- Salem
 King – Soft
 Light Kings – Soft
 Light 100’s – Soft
 Light 100’s – Box
 Ultra Light King - Soft
 Ultra light 100’s – Soft
 Slim Light 100’s – Box
 Custom – Box
- Saratoga
 120’s - Box
 Menthol 120’s - Box
- Tareyton
 King – Soft
 King – Box
 100’s – Soft
 100’s – Box
 Menthol King – Soft
 Menthol 100’s – Soft
- True
 King – Soft
 100’s – Soft
 Menthol King – Soft
 Menthol 100’s - Soft
- Vantage
 King – soft
 100’s – Soft
 Menthol king – Soft
 Menthol 100’s – Soft
 Ultra Light King – Soft
 Ultra Light 100’s - Soft
- Virginia Slims
 100’s – Soft
 Menthol 100’s – Soft
 Light 100’s – Soft
 Light100’s - Box
 Menthol Light 100’s – Soft
 Menthol Light 100’s – Box
 Ultra Light 100’s – Box
 Ultra Light Menthol 100’s – Box
 Super Slim 100’s – Box
 Super Slim Menthol 100’s – Box
 Light 120’s – Soft
 Menthol Light 120’s - Soft
- Chesterfield
 Regular
- Jade
 King - Soft
 King – Box
 Light King – Soft
 Light King – Box
 100’s – Soft
 Light 100’s – Soft
- L & M
 King – Soft
 100’s - Soft
- Lark
 King – Soft
 Light King – Soft
 100’s – Soft
 Light 100’s - Soft
- Raleigh Plain
 King – Soft
 Filter King – Soft
 Light king – Soft
 100’s - Soft
- Newport
 King – Soft
 King – box
 100’s – Soft
 100’s – Box
 Light king – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s – Box
 Medium King – Box
 Medium 100’s – Soft
 Medium 100’s – Box
 Stripe King - Soft
 Stripe 100’s – Soft
 Slim 120’s – Box
 Slim Light 120’s - Box
- Belair
 King – Soft
 100’s - Soft
- Malibu
 120’s Light – Soft
 120’s Menthol Light - Soft

o Branded discount
- Basic
 King – Soft
 King – Box
 100’s – Soft
 100’s - Box
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s – Box
 Ultra Light King – Soft
 Ultra Light King – box
 Ultra Light 100’s – Soft
 Ultra Light 100’s – Box
 Menthol King – Soft
 Menthol King – Box
 Menthol 100’s – Soft
 Menthol 100’s - Box
 Menthol Light King – Soft
 Menthol Light 100’s – Soft
 Ultra Light Menthol King – Box
 Ultra Light Menthol 100’s – Box
 Non Filter King - Soft
- Doral
 King - Soft
 King – Box
 100’s – soft
 100’s – Box
 Light King – soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s – Box
 Ultra Light King – Soft
 Ultra Light King – Box
 Ultra Light 100’s – Soft
 Ultra Light 100’s – Box
 Menthol King – Soft
 Menthol King – Box
 Menthol 100’s – Soft
 Menthol 100’s – Box
 Menthol Light King – Soft
 Menthol Light King – Box
 Menthol Light 100’s – Soft
 Menthol Light 100’s – Box
 Non Filter King - Soft
- GPC
 King – Soft
 King – Box
 100’s – Soft
 100’s – Box
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s _ Box
 Ultra Light King – Soft
 Ultra Light King – Box
 Ultra Light 100’s – Soft
 Ultra Light 100’s – Box
 Ultra Light Menthol King – Soft
 Ultra Light Menthol 100’s – Soft
 Menthol King – Soft
 Menthol 100’s – Soft
 Menthol Light King – Soft
 Menthol Light 100’s – Soft
 Medium King – Box
 Medium 100’s – Box
 Non Filter King – Soft
- Misty
 100’s – box
 Menthol 100’s – Box
 Menthol Light 100’s - Box
 Slim Light 100’s – Box
 Slim Light Menthol 100’s – box
 Ultra Light 100’s - Box
 Ultra Light Menthol 100’s – Box
 Light 120’s – Box
 Menthol Light 120’s – box
- Cambridge
 King – Soft
 100’s – Soft
 Light King – Soft
 Light 100’s – Soft
 Menthol Light King – Soft
 Menthol light 100’s – Soft
 Ultra Light 100’s - Soft
- Best Value
 King – Soft
 100’s – Soft
 100’s - Box
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s - Box
 Ultra Light 100’s – Soft
 Menthol King – Soft
 Menthol Light king - Soft
 Menthol Light 100’s – soft
 Menthol 100’s - Soft
 Non Filter King - Soft
- Montclair
 King – Soft
 King - Box
 100’s – Soft
 Light King – Soft
 Light King - Box
 Light 100’s – Soft
 Menthol Light King – Soft
 Menthol Light 100’s – Soft
 Menthol 100’s – Soft
 Ultra Light King – Soft
 Ultra Light 100’s - Soft
- USA Gold
 King – Soft
 King – Box
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s – Box
 Menthol King - Box
 Menthol 100’s – Box
 Menthol Light King - Box
 Menthol Light 100’s – Box
 Ultra Light 100’s – Box
- Premium Buy
 King – Soft
 100’s - Soft
- Viceroy
 King – Soft
 King – Box
 100’s – Soft
 100’s – Box
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s – Box
 Ultra Light 100’s – Soft
- Maverick
 King – Soft
 King – Box
 100’s – Soft
 100’s – Box
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s – Box
 Menthol King – Box
 Menthol 100’s – Box
 Menthol Light King – Box
 Menthol Light 100’s - Box
- Sterling
 King – Soft
 100’s –Soft
 Light 100’s - Soft
 Slim Light 100’s – Soft
 Slim Light Menthol 100’s - Soft
 Menthol 100’s – Soft
 Menthol Light 100’s – Soft
 Ultra Light 100’s – Soft
 Ultra Light Menthol 100’s – Soft
- Pallmall
 King – Box
 100’s – Box
 Light King – Box
 Light 100’s – Box
 Menthol Light King – Box
 Menthol Light 100’s – Box
- Alpine
 King – Soft
 100’s – Box
 Light King – Soft
 Light 100’s - Box
- Pyramid
 King – Soft
 King – Box
 100’s – Soft
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Menthol King - Soft
 Menthol 100’s – Soft
 Menthol Light 100’s – Soft
 Non Filter King – Soft
- A
- A
-

o Sub-generic
- Best Ch
 a

- Checker
 King- Soft
 King- Box
 100’s – Soft
 100’s – Box
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s – Box
 Ultra light King – Soft
 Ultra Light King – Box
 Ultra Light 100’s – Soft
 Ultra light 100’s – Box
 Menthol King – Soft
 Menthol 100’s – Soft
 Menthol Light King – Soft
 Menthol Light 100’s – Soft
 Non Filter King - Soft
- Corona
 King – Soft
 King – Box
 Light King – Soft
 Light King – Box
 Light 100’s – Soft
 Light 100’s – Box
 Menthol King – Soft
 Menthol king – Box
 Menthol 100’s – Soft
 Menthol 100’s – Box
 Menthol Light King – Soft
 Menthol Light 100’s – soft
 Ultra Light King – Soft
 Ultra Light King – Box
 Ultra Light 100’s - Soft
- DTC
 King – Soft
 King – Box
 100’s – Soft
 100’s – Box
 Light King – Soft
 Light King – Box
 Light 100’s – soft
 Light 100’s – Box
 Medium king – Soft
 Medium 100’s – Soft
 Menthol King – Soft
 Menthol King – Box
 Menthol 100’s – Soft
 Menthol Light 100’s – Soft
 Ultra Light 100’s – Soft
 Non filter King - Soft
- Esquire
 King – Soft
 King – Box
 100’s – Soft
 Light King – Soft
 Light 100’s – Soft
 Menthol king – Soft
 Menthol 100’s – Soft
 Menthol light King – Soft
 Menthol Light 100’s – Soft
 Ultra Light 100’s – Soft
 Non filter King – Soft
- Sport
 A

- 1st Class
 a

- G-Smoke
 a

- Main Street
 a



o Private Label
-
-

o Fourth Tier
- 305
 a


- Bridgeport
- Romie
 a


o Imports
-

o Cigars
- Domestic
- Imports
-
cc. Other Tobacco Products / Accessories
o Smokeless tobacco
 Chew
 Levi Garrett
 Levi Extra
 Mailpch
 Morgan’s
 Stoker
 Taylor Pride
 Trophy
 Work Horse
 Beechnut
 Bowie
 Chattanooga Chew
 Chattng Chew
 Durango Chew
 Granger Select
 Havana Blossom
 J.D’s Blend
 Southern pride
 Redman – Gold
 Redman – Scrap
 Redman – select
 Plug
 Apple Jack Plug
 Bloodhound thick
 Brown Mule
 Bull of The Woods Thick
 Cannon Ball
 Days Work
 Levi Garrett Plug
 Redman Plug
 Redman Totems
 Taylor’s Pride Plug
 W B Cut
 Dip
 SKOAL Original
 SKOAL Original Fine Cut Straight
 SKOAL LC Mint
 SKOAL LC Classic
 SKOAL LC Spearmint
 SKOAL LC Straight
 SKOAL LC Wintergreen
 SKOAL LC Barry
 SKOAL LC Cherry
 SKOAL BANDIT Wintergreen
 SKOAL BANDIT Mint
 SKOAL BANDIT Straight
 SKOAL LC Cherry
 COPENHAGEN
 COPENHAGEN Pouch
 COPENHAGEN LC
 COPENHAGEN BLACK
 KODIAK Ice
 KODIAK Straight
 KODIAK Wintergreen
 RED SEAL Wintergreen
 RED SEAL Fine cut natural
 RED SEAL LC Wintergreen
 REDWOOD
 ROOSTER
 RENEGADES
 SILVERCREEK
 TIMBERWOLF
 COUGAR LC natural
 COUGAR LC Wintergreen
 COUGAR Wintergreen
 COUGAR natural
 GOLD RIVER
 HAWKENS Wintergreen
 COOPER
 Snuff
 Bruton
 C.C.Pocket Can
 W.E.Garrett - Regular
 W.E.Garrett – Sweet
 Buttercup
 Honey Bee
 Navy Plain
 Navy Sweet
 Railroad Mills Sweet
 Society
 Peach
 Tube Rose
 Moist
 q

o Cigarette rolling paper
 JOB 1.0 White
 JOB 1.5 White
 JOB 1.25 White
 JOB French Light
 Zig Zag - Orange
 Zig Zag – White

o Cigarette Rolling Machines
 a

o Cigarette Tubes
 a

o Pipes
 a

o Pipe / Cigarette tobacco
 a

o Other Scrap Tobacco Products
 a

dd. Beer
Beer purchasing patterns vary according to consumer’s income, education, ethnicity, marital status and more…
o Super Premium / Specialty beers
o Premium
o Popular
o Budget
o Imports
o Microbrews / Craft / Regional breweries
o Malt Liquor
o Non-alcoholic
o Flavored Malt
 Hard cider
 Hard lemonade
 Malt-based coolers
ee. Wine
o Table / Varietal Wine
o Champagne / Sparkling Wine
o Coolers/ Wine Cocktails
o Fortified Wine / High alcohol content wine
ff. Liquor
o Distilled spirits
o Prepared Cocktails
o Cordials / Brandy / Cognac
gg. Collectable / souvenirs Items (Hats, Car-tags, T-shirts, Pins, bumper stickers, decals, Others)
o NASCAR (Racing store)
o Harley-Davidson
o MLB
o NFL
o NBA
o PGA
o Local Team products ( Gator’s)
hh. Novelty / Gift Items
• Knives
• Jackets
• Travel Games
• Cellular phone accessory
ii. Fresh Flowers
jj. Key Machine
kk. Fireworks
ll. Attraction Tickets
• Orlando
•
mm. Generic and private label products
nn. Laundry drop
oo. A

2. Fast-food Industry ( co-branding)
• Taco Bell
• Burger king
• Orion
• Subway
• Laredo Taco
• A & W
• McDonald’s
• Piccadilly Circus Pizza
• Church’s Chicken
• Noble Romans
• Dairy Queen
• Blimpie
• Arby’s
• Baskin-Robbins
• Krispy Kreme
• Pizza Hut
• TCBY
• Dunkin’ donuts
• Popeye’s Chicken
• KFC
• Domino’s Pizza
• Schlotzsky's Deli
• A
• A

Chicken and Burger Bars
Assesses market size, factors and trends, market segmentation, supply structure, advertising and promotion, with detailed tables of consumer attitudes and behavior, and future growth forecasts to 2004.
Children's Eating Habits
Looks at the factors influencing children's eating habits, the size of the market, children's and parents' attitudes towards health and diet, children's snacking habits and meal times, eating out, and supplier initiatives targeting children.
Ethnic Takeaway and Other Fast Foods
Covers Indian/Pakistani/Bengali, Chinese, fish and chips, other ethnic (mainly kebabs), and other fast food (jacket potatoes, hot dogs, etc.). Assesses market size, factors and trends, market segmentation, supply structure, advertising and promotion, with detailed tables of consumer attitudes and behavior, and future growth forecasts to 2004.
The Snack-Foods Market
Gives an overview of market trends, manufacturers and brands in the us.
Fast Food & Home Delivery Outlets
Analysis of current trends and issues and market size for the different fast food sectors (sandwiches, burgers, fish and chips, pizza, and chicken), the industry background and trade associations, competitor analysis and brand strategy, buying behavior. With a summary of the global market and profiles of the 9 leading companies.
Food on the Go
Explains how this concept differs from other convenience food trends. Defines the 3 types of food on the go (smaller snacks, component meals, and meal replacements), identifies food categories with food-on-the-go potential, and looks at the market leaders (Ginsters, Rumblers, Kellogg).
Growth Strategies in Snacks
Provides an overview of the key issues driving growth in the global snacks market, new product developments, and opportunities provided by variations between national snack markets. With case studies of 3 leading companies (Procter & Gamble: Pringles, Frito-Lay and Wrigley's).
The International Market for 'Alternative' Snacks
Looks at the 5 major product types (hot snacks, cereal bars and 'healthy' snacks, meat snacks, fruit and vegetable snacks, and dairy snacks) in the UK, France, Germany, USA, Japan, and Australia.
Key Players in the Global Bakery and Snacks Industries
Profiles of the 30 or so leading bakery and snack-foods companies, both multinational and important local manufacturers: their contact details, ownership, history, details of subsidiaries, recent acquisition and divestment activity, financial results 1994-98, brand portfolio, and market share.
MSI Databrief: Fast Food: UK
Covers sandwiches, hamburgers, pizza and pasta, fish and chips, chicken fast food, ethnic fast food, and soup. Gives an overview of the market 1997-2001 and factors affecting demand, with profiles of 16 leading companies, and forecasts through to 2006.
Pizza and Pasta Restaurants
Assesses market size, factors and trends, market segmentation, supply structure, advertising and promotion, with detailed tables of consumer attitudes and behavior, and future growth forecasts to 2004.
The Snack Foods Market - Global Trends and Developments
Summarizes product and market trends in the USA, UK, Germany, France, Spain, Italy, The Netherlands, Poland, Japan, Australia, Mexico and Brazil. With profiles of 8 leading companies in the field.
Snack Foods: Market Report Plus 2000
In-depth look at market trends and issues in the different sectors (crisps, savoury snacks, nuts, plain and savoury biscuits), the underlying industry structure, brand developments, competitor analysis, buying behavior, and forecasts of market growth. With profiles of the 5 leading companies.
Snacking
Examines the entire snacking market, its size and segmentation (cake and cereal bars, chocolate confectionery, crisps and snacks, impulse ice cream, instant savoury snacks, nuts, savoury and sweet biscuits), the top 6 companies, distribution patterns, and a very detailed analysis of consumer behavior.
Analysts predicted that fallout from Sept. 11 would cut into 4Q 2001 restaurant dollar sales and spark a downward spiral at the beginning of 2002. But with the economy on its way to recovery half-way into the new year, total food sales are turning around, expected to reach $407 billion in 2002, an increase of almost 4% over 2001. In fact, only three months after the attacks, the foodservice industry posted a record-setting $28.4 billion in sales for December 2001.

Sales of branded quick-serve restaurants (QSRs), many of which are located within convenience stores, are forecast to reach $115.2 billion. A most half of all QSR operators reported having a better year in 2001 than they did in 2000, according to the National Restaurant Association. And all signs point to increased growth in the quick-serve segment this year. More than 50% of QSR operators surveyed by NRA indicate that they expect to "Super Size" their sales and profits in 2002.

While the food industry as a whole benefited from solid spurts of growth last year, the convenience channel did not seem to fare quite as well, according to the National Association of Convenience Stores. NACS's 2002 State of the Industry report painted a sagging picture of last year's food sales. Overall foodservice sales were down 9.6% in the channel, NACS said, while foods prepared on-site decreased by more than 1796, (see chart, p. 116). But some retailers say drops in foodservice may be attributable to differences in how chains report their numbers. For example, some retailers may count only the lease income--and not the sales revenue--from branded sites where they lease space to outside operators.


3. Video and DVD Rental Industry

• Average Overnight Rental Price
• DVD Rental
• Trends in the Video Rental Market 1997 – The Watershed Year
• Current Trends in the Rental Market Revenue Sharing and Copy Depth
• Current Trends in the Rental Market: The Transition to DVD
• Current Trends in the Rental Market: Direct and Indirect Competition
• The Retail Environment: The Major Players
• Rental Consumption: From Pocket Change to Hollywood’s Bottom Line
• The Future of Rentals: Findings from the AMR Video Model
• AMR’s Video Rental History & Projections - 1981-2012
• Studio Market Share Analysis and Top Rental Title Rankings
• Studio Market Share 1996-2001
• Top 25 Titles Ranked by First Cycle Revenue
• Top 25 Titles Ranked by VHS Revenue
• Top 25 Titles Ranked by VHS Revenue
• The Rental Market: Key Stats
• Format Shift: Consumer Rental Spending VHS v. DVD
• Comparison of Consumer Propositions: Theatrical, Free TV, Pay TV, Video Rental
• Digital Cable and DBS Subscribers: 1994-2001
• Rental Then v. Now: 10X in 18 Years
• Video Rental Spending v. Theatrical Box Office: 1981-1990
• Video Rental Spending v. Pay TV: 1981-1990
• Windows: Dated from Box Office Release
• A Shrinking Piece of a Flat Market: Rental Spending v. Supplier Revenue
• Per-Unit Retail Profitability: 1989 v. 1997
• Per-Unit Profitability: Wholesale Model v. Revenue Sharing
• Average Rental Store Inventory: 1985-2001
• Revenue Sharing's Muted Impact for Suppliers: 1996-2001
• The Five-Year Revenue Sharing Shift: 1997 v. 2001
• Audio Market Transition: Software Sales: 1983-2001
• Historical Hardware Penetration - Major Platforms' First Ten Years
• The DVD Software Shift: 2000 v. 2005
• Supplier Rental Revenue: 1997-2012
• The Rental Market's Competitors get their Digital Acts Together
• The Rental Market and its TV Competitors: 1997-2001
• The Rental Market and its TV Competitors: 1997-2001
• The Rental Market and its PC Competitors: 1997-2001
• Video Games: Niche Market No Longer: 1996-2001
• Video Games: Niche Market No Longer: 1996-2001
• The Shift Toward Superstores - Store Counts: 1996-2001
• Superstore Gains in Market Share: 1996-2001
• Rental Outlets by Store Type: 1996-2001
• Top Video Chain Retail Rental Revenue and Market Share: 1999-2001
• Top Video Rental Outlets: Store Counts 2001
• Blockbuster's Store-Buying Heyday
• Hollywood Entertainment Daily Closing Stock Price: 7/93-7/02
• Movie Gallery Daily Closing Stock Price: 8/94-8/02
• Rental Spending: Tepid Growth in Ten Years: 1991-2001
• VHS Rental Spending: 1997-2001
• VHS Rental Turns: 1997-2001
• DVD Rental Spending: 1997-2001
• DVD Rental Turns: 1997-2001
• Studio Revenue Pipelines: 1981-2001
• VHS Rental Supplier Revenue: 1981-2001
• DVD Supplier Revenue: 1997-2001
• DVD v. VHS: Hardware Penetration Rates in the First 15 years
• VCR Shipments: 1997-2005
• Annual Per-Household Media Consumption Over Time: 1983-2001
• VHS v. DVD Peak Consumption Years: 1981-1991 v. 1997-2007
• The impact of revenue sharing
• The exploding DVD rental market
• The impact of cheap DVDs on supplier rental revenues
• Direct and indirect competition for the rental dollar
• Projected impact of key competing technologies—Cable and Internet VOD
• Studio profit comparison: Rentals vs.VOD
• Implications of a growing reliance on hits
• Top titles of all-time analysis
• Analysis of market share and trends within the key retail segments
• Studio rental market share 1996 v. 2001
• Consumer spending and supplier revenue; History & Properties 1981 - 2012
• A detailed presentation on all the stats and assumptions behind our proprietary 10-year projection model (see details below)
• Concise analysis of key trends: past, present, and future
• AMR’s proprietary economic model of sell-through: history from 1981 and projections to 2012 (see details below)
• Detailed tracking of per-household purchasing behavior and the shift to DVD
• DVD Set-Top, multi-purpose game consoles and PC DVD-ROM penetration
• DVD inventory growth at retail
• Pricing trends: retail and wholesale
• Sell-Through Analyzed: Rental and VOD Impacts
• Efficiency of Rental-Priced Video Releases by Genre, 1989-2001:
o Total Wholesale Revenue
o Avg. and Total Theater Rentals
o Avg. and Total Negative Costs
o Avg. and Total Video Revenue
o Efficiency and Cost Ratio
o Number of Films
o VHS Units
o Wholesale Revenue
• Top 100 Cost-Coverage Videos, 1996-2001
• HARDWARE DVD
o DVD Players/Laserdisc Combo Shipments, 1997-2001
o Laserdisc Sales Factory to Dealer Shipments, 1994-2000
o Retail DVD Hardware Sales, 1997-2011
o Retail Market for DVD Sales, 1997-2011:
o Total Video HHs; New DVDHHs; DVD Players Sold; Retail Revenue; Other
• HARDWARE VHS
o Retail VCR Prices, 1985-2002
o VCR Shipments, Factory to Dealer, 1992-2001
o TV/VCR Combo Unit Shipments, 2000-2001
o Color TV/VCR Combo Factory-to-Dealer Shipments, 1994-2001
o U.S. Households by Income Bracket
o Dual Deck VCR Price Range by Brand/Model
o Total VCR Sales vs. All Replacement Units, 1975-2011
o The Growth of Multi-Set VCR Homes, 1975-2011
o VCR Sales and Households, 1975-2011: Annual VCR Sales; Replacement VCRs; Multi-Set HHs; Annual New VCR Homes; VCRHH as % of TVHH; Other
• PERFORMANCE BENCHMARKS
o Efficiency of Rental-Priced Video Releases by Genre, 2001: Total Wholesale Sales; Avg. Theater Rentals; Efficiency Ratio; Other
o Efficiency Ratios by Genre, 1992-2001
o Efficiency of Rental-Priced Video Releases by Genre, 1989-2001: Total Number of Films; Total Video Units; Total Wholesale Sales; Total Theater Rentals; Avg. Video Gross; Avg. Negative Costs; Efficiency Ratio; Other
o Efficiency and Cost Ratios by MPAA Rating, 1992-2001
o Video Efficiency by MPAA Rating, 1992-2001: Number of Films; VHS Units; Wholesale Revenue; Negative Costs; Other
• RENTAL TITLES
o Rental Title Analysis, Q1-Q4 2001
o Video Efficiency Analysis
o Top 100 Video Rental Releases, 1995-2001
• RETAIL DVD
o Margin Analysis, DVD vs. VHS
o Feature Film Title Count by Owner, 1997-2001
o Online DVD Market, 1997-2011: DVDs Bought Online; Avg. Price per DVD; Total Online DVD Shoppers; Online Sales vs. Bricks & Mortar Sales; Other
o DVD Retail Price, 1997-2011
o U.S. Sell-Through Market, DVD vs. VHS, 1997-2011: Sell-Through Units and Revenue; DVD Retail Revenue; Sell-Through Units/DVDHH/Yr.; Other
• RETAIL RENTAL
o Rental Market, 1997-2001
o Snapshot of Video vs. DVD Rental,1986-2011: Total VHS/DVD Rentals; Sell-Thru Rev.; Rental Rev. per VCR/DVDHH; Other
o PPV/NVOD Movie Revenue, 1997-2001
o Cable vs. DBS Penetration, 2001-2011: Total Cable Subs; Total Multichannel Subs; DBS Subs; DBS as % of MC; Other
o Change in Rental Turns, Combined VHS & DBS, 1992-2001
o Change in Rental VHS Turns, 1992-2011
o VHS/DVD Rentals per Video HH per Month, 1992-2011
o Total Rental Turns at Retail, 1992-2011
o Video Households vs. Non-Video Households, 1992-2011
o Avg. VHS Price/Rental, 1992-2001
o DVD Rental, 1997-2001: Total DVD Rental Rev.; DVD Subscription Rev.; Avg. Rental Rate; Avg. Rev./Sub/Year; Other
o Snapshot of Video vs. DVD, 2002-2011
o U.S. Home Video Retail Rental Industry, 1992-2011: Net New Video HH; Total Rental Turns; Avg. Video Rental Rate; Spending/Avg. VCRHH/Mo.; Avg. DVD Rental Rate; DVD Subscription Rev.; Total VHS/DVD Rental Rev.; Other
• RETAIL SELL-THROUGH
o U.S. Home Video Retail Market, Total VHS & DVD Sell-Through Revenue, 1991-2011
o Sell-Through VHS Statistics, 1985-2011: Total Video HH; Avg. Retail Price; Retail Sell-Through Rev.; Other
o Retail Sell-Through Prices of VHS and DVD, 1997-2011
o Total VHS/DVD Units Sold, 1992-2011
o Spending on VHS/DVD per Video HH, 1992-2011
o U.S. Home Video Retail Industry Sell-Through, 1992-2011: Total Sell-Through Rev.; Sell-Through Units; Avg. Retail Price; DVD Retail Rev.; Retail Spending/VCRHH/Yr.; Other
• REVENUE SHARING
o U.S. Video Revenue Sharing Market, 1992-2001
o Domestic Home Video Retail Market, Market Share and Unit Sales, 1992-2011
o Total U.S. Rental Market, Revenue Sharing vs. Total, 1992-2011
o U.S. Home Video Revenue-Sharing Market, 1992-2011: Avg. Margin; Buy-Out Fees/Unit; Rev. from Fees; Rev. Share as % of Total; Total U.S. Rental Rev.; Avg. Turns/Unit; Other
• SELL-THROUGH TITLES
o DVD "A" Title Summaries, Q1-Q4 1999-2001: Number of Titles; B.O. Gross; Units Shipped; Total Revenue o DVD Top 25 Q1 Titles, 1999-2001 o Top 15 VHS Sell-Through Titles, 1999-2001 o Top Sell-Through Titles, 1997-2000
• SUPPLIERS
o Motion Picture Distributor Revenue Streams, 1992-2011
o American Film Marketing Association Member Sales by Region and Media Sector, 1986-2000
o Top 100 Cost-Coverage Videos, 1996-2001
• TECHNOLOGY
o Broadband PPV/NVOD Summary, 2000-2010: PPV/NVOD Homes; PPV Event Rev.; Adult Svcs. Rev.; Total VOD Homes; Total NVOD Digital Homes; Other
o Total VOD Homes, 2002-2011
o 10-Year PPV Projections, Total PPV/NVOD/VOD Cable Homes; Total Cable VOD & SVOD Movie Revenue; PPV/NVOD/VOD Penetration; Avg. Movie Buy Rate/Channel-Sub/Mo; PPV/NVOD Revenue; Monthly Revenue/Sub; Other
o DVR Projections, 2001-2011: Total DVRs; TVHHs with DVRs; Other
o Consumer Entertainment and Information Technology Penetration, 2002-2011: Penetration of Total TVHH; Total Multichannel HH; Other
Hollywood Aftermarket is the entertainment industry’s leading source of data and analysis of the post-theatrical film markets. The box-office may get all the press coverage, but industry insiders know that nearly 80% of movie revenue comes from the home video, pay-per-view, pay TV and free TV markets. Since 1993, Hollywood Aftermarket has been the only newsletter analyzing film performance in all those markets.
Now that the entertainment marketplace is transitioning to digital delivery formats such as DVD, video-on-demand and the Internet, a subscription to Hollywood Aftermarket is even more vital to executives at studios, their retail distribution partners, network owners, and technology companies looking to capitalize on the next wave of entertainment media growth.
So if your future is tied to Hollywood's aftermarket, join the other key players that rely on Adams Media Research to keep them on the cutting edge. $849 a year buys 12 monthly print reports, and password access to AMR's Subscriber Zone, a data gold mine.
Last year, video consumers spent $29 billion on in-home movies that they directly paid for, via video rental and sell-through, à la carte ordering, and pay TV. Of that, studios brought home $13.4 billion or, on average, 46% of the consumer dollar. That’s in contrast to the 36% of consumer dollars that studios took home in 1994. What have studios done to increase this percentage? See the results of AMR’s exclusive research…..How much do households spend on film annually and how much really do studios get? We’ve analyzed the impact of different types of consumption on studio revenue and categorized households into three different groups: premium, moderate and casual. How many of each is out there, and how much do they consume? 14 million U.S. households now subscribe to high-speed Internet access. Despite the lingering effects of the recession, the high-speed access market is still seeing impressive demand and high-speed households will spend $8 billion on such connections. That’s good news for the five studios about to launch Movielink, a website where high-speed subs can finally download legitimate major studio fare...…

4. Banking and non financial industry
• Bank’s in area
• Population with Checking account
• County, City, Block Group Boundaries
• Street and Highway Files
• Demographics
o Trended from 1980 – 2003
o Standard Census Information
o Estimated Customers per household
o Demand Potential
o Estimated Customers per household
• 24 Hour Average Traffic Counts
• Bank Location and Identification Data
• Optional - Lifestyle Segmentation Data
• Banking and financial services data (need lots of more details)

CACI's banking databases from Ryan Willer Associates, a leading financial-services consulting firm, contain records at the most detailed level for bank branches or institutions and at many summary levels from block group to the whole United States. We can use these databases for strategic planning, to analyze competitor and market share, evaluate markets and branches, select sites and much more. Having the right number of branch locations and ATM distribution points in the right places is critical for a financial institution to effectively serve their retail and business customer base and grow market share. Mergers, consolidations, and new residential and business growth have left many banking companies with an outdated and poorly positioned branch network. We must know the demand for financial products and services in GADGETRY UNLIMITED, LLC area, how to define our market share and if specific trade areas meet our criteria. Our data package should offer a wealth of demographic data including population by age and sex, income, home values, marital status and other variables needed to determine CRA compliance. Information about credit card use, home and auto loans, ATM use, retirement plans and insurance usage should also included in the package.

Spatial information is important in various aspects of the banking and financial institution business. They need to be able to access income levels in certain areas so they can locate competitors, determine new areas for branch locations, measure employee travel distances, visualize market situations, etc.






Banks must also be able to monitor and track their lending and accounts. Census Tract analysis and mapping are essential tools for managing programs to comply with the Community Reinvestment Act (CRA) and the Home Mortgage Disclosure Act (HMDA). Reports and maps turn Bank’s loan, deposit, and census data into a visual presentation which clearly presents the bank's activities. This is an effective way to explain the bank's programs and demonstrate its compliance during examinations. Since the enforcement of the Community Reinvestment Act (CRA) and the Home Mortgage Disclosure Act (HMDA), banks are being examined to insure that they are in compliance. This creates the very real need for banks to easily and effectively demonstrate the bank's current activity during an examination.









• How many branches do I need in the network to effectively serve our customers?
• What type of location is needed? Full-service, Kiosk, Co-Branded, ATM?
• Where are the optimal locations for each branch in the network?
• How do I tailor the product offering of each branch to ensure increased market share?
• Define one or more measures of branch performance.
• Evaluate the current branch network.
• Characterize the drawing power of different branch types facing different levels of competition.
• Apply a consistent yet flexible procedure for generating and evaluating alternatives.
• Develop a complementary marketing support plan.
• Institutionalize a monitoring program to guide short-term corrective actions and to modify long-term strategic plans.
• Locate unmet market demand
• Financial institutions are increasingly realizing the potential of "the unbanked" consumer. Once thought to be an urban-centered issue, large and small institutions alike are examining and assessing the opportunity of specialized groups of individuals who are not currently utilizing banking services - or limited banking services.

Technology firms can compete with and challenge the very basis of banking as a business. Since other industry sectors can now perform payment processing services and other bank-like functions, and banking services can be offered online to a large extent, banking as an industry can no longer remain secure by offering only basic services. The customer benefits from this turf war, as the range of services that banks offer becomes increasingly diversified in order for the institutions to remain vital.
As technology and banking become more and more integrated, services offered have become increasingly complex. The prospect of Internet banking serves as both a challenging adversary and a new opportunity to traditional banking organizations. Several banks such as Wells Fargo and Citibank have moved ahead through the integration of Internet banking services with their basic operations. While Internet-associated perks, such as 24-hour account access and easy intra-account transfers, are part of the services offered by banks such as these, traditional person-to-person service and ATM accessibility associated with brick-and-mortar institutions are part of the package as well, a serious advantage over Internet-only banks.







In 1970 few people had ever seen an ATM, and fewer still were willing to trust them to dispense the correct amount of cash. Today, there are 800,000 ATMs around the world, and the number continues to increase rapidly. Competitive ATM technology is also upping the stakes of customer service. ATM networks such as Cirrus can enable customers to withdraw funds in any city in the United States as easily as in London, Tokyo or Sydney. Financial service providers have seized ATM locations as prime advertising space. Shared account information lets advertisers know the nature of a particular ATM customer's account portfolio; the advertiser can then flash an ad for comparable services that the customer might want to utilize. For example, an ATM visitor holding a retirement account might receive a message advertising a Roth-IRA deal. NCR Corporation conducted a 1999 survey of 750 consumers, of whom one-half responded favorably to the exchange of account information for advertisements of supplementary financial deals.
ATMs entered the world as a type of cash-vending equipment. Today, however, state of the art ATMs is in service that acts as financial services centers. Newer ATMs take advantage of color monitors and Pentium processors connected to the Internet to provide customers with a wealth of information and service choices as well as a long list of banking functions such as account withdrawals, deposits and balance transfers. For example, at the latest ATM models, customers can deposit a check-the check is scanned into the system, a copy is displayed on the monitor and a deposit receipt is delivered to the customer. Via the Internet and the ATM's printer, the latest machines also enable customers to purchase tickets to entertainment events, view personalized stock portfolios, pay bills, see sports scores, access maps for directions, and sign up for online banking or view a cancelled check. This is a very cost-effective means of providing service, and customers are responding well to the advanced technology.









5. Natural and health foods industry
A convergence of trends is fast transforming the natural food products industry from a sideshow niche into a mainstream star. While overall grocery industry sales have grown one to two percent annually since 1990, natural food product sales continue to get stronger and stronger. Few other food business segments are outpacing the natural food product segment, which quintupled in size from $2 billion in 1993 to $11 billion in 1999.(1) In fact, the natural foods sector is projected to increase to nearly $15 billion in 2000. While the segment measures less than two percent of the total overall U.S. food and beverage market, its growth is fourteen to fifteen times faster than that of the overall food business.
Surprisingly, the natural foods industry remains highly fragmented. Only a handful of natural foods companies boast sales in excess of $100 million, and less than 100 have sales in excess of $10 million(3). Meanwhile, national food companies such as Kraft, Nestlé, Kellogg and Heinz are exploring the market's potential. To overcome their lack of brand credibility, they're attempting to make in-roads in the natural food business with acquisitions of well-known and established natural food companies.HomeGrown Natural Foods (HomeGrown) is unique in combining the best features of both ends of the natural foods spectrum. It offers the management experience, brand credibility and product quality necessary to sell to food retailers, distributors and consumers. In addition, HomeGrown will continue to aquire and consolidate brands and develop superior products with proven appeal to a national crossover consumer base
.

NATURAL FOODS INDUSTRY AT A GLANCE
• The compounded annual growth rate of the industry from 1995 to 1998 was 18 percent and projected to continue growing at 15.6 percent 1999-2004.(4)
• The industry has grown from $8.9 billion in sales in 1998 to $11 billion in 1999, which is an increase of over 20%.(5)
• The growth is 14-15 times faster than the growth of the total overall U.S. food business.
• The natural foods sector represents less than 2% of the total overall U.S. food and beverage market.(6)
• The natural foods consumer is primarily female (63%) and college educated (77%).(7)
TRENDS FUELING GROWTH OF THE NATURAL FOODS INDUSTRY
• Aging population: The aging U.S. population, seeking to enhance and extend a high quality of life, is increasingly interested in healthy eating. The average natural foods consumer is 39 years old, with a median income of $50,000 and is willing to pay a slight premium for food products perceived as "healthier".
• Increased availability: The advent of national natural foods retailers such as Whole Foods Markets and Wild Oats has made natural food products more widely available to mainstream shoppers. National grocery chains, mass merchandisers and club stores have also increased the range of natural products available in their stores.
• Food safety concerns: Media coverage regarding impurities in the food stream has intensified consumer concern about the healthfulness of their food. Mainstream consumers read ingredient statements and increasingly shy away from products with artificial colors, flavors, and chemical preservatives.
• Better tasting food: Consumers want to buy healthy, but taste always remains a primary consideration before buying. Natural food companies are doing a better job formulating products that meet mainstream taste desires, while making these products more convenient and easier to be incorporated into an everyday lifestyle.
(1) Spins/ACNielsen
(2) Tucker Anthony Cleary Gull research
(3) Nutrition Business Journal
(4) U.S. Health and Natural Food Market, 5/00, prepared by
Packaged Facts.
(5) Tucker Anthony Cleary Gull research
(6) Tucker Anthony Cleary Gull research
(7) Natural Products Industry Insider, www.naturalproductsinsider.com and National Nutritional Foods Associations, www.nnfa.org

The natural and organic foods industry originated in California during the late 1960s. It was originally part of the counter-culture, established as an alternative to the "unnatural" techniques commonly used in growing and processing foods. Customers were concerned not only with food additives but with how the food was grown, and what agro-chemicals were doing to the planet. In these early days, many of the larger stores were food-buying co-operatives which lacked a degree of professionalism and of business standards necessary to be considered a mainstream industry.
MARKET GROWTH
In Canada, the natural health products industry has experienced double-digit growth in the past few years. Users comprise a cross section of age groups. More than 1.5 million Canadians are already substituting lower-cost natural health products for prescription drugs. In the Angus-Reid consumer survey conducted in the spring of 2000, two-thirds of Canadian adults said they had taken a vitamin or herbal supplement in the preceding month. They reported wanting to look young, remain healthy, avoid illness, and enhance their energy levels. Many respondents also reported that they use supplements to meet their nutritional requirements, hoping to live longer and healthier lives. The 18 to 34 year old age group reported the highest level of natural product usage.
MOVE TO MAINSTREAM
"Natural" and "organic" products used to be limited both in terms of selection and availability. Until perhaps the mid-1980s, the term "natural foods" was associated with granola, brown rice, and few other products. Today, there is a natural alternative for most "mainstream" food on the market. There has been a distinctive move from "fringe" products to products that are available and sought-after by average consumers. Natural Business, a natural food industry monitoring, reporting, and analysis firm, forecasts that sales of organic and health foods will reach over $35 billion CDN in North America in 2000.
PRODUCT TRANSITION
Sales of natural foods have started making the transition from specialty stores to large national retail grocery chains. The specialty stores continue to thrive and service the committed natural food shopper. However, the appearance of natural brands in mainstream stores has served to bring more attention to the natural food industry and to the stores that specialize in its products.
Danny Wells and Associates (DWA) a U.S. based natural foods consulting firm, reports that stocking of some natural products in mainstream groceries has had little impact on the dedicated natural food industry since that market has little overlap with mainstream grocery shoppers.
• Understanding of behavioral and demographic data
(Need more details)

• Trade area analysis (need more details)

• Scientific infrastructure ( need more details)

• Increasing the profitability of the targeted location (need more details)

• How are my customers changing? (need more details)

• Which customers do I want to win or lose? (need more details)

• How do I reduce customer attrition/defection? (need more details)

• What is my return on this marketing investment? (need more details)

• Here should I place/displace branch locations? (need more details)

• How do I increase my response rates? (need more details)

• How do I learn which marketing programs are working? (need more details)

• How do I define my trade area? (need more details)

• What is my competitive position in the marketplace? (need more details)

• What do my potential customers "look" like? (need more details)

• What data is important to help me drive my business? (need more details)

• Who are my best prospects? (need more details)

• What products should I sell to which customers now? (need more details)

• What offers should I make? (need more details)

• What is the best use of my marketing dollars? (need more details)

• How do I acquire customers with the best profit potential? (need more details)

• Target market more effectively (need more details)



• Improve product offering (need more details)



• How will new store impact nearby stores current trade area (need more details)


• Market to customers more effectively (need more details)


• Evaluate Product mix (need more details)



• Look for effective additional locations (need more details)



• Understand price sensitivity between different data sets (need more details)



• SIX P's: Product, Presence, Position, Price , Promotions and People (need more details)


















• Ideal business-mapping companion (need more details)

1. Software provider’s list
 MapInfo
• MapInfo Professional V 8.0
• MapBasic
• ProViewer
• MapMarker Plus
• MapMarker
• Target Pro
• Vertical Mapper
• Analyst Plus
• GIS Extension
• Financial P$YTE
• MarketMATH
• Sitescreener
• Sitematcher
 ESRI
• ArcView 8.2
• ArcGIS Extensions
• ArcIMS
• MapObjects
• BusinessMAP PRO Corporate Edition
• ArcView Business Analyst
• Atlas GIS
• MapXtreme
 Avenza
• Mapublisher 4.0
 Golden Software
• Surfer
• Grapher
• MapViewer
• Didger
 Microsoft
• MapPoint
 Caliper
• Maptitude
• TransCAD
 Manifold net
• Manifold GIS
 MPSI Systems / DataMetrix
• Market Area Planner
 Retail Profit Management
• Profit Analyst
 Dmti Spatial
• Canmap 6.2
• GeoPinpoint 3.3
 GeoVue

 ER Mapper
• Mapmaker
 CLARITAS
• iXPRESS
• iMARK
• Infomark
• Compass
 Tactician
• Targeter Express
 DataMetrix
• StreetMetrix
• TrafficMetrix
• streetMetrixPLUS
 Keyhole Corp
• Earthviewer
•
 Commercial Products

Autodesk Design Server

Autodesk GIS Design Server is an enterprise GIS solution that combines the power of Autodesk's enterprise server technology and the mapping and design capabilities of AutoCAD Map®. It is the first Autodesk solution that allows an AutoCAD-based product to design, edit and map information stored in an Oracle® database.

Apache Web Server

The Apache Group is pleased to announce the release of the 1.3.9 version of the Apache HTTP server, including a Win32 build.

Autodesk Mapguide

Autodesk MapGuide software delivers live maps and linked databases directly to your desktop, via your intranet or the Internet.

Bentley ModelServer Discovery

ModelServer Discovery is Bentley's new product for Web-based dissemination of geoengineering data. Based on ModelServer Publisher technology, ModelServer Discovery gives the enterprise open access to geospatial data over the Internet/intranet.

Blue Marble Geographics - GeoRoute

GeoRoute is the easiest way to put routing features in your application! GeoRoute enables Windows and Internet applications to present optimal routes (based on distance or time) and generate point-to-point directions, simply by adding a simple plug-n-play component.

Blue Marble Geographics- GeoObjects

GeoObjects consists of a map OCX control, a legend OCX control, and other OLE automation object controls for embedding spatial data access, display, and analysis capabilities into your Windows and Internet applications.

Byers Map Viewer Web

Map Viewer Web™ allows use of the Internet or Intranet to access your AM/FM database.

Cadcorp SIS ASC

The cadcorp SIS ASC (Active Server Component) extends the power of cadcorp SIS CDM for use over the Web. Third parties can develop server based fully functional GIS applications, which can be accessed by clients that require only an HTML browser.

Caliper map server

Caliper map servers can produce maps, calculate routes, find nearby facilities, and perform many other spatial analysis and presentation mapping functions.

Caris Spatial Fusion

By fusing the latest Java Bean technology with Orbix, the leading CORBA Object Request Broker (ORB) from IONA technologies, Spatial Fusion is setting the standards for on-line Spatial Information Management.

CubeWerx Spatial Technology

CubeWerx provides unique and powerful Spatial Warehouse (CubeSTOR) and WebMapping (CubeSERV) technologies that allow organizations to manage, access, and distribute all spatial data types via the Web. The technology is also fully scalable; gigabytes up to multi-terabytes of data are easily handled.

Cuesta Systems MapObjects Internet Starter Kit

Internet Starter Kit gets you over the MapObjects learning hump. Our Starter Kit provides you with the HTML controls and the associated Visual Basic calls to the MapObjects procedures...

Demis World Map Server

A nice web interface to the entire vMap level data and more.

ER Mapper Image Web Server

The Image Web Server (IWS) gives large and small organizations the capability to manage and distribute large datasets via the Internet, an Intranet, or over local area networks.

ESRI ArcIMS

ArcIMS puts a world of information on your desktop by simultaneously accessing Web data, local shapefiles, SDE layers, and images for viewing with local data.

ESRI ArcView IMS

With the ArcView Internet Map Server extension, you can use ArcView GIS out of the box to put mapping and GIS applications on the Internet.

ESRI MapObjects IMS

MapObjects Professional offers a powerful collection of mapping and GIS components that you can use to author and publish a variety of custom Web-mapping applications. MapObjects Professional components plug into standard development environments such as Visual Basic, Delphi, Visual C++, and others.

ESRI RouteMAP IMS

RouteMAP IMS is a stand-alone Internet site locator application that also generates driving directions.

ETAK Map Server

Everything you need to add maps, address geocoding and pathfinding to your website. Find an address and map it, or compute a path between two addresses in the US and get precise text instructions with a map for each step.

GE Smallworld Internet Application Server

Based on established Internet standards such as XML, and emerging geographic Internet standards such as WMS and GML

Global Geomatics - Mapinfo OGDI Extension

The OGDI Plug-In provides MapInfo Professional® users with a solution to the costly problems of map data collection and maintenance.

Global Geomatics - ArcView OGDI Extension

Enabling Web Access to Any Source of Geodata the OGDI Extension provides ArcView® GIS users with a solution to the costly problems of map data collection and maintenance.

HyperXpress
An enterprise printing and plotting software package that includes a highly optimized RIP designed for CAD, GIS, A/E/C, engineering, mapping, scientific, and other technical applications to dramatically decrease the time it takes to print large, complex (including raster and vector) images.

Intergraph - GeoMedia Web Map

GeoMedia Web Map lets you communicate geographically through smartmaps on the Web.

Intergraph - GeoMedia Web Enterprise

GeoMedia® Web Enterprise helps you create dynamic, custom web-mapping applications to analyze and manipulate geographic data. The server software includes sample applications for vehicle routing, crime analysis, rezoning notification, and site selection so you can start working with these templates right away.

Intergraph - GeoMedia Viewer

Free Viewer to View and analyze data in either Microsoft Access or Arc/View Shape format.

Internet Mapper

VML Mapper format map server. Internet Mapper permits two functions: to display using maps the results of database queries, and to obtain information regarding elements within the maps.

Laser Scan Gothic Integrator

Gothic Integrator (JavaTM edition) enhances the performance of the enterprise by promoting the use of maps vertically and horizontally, beyond the confines of specialist departments.

Lizardtech - MrSID Image Server

The MrSID Image Server from Lizardtech enables you to conveniently serve massive, high-resolution imagery from your website.

Mapinfo - MapXtreme

MapXtreme is a mapping server for your Corporate Internet or Intranet. It is available in two versions for both the NT platform and the Java platform.

Mapinfo - MapXsite

MapXsite is a complete development package that enables you to add interactive, map-based "Find the nearest/Dealer Locator" applications to a web site.

MicroImages - TNT Server

TNTserver can publish your geodata whether it is only a few hundred gigabytes or many terabytes. MicroImages' open source Java clients or your own clients can provide public or private geospatial viewing and analysis tools.

Map Viewer Web™ from Byers

Map Viewer Web™ allows use of the Internet or Intranet to access your AM/FM/GIS database. The software, which resides on a server, is accessible to users via the Web and provides a view-only mode for Web-enabled Java™ technology.

Push'n'See
PUSH’N’SEE is a web application developed by KOREM, operable with MapXtreme Java Edition from the MapInfo Corporation. It allows MapInfo users to publish workspaces on the server and share them within the corporate intranet or over the Internet. Korem also has www.mapworkspace.com - mapWORKSPACE.com is the affordable and easy-to-use service that lets you publish and view MapInfo WORKSPACES on the Internet. mapWORKSPACE.com allows MapInfo© professionals worldwide to share information both internally and with the general public.

OpenMap
Using OpenMap, you can quickly build applications and applets that access data from legacy databases and applications. OpenMapTM provides the means to allow users to see and manipulate geospatial information.

SPANS WebServer from PCI

Using SPANS WebServer, users can access, query and visualize spatial information in a custom environment using standard internet browsers.

SpatialDirect from SAFE Software

SpatialDirect™ is a cost effective, configurable, and scalable system that allows users to retrieve data over the Internet/Intranet in the data format and projection of their choice. SpatialDirect is designed to integrate with third party applications or it can be used as a turn-key solution.

UMN Map Server

The MapServer uses configuration files and user input (via HTML forms) to build maps or answer simple geographic queries on-the-fly. The MapServer can make use many common datatypes.

XtraMap
A nifty online map publication tool for maps, plans, and medical images. It’s composed of a flash application, a database, and server scripts.

Software is the engine that drives the mapping and analysis systems sitting on the desktops of GADGETRY UNLIMITED, LLC a market-focused company
Software functionality issues are important when selecting a data provider on the Internet. These Seven issues are listed below:
The first issue is the ease of setup and operation of the online software. Ideally, the online system should be easy to set up, with a minimum of software plug-ins. It also should be relatively intuitive to use.
The second issue is the variety of geographic levels available. A wide variety is desirable. These levels should include the census geographies -- block group, census tract, place (city), Minor Civil Division (township), Congressional District, county, Metropolitan Statistical Area (large city and surrounding counties), state, and national levels. Nonstandard geographies should be available -- media geographies such yellow page directory areas, cable geographies such as Designated Market Areas, and postal geographies (ZIP Codes).
Third, flexibility in defining market areas is critical. These areas should be able to be defined not only in terms of the geographies listed above, but also by specifying the nonstandard geographies that are "geometric." These include bands (doughnut shape), sectors (pie slice), polygons, and rings of any radius around an address or intersection.
Fourth, the vintage of the geographic units, i.e., the date the specific geographic boundaries were last updated, should be considered. The vintage is particularly important for ZIP Codes, as the U.S. Postal Service updates these Codes every month. It is generally desirable to select a data provider whose data product incorporates updated geographies on an ongoing basis.
Fifth, continuity across databases deserves mention. In essence, data should be able to be downloaded from a variety of different databases for the exact same market area. For example, it is not desirable to download demographic data from one web site using a certain ZIP Code and then download business data from another site using the same ZIP Code -- only to find out that the ZIP Codes represent different areas because the two data providers do not update ZIP Codes the same number of times per year, nor use the same method to determine ZIP delivery areas. To avoid this problem, an Internet-based data provider who offers a wide breadth of demographic and business data is ideal.
A sixth issue is the format of the data. Most web sites offer data in pre-formatted reports. These reports should be relatively easy to understand. We also should be able to retrieve the reports through a variety of methods, e.g., reports should be able to be viewed, faxed, or emailed to us in real time.
Finally, with the exception of sites offering free data, the licensing structures incorporated in the software merit consideration. Licensing structures to fulfill the needs of a variety of clients should exist. A flexible structure would offer transactional ("pay-as-you-go") access or unlimited access (for an annual fee) to particular data sets and reports.
• cross-platform (Windows and Mac) compatibility
• presented in a widely used GIS file format (shape files)
• organized by state and county using proper names
• includes pre-joined (polylined) roads and water lines for each county
• includes ZIP code tabulation areas and separate county boundary by state files
• includes full TIGER/Line documentation in PDFs format
• based upon the most current US Census data
• up to 43 data layers per county
• roads name columns have been concatenated for ease of labeling and selecting
• handy index for quickly locating state and county files
• Providing fast and easy access to current, accurate and reliable data
• Enabling access to disparate data that was difficult to get before
• Eliminating the time and expense of storing and maintaining a huge database
• Allowing data to be shared freely and securely across a web-based platform
• Obtaining data in a flexible, state-of-the-art secure environment
2. Data provider’s list

• External Data
 What is available
 What is worth paying for, what can be obtained for free
 Matching the best data to the business need
 Royalty-free data
 How free is free (costs such as digital mapping)











• Alaskan Native Regional Corporations
• American Indian Tribal Subdivisions
• American Indian/Alaska Native Areas (1990)
• American Indian/Alaska Native Areas (2000)
• Block Groups (1990)
• Block Groups (2000)
• Census Blocks (1990)
• Census Blocks (2000)
• Census 2000 Collection Blocks
• Census Tracts (1990)
• Census Tracts (2000)
• CMSA/MSA Polygons (2000)
• Congressional Districts (106th)
• Congressional Districts (Current)
• County Boundaries (1990)
• County Boundaries (2000)
• County Census Divisions (2000)
• Designated Places (1990)
• Designated Places (2000)
• Key Geographic Locations
• Landmark Polygons
• Oregon Urban Growth Area
• PMSA Polygons (2000)
• School Districts – Elementary
• School Districts – Secondary
• School Districts – Unified
• State Legislative District Lower Chamber
• State Legislative District Upper Chamber
• Traffic Analysis Zones
• Urban Areas
• Voting Districts (2000)
• Water Polygons (lakes etc.)
• Hydrography (water lines such as rivers and canals etc.)
• Landmarks Lines
• Miscellaneous Transportation
• Non-visible Lines
• Physical Features
• Railways
• Roads
• Unknown Lines
• Polylined (joined) Linear Features
 Roads
 Linear hydrographic features (rivers, canals etc.)
• Point Files
 Landmark points
• Bonus Boundary (Area) Files
 County boundaries by state
 ZIP code tabulation areas by state





• Information provider / Data source
 CLARITAS
 TETRAD
 Scan/US
 Tactician
 DATACO (datasolutions)
 TECHNOMIC
 MPSI
 Spectra
 Field Surveys
 NACS
 AC Nielsen
 NPD
 MRI
 Dun and Bradstreet
 City and Regional planning agencies
 First Data Solutions
 Equifax
 ADVO
 WEFA
 National Association of Realtors
 National Center for Health Statistics
 Defense Manpower Data Center
 Bureau of Labor Statistics
 Bureau of Economic Analysis
 Postal Service
 Economic development agencies
 Urban Decision Systems
 Dakota Worldwide Inc
 Bureau of Economic Analysis
 Regional Economic Information System (REIS)
 State Personal Income (SPI)
 Gross Product by Industry for the United States and States
 STAT-USA
 Aangstrom Precision Corp.
6825 Lea Pick Drive
Mt. Pleasant, MI 48858
Carol Sappington
(517) 772-2232
(517) 773-0085 FAX
Vortext
 Advanced Technology Group (ATG) Inc.
205 Regency Executive Park
Suite 306
Charlotte, NC 28217
Ed Campbell
(704) 521-8113
(704) 521-9711 FAX
TIGER Conversion System
1990 Census Extract System
 America.dbf
155 N. Beacon Street, Suite 200
Brighton, MA 02135
Chuck Ellis
(617) 782-1700
(617) 782-1598 FAX
TIGERMAPINFO, TIGERDXF, TIGERBOUNDARY, MARKETSHADES
OMNIMAP
 ATLAS Data Systems, Inc
730 Boston Post Road
Sudbury, MA 01776
Ming H. Louie
(508) 443-4877
(508) 443-4627 FAX
GEOPAQ, Sales-MAP, TRANS-MAP, 'MAPMATE'
 BonData
245 West High Street
Hummelstown, PA 17036-2004
Lisa Bontempo
(717) 566-5550
Dr Doolittle (creates TIGER census
boundary files)
 Business Resources Group, Inc.
7910 Longbranch Parkway
Takoma Park, MD 20912
Laura Burch
(301) 891-3715
(301) 270-0329 FAX
ATLAS/GIS



• Site Location
o Trade Area and Demographics
 Large demographic companies
 Spectra
 CACI
 Polk
 Experian
 Axiom
 AGS
o Competitive Stores
 Spectra
 MPSI
 Field Surveys
 BIZMINER
o Services Offered by Competitive Stores
 Spectra
 MPSI
 Field Surveys
o Traffic Counts
 MPSI
 GDT
 Local governments
o Barriers in TA
 Field Surveys
o Unique Populations, schools, hospitals, Etc.
 Limited Sources
• Customer Data
o Shopper demographics
 Surveys
 NACS studies
 CENTRUS
 TSI
o Category and Brand User Profiles
 AC Nielsen
 NPD
 MRI
o Basket Ingredients
 AC Nielsen
 IRI
 NPD
o Reasons for Shopping
 Surveys
 NACS Studies
• Store Operations
o Scan Data and Purchase Data
 IRI
 AC Nielsen
 Wholesalers and suppliers
o Personality of Store
 a
o Product and Category Potentials
 Spectra
o Input-Category Management
 NACS
 A
 A
o Shelf-space Management
 NACS

o Planograms
 NACS

o Price book
 A

• Store Features
o Placement of Specialty Categories
 Spectra
 MRI
 NPD data

o Food Service – Fast Food
 NPD data
 Spectra
 MRI
o Placement of Major Displays
 Spectra
• Employees
o Match with Trade Area Demographics
 a





3. Hardware provider’s list
• hp designjet 5000, 5000PS
• ALTEK Corporation
12210 Plum Orchard Drive
Silver Spring, MD 20904-7802
Sharon Frame
(301) 572-2555
(301) 572-2510 FAX
• Manatron Corp.
2970 South 9th Street
Kalamazoo, MI 49009
Mark Kemper
(616) 375-5300
(616) 375-9826 FAX
TIGER Conversion Module





4. Consultants and experts list





• a

















• Developing a profitable Big Box, GADGETRY UNLIMITED, LLC is serious business and far from easy. It involves both art and science. In nature, location matters greatly. Most living things thrive in certain environments and perish in others. The business world is no different. Most businesses have an ideal "habitat" in which to operate, as well as environments they should avoid.



• Demographic Characteristics (need more details)
Location, location, location" is no longer an appropriate catch phrase for site selection in the new millennium. As a site selector of the 21st century we have to examine much more than geographic locales in determining where to relocate or expand our company's operations. And, while such factors as the cost of doing business in a certain city or state, the available labor market, and quality-of-life have always been key in making the site selection decision, the degree of importance of each factor changes with the times. In addition, site selectors in every industry are now faced with a dilemma that has grown in importance over the last few months: does the community have an uninterrupted supply of available and affordable energy?
Just as the key market considerations are changing, so are the tools that are available to us to help make our site selection decisions. Simply put, today's tools are more sophisticated, faster, and better targeted to pinpoint the best location for a move. The Internet, high-tech software systems, and comprehensive databases are all now available to be part of our arsenal of equipment.







• Labor Force Characteristics (need more details)



• Leading Employers (need more details)



• New/Expanded Companies (need more details)



• Military Bases and Installations (need more details)



• Four-Year Colleges and Universities (need more details)



• Community Colleges (need more details)



• Vocational/Technical Schools (need more details)



• Payroll Costs by Industry (need more details)



• Average Salary by Occupation (need more details)



• Workers Comp and Unemployment Insurance (need more details)



• Labor-management Relations (need more details)



• Transportation (need more details)



• Taxation (need more details)

• Occupancy/supply (need more details)



• Utilities (need more details)



• Environmental (need more details)




• Government (need more details)



• International resources (need more details)


• Quality of Life (need more details)



• Available Office Buildings (need more details)



• Existing Office Site Profiles (need more details)



• Available Industrial Buildings (need more details)



• Existing Industrial Site Profile (need more details)


1. Optimize Markets: Assess the number of sites in a market that maximize sales dollars and minimize cannibalization.
2. Roll-Out New & Existing Concepts: Improve our evaluation and acquisition ratio by bringing higher quality sites to our site committee and reducing the aggregate evaluation cost. And assess our strategies for ground-up development versus acquisition efforts.
3. Select Winning Sites: Examine current trade areas and potential cannibalization effects created by expansion.
4. Report Site Performance: Quickly create the maps and reports necessary for the site review process. We can even present them in "real time" electronic presentation formats.
5. Maximize Distribution: Customize our concept/store to specific trade areas (both consumer and competition!). Increase sales for existing sites using a "rifle versus shotgun" approach to our marketing and research efforts.
Develop automated optimization systems designed to identify geographic areas within an existing or proposed market that have the greatest sales potential for our concept. The Optimization System is designed to estimate sales potential by departmental category and/or customer segments. In addition to estimating sales, the system will pinpoint the site areas holding the greatest untapped sales potential and offer the flexibility to conduct “what if” scenarios, allowing for the introduction of competition to the study areas or elimination/relocation of existing sister units.
MERCHANDISE LINE ANALYSES

By evaluating SKU-level customer transaction data, develops customer segments by merchandise line or vendor. This analysis identifies optimal cross marketing or merchandising opportunities for specific product lines, in addition to defining core versus ancillary products. Merchandise Line Analyses aids retailers/buyers in reducing overhead costs and “bad buys,” thus allowing greater profitability and open-to-buy accessibility.
Targeted Direct Mail Programs
Can help us reduce direct mail marketing costs by targeting only those consumers who are most likely to become customers. We work directly with clients to develop a target customer profile for each retail concept. Once the profile is established, a targeted direct mail program can be developed at the household level by incorporating demographics, psychographics, customized lifestyle clusters and convenience (proximity of households to the nearest store).
Store Sales Budgeting
The development of a realistic sales budget provides the Operations department with the necessary information to properly staff the store and the merchants with the data needed to adequately inventory. It also holds Managers appropriately accountable for the available business in their trade area. Will develop an objective sales budget for each existing store for the next fiscal year by incorporating projected inflation, population growth, maturity, competitive changes, sister-store deployment, and projected real industry growth. Our unique approach helps retailer’s link current store performance to attainable market potential and provides for rational allocations of company resources at the store level.
How can we retain, regain, or continue to satisfy our core customers? How can we expand our core customer base? Where else are our best customers shopping and why? What is our market share or our place in the market as compared to our competition? Can supply us with the answers to these questions, and more. By utilizing our Consumer Research department and the following research methods, retailers are armed with actionable recommendations to satisfy customer needs.
Customer Satisfaction Surveys
These studies allow us to measure customer satisfaction levels regarding specific facets (i.e. merchandise, customer service, pricing) of their shopping experience. These can also be conducted over time to identify trends in satisfaction levels.
Focus Group Sessions
This type of research allows us to "delve" into topics and probe issues with consumers in a small group setting. It provides the action plan based on the voice of our customer.
Customer Intercept Surveys
Intercept surveys segment our existing customer base to determine the demographic and psychographics variables that provide the greatest potential for increased sales.
Surveys/Customer Segmentation Analysis
Surveys fulfill its title by arming us with the insight to hit our target in marketing, advertising, merchandising and operations. It allows us to take the greatest advantage of the competitive market and the market as a whole. Customer Segmentation is a technique that places customers into "buckets" based on similar criteria that they possess such as demographics, propensity to shop, likelihood of purchasing a particular product, etc.
E-Commerce / On-Line Surveys
On-line surveys provide valuable insight into the ever-expanding segment of our customer base. We will gain information on cross shopping channels, customer loyalty, likes and dislikes, etc. for both brick and mortar and on-line customers.
o Customize the interface with the drag-and-drop and menu-driven tools
o Create our own custom models and user interfaces
o Convert customer data into profit-building customer insight
o Integrate customer contact channels to deliver relevant products and services
o Identify and implement appropriate database technology
o Add our own analysis functions
o Use our own .dll or .exe file
o Support for new formats
o Customize the interface with VBA or any COM-compliant development environment

In our full-fledged site-selection cutting edge high-powered market research and analysis technology system we look for:
• A great location is our map to success / more performance for less money.
• See the results of our decisions before investing capital
• Automatically calculate detailed demographic or competitive analysis.
• Automated wizards will guide us through quick and easy management of complex data analysis.
• Learn our competitors' strengths and weaknesses as well as our own
• Find out how future competitive changes may affect our Products and services
• What specific types of customer clusters were the most profitable?
• Ranking trade areas, Identifying viable target sites and trade areas, determining maximum store build-out, finding the ideal customer and best market.
• Ridiculously Easy to use that anyone in our organization can quickly generate advanced demographic reports and presentation quality maps in few easy steps
• What impact would a new store format have on our bottom line?
• What is a specific store's actual revenue potential?
• Powerful retail modeling / Industry’s more Reliable, Current, Accurate, and Quality Data and Reports for our dollar.
• Easily deployable across a number of configurations including LAN, WAN, Thin-client, and browser based environments.
• Demographic reports with unique search and analysis tools.
• Merging the power of the latest technology with years of research.
• High-quality, in-depth market analysis and research studies
• Test out multiple what-if scenarios
• More analysis functions and options in the user interface.
• Robust site-selection environment
• Hardware independent and open system Architecture
• Instantly preview or edit attribute data for any map feature or map layer.
• Illustrate complex data trends with trade area and thematic maps, including multivariate mapping.
• Generate comprehensive demographic reports and competitor or customer location overlays / summaries.
• Conduct advanced spatial analyses with leading GIS data.
• Which area has the lowest or highest per capita concentration of our services?
• Build Component Object Model (COM) add-ins that trigger and automate tasks.
• Current and Accurate data for better, smarter, faster decisions.
• About making smart decisions across the board
• Acquire and retain customers with aggressive site selection strategy.
• Easy to use program interface.
• Delivered in a variety of electronic formats
• Exceptional output in just minutes, with little or no training
• Quickly find our site using one of six methods.
• Easily add or remove, or modify ANY map feature ( User-friendly interface)
• Database functionality for unrivaled mapping power.
• One-step, plain English shading options.
• Intuitive print options for all maps and reports.
• Easily link any type of document to map objects.
• Single click data retrieval of map objects.
• Create beautiful, informative highly detailed map displays
• Ring study and geographic similarity/comparison capability
• Enhance reports and presentations with maps that clearly illustrate our message
• Find geographic patterns that cannot be seen in database tables and spreadsheets
• Answer geographic questions that impact your operations
• Share geographic data with our workgroup, department, or organization
• All graphics (maps, charts, etc.) can be generated as highly portable PDFs, and we can craft tables automatically export to a database for editing in Excel, Access, or other common desktop programs.
• Customized site modeling system that quantifies the inter-relationships between site, demographic, psychographics, business/employment, shopping, and competitive variables, and determines how each variable allows a specific site to achieve threshold sales potential. The power of the system allows GADGETRY UNLIMITED, LLC to test and compare multiple real estate alternatives in order to determine the most profitable option for the Concept.
• Access to actionable information - anytime, anywhere.
• See the exact location of a potential GADGETRY UNLIMITED, LLC store and its real-world surrounding areas and access paths before traveling out to the field. Save time and make better business decisions for any GADGETRY UNLIMITED, LLC location by seeing the adjacent buildings, streets, land types, parking/traffic access and other important information in a single picture.
• Our bankers / financing companies / Business partners will feel more comfortable financing an expansion plan based on objective, rational research.
• It should be simple to use, powerful and easily integrates with other mapping applications.
• Forge a long-term vision that reflects changing consumer attitudes and behaviors
• Balance and blend our marketing communication channels to reach responsive customers
• Position our company for greater profit
• No matter what industry we are in, business success means making decisions faster and better than our competition. Being able to understand our market and obtain information about it quickly is the key to success.
• Evaluate the success of different merchandise mix based upon the characteristics of the trade area, whether it's the geo-demographics or business data, including activity generators and competition.
• Client – server software architecture allow multiple-user simultaneous access to same data files and same custom report formats
• Point – in – click on map to define trade area or other analysis zones or use traditional drop-down lists
• High Powered Decisions report writer should be included.
• Custom variable-builder wizard let us formulate composite variable on the fly.
• Easy integration of any standard or custom data for analysis.
• Full compatibility with other products for instant visualization and analysis of data on the desktop or over the internet.
• Quickly identify pre-qualified sites in any geographic market, allowing for rapid decision making and saving time and money.
• Create best computer model ( output should be clear and compelling)
• Establishing links to external Databases to analyze market scenarios quickly.
• Ability to deliver computer presentations
• Can perform cost-effective updates whenever needed.
• Print as many maps as desired or necessary.
• By screening the trade areas in advance, we can tie up the best locations before other have even started their analysis.
• New store format development.
• Complete data customization On-Demand Access to Market Data
• Support for multiple users
• Support for various types of users
• Restrict unauthorized access
• Data sharing
• Data abstraction
• Multiple data views
• Meta data
• Concurrency
• Transaction processing
• Control information redundancy
• Enforce data integrity constraints
• Multiple system interface
• Easy backup and recovery
• Perform What-Ifs
• Compare Simulation Runs
• Validate alternatives within minutes
• Easy to operate simulation and report analysis
• Presentation Quality Graphics.
• Import/Export Workload from Spreadsheet
• Gateway to increased customer understanding by supplying valuable geographic, demographic and lifestyle information
• An easy-to-use graphical user interface (GUI)
• Web-enabling applications for Internet and Intranet Project management
• Current Data from different sources should be combined in one easy-to-use package.
• Our Sophisticated site-selection software can reveal many details about prospective customers or employees in a potential location. Our technology will plugs in demographic and geographic data extracted from national databanks and paints a detailed picture (often in the form of a multicolored map) of a site
• A digital aerial program that will allow us to fly from site to site without getting in our car.
• Maximize our investment by understanding the hidden relationships of data.
• Gain a competitive advantage in our market.
• Our need is to build a custom application for each different industry that can increase our productivity and profitability.
• Turning Retail information available into Action on time and on budget available
• Solutions that can help improve decision-making at all levels in our organization - from executive strategists and planners, to marketing and sales professionals, to field technicians and customer service representatives.
• Solution that can offer a unique combination of software and data allowing us to map, visualize, profile, compare and act upon customer and market information.
• Solution to solve mission-critical business challenges in retail, and financial services.
• A reliable and accurate method of estimating mature sales for prospective new sites based on a comparison to the best matching existing competitors sites.
• Scan down the number of potential sites suitable for our business, products and services thereby permitting us to focus our efforts on those that matter most to our bottom line.
• Multi-vendor interoperability, multi-device support, ensuring new components to be easily and quickly integrated.
•

Simpler is better. We will follow these sequential steps:
1. Set Objectives. We describe your needs; we create a research agenda and customize a course of action to satisfy it. (Scope, format, delivery deadline, cost, etc.).
2. Gather Data. We use the best combination of primary, public, commercial, and client data sources to meet our research objectives.
3. Analyze Data. We will apply our skills in data reporting, analysis, forecasting, and mapping to gain insights on our research objectives.
4. Form Conclusions. We combine the results of our data analysis and our experience with real-world business location problems to answer our questions.
5. Present Results. We can present our results however we like.
6. Physical Site Assessment- access, visibility, size, convenience, “dirt strength”, configuration, restrictions
7. Competitive Framework- identify, analyze, document, quantify and score, establish impact on proposed project
8. Traffic Analysis- volume, flow quality, established ( and developing)patterns
9. Trade Area Assessment- retail fit and retail drivers analyzed, impact of activity generators
10. Demographic Make-up- residential demand, retail expenditures, consumer behavior, daytime population, commercial density
11. Development strategy- facility size and scope, product and service mix, operational guidelines, specific actions to be taken as dictated by targeted trade area
12. Market screening- Identify market areas capable of expansion that meet our corporate expansion strategies
13. Operational Assessment- Formulate strategies and quantitive applications to increase sales and improve overall retail performance
14. Market Potential- The propensity for a product or service to be used. Consumer data establishing the tendency of a product category purchase
15. Sales Activity- analysis of store layout through the thematic mapping of sales “HOT SPOTS”. Allow us to “PICTURE” our store’s daily performance
16. Cannibalization- determines the extent of trade area overlap and sales transfer. Establishes impact of competitive and/or development actions
17. Retail Performance Profile- identifies gaps between chain performance, individual location performance, and new facility potential
18. Site Screener- optimizes multiple location considerations and establishes preliminary levels of facility performance
19. Promark Analysis- sales volumes forecast from primary data generated by the developer. we complete the role of field analyst
20. Existing Facility Analysis- establishes the corporate strategic actions to be taken with operating retail units





Industries we targeting for: industry-specific databases is…
1. Pharmacy – Medicine Shoppe
2. Tobacco Shoppe
3. Video Shoppe
4. Redioshack – store within-a-store concept
5. Mailbox rental
6. kinko’s type services
7. In-store banking & Financial and non banking financial services
8. Co-branding fast-food & specialty coffee Shoppe - QSR
9. Ice-cream Shoppe
10. Gas station – petroleum marketing - Unattended 24 hour fueling
11. Collectable Shoppe (NASCAR, MLB, NBA, NFL etc…) - Custom Retail
12. Insurance
13. Advertising
14. Coupening
15. Liquor Store
16. Dry Cleaner
17. Coin-op Laundry
18. Car wash
19. Check Cashing
20. On-line Gaming
21. Health Food Industry and natural product stores industry
22. Natural Food and Body Care Industry
23. One Hour Photo
24. Hotel and Motel
25. Quick lube industry
26. Video gaming industry
27.
Data for underground tanks dew 2009, other site related information? Where to get for particular Area? Ask Manfred (EURO TANK)

Different states database
Contaminated sites database
Site ID No.
Insurance?




Decision analysis is a powerful tool for our situations where we just can’t decide. Decision analysis is a sophisticated system for evaluating alternatives that differ on a number of evaluation variables or criteria. Alternatives can be anything we need to choose between: factory locations; urban development alternatives; computer systems; landfill locations; or even potential employees. Decision analysis works best for decisions where we must consider many concerns at once, and where professional and value judgments will play a crucial role. The value of a business intelligence solution lies not in the quantity of data that it presents, but in the quality of the insight that can be gleaned from a report. Concise reports, with highly calculated and derived insight, allow the us to quickly draw conclusions and take decisions.

The decision analysis system utilized lets us describe our alternatives with quantitative or qualitative measures. The system uses our judgments and preferences to rank the alternatives, and helps us review our preferences concerning the measures by guiding us through a series of questions. On the basis of our answers, the system constructs the formula that ranks the alternatives, by completing the following steps:
• Defining a set of alternatives to be ranked
• Defining measures to describe the alternatives
• Entering the level on each measure for each alternative
• Reviewing our preferences so that the measure levels can be combined
• Ranking the alternatives and choosing the best one
Every day, we are faced with multiple decisions that play major roles within our business or organization. Changing markets, tighter budgets, fewer resources, new legislation, to name a few, affect all aspects of our business. We need a tool that can help us understand the complexities of a decision so we can make better and smarter decisions for our organization. This can help us with our Decision Analysis needs by:
• Systematically defining the problems, goals, objectives, and alternatives, and collecting data
• Organizing evaluation measures into a structure that shows how individual concerns relate to overall concerns
• Making the critical value judgments systematic and consistent
• Allowing us to attach relative importance (weights) to the evaluation measures
• What alternative courses of action can be taken?
• How do these alternatives compare with respect to risk and return?
• Which factors in the decision have the most impact on the desired outcome?
• How much money or time is it worth to purchase information to help make the decision?
• Where information gathering efforts should be focused?
• Developing many sets of judgments for the same decision and letting us see how the judgment differences would affect the best choice
• Structuring the decision process
• Ranking and comparing alternatives and allowing us to see the effects of changes
• Reviewing the uncertainties with us and helping us defend our decision
• Identify our priorities
• Evaluate our Options
• Make our Best, More informed, fact-based decision
• We make decisions every day. Some are simple, some aren’t. Some make a difference; some don’t some make a big difference.
• Decision-making is one of the most fundamental areas of our lives and critical for any successful business. No matter how good we are at making decisions, we know that making an important decision is difficult. We will create an Easy-to-use tool to simplify and clarify our decisions.
• A good decision is never an accident
• Critical decisions are those that cannot and must not be wrong
• The more alternatives we develop the better decisions we may make.
• The Best Data Leads to the Most Accurate Analysis.
• Reduce Risk. Evaluate strategies through computer simulations before taking action.
• The better, faster, and more accurate the information and data we have will make the difference between making a good decision versus making THE BEST decision.
• Organizations that can visualize data dynamically in understandable views such as maps, schematic layouts and logical views have a real competitive edge.
• Cannibalization Impact Study- This application will forecasts the sales within a trade area created by the addition of a new competitor. The competitive impact of new builds, non-traditional competitors, facility upgrades, and other store expansion are analyzed in an easy-to-read report.
• Provides us with a proprietary statistical "site model" that is used for accurately forecasting the sales of potential new store locations. By using this system for site selection, we can be sure that our new locations will be high performing sites.
• Decision making is the process that leads to a choice between a set of alternatives. Geographical decision-making means analyzing and interpreting geographical information that is related to the alternatives in question. Decision making is often used in land suitability analysis, or site selection, as well as location allocation modelling.


Decision making is a sequential process:
1. Defining the decision problem (objective)
2. Determining the set of evaluation criteria to be used
3. Weighting the criteria
4. Generating alternatives
5. Applying decision rules
6. Recommending the best solution to the problem
7. assess a situation and provide a clear formulation of the problem
8. compare alternatives
9. identify opportunities which can be ‘maximised’ to make the most of the organizations resources
10. analyze past failures
11. identify the relevant key facts to focus on and priorities issues
12. take us through the whole decision making process in an orderly way
13. take a complex problem through to a new level of sophistication and professional analysis
14. ensure complex ideas are stored and presented logically
15. Exceptional output in just minutes, with little or no training
16. a

Profile Customers
Identify our most profitable customers based on information in our corporate database. Based on the customer location, establish the local demographics, purchasing patterns, and lifestyle of residents in that area. We will easily see what traits our best customers have in common. We will be able to identify trends such as living in similar neighborhoods, age groups or income levels.

Find Best Prospects
Once we have profiled our best customers, we can quickly and confidently identify other locations where prospects with similar characteristics live. In city centers or suburban neighborhoods. Identifying neighborhoods with similar characteristics is where we are most likely to find our best prospects because they will look a lot like our most profitable customers.

Target Individual Customers
We know where our best customers and our best prospects are located. Now use that information to target those people. We can market directly or set up business near them. Our marketing will be more highly targeted and effective, our money better spent, and our return greater.
Locate Resources near your Best Customers and Prospects
Location information is the ideal starting point for discovering the best sites to build new stores, open service centers. We need to locate where we and our customers can easily find each other.
Build Customer Service Infrastructure
Companies must now extend customer service to the Internet and call centers to create long-term relationships with our customers. Location information helps answerer questions such as; where is the nearest store? How long does it take to deliver the product? Do we have cellular coverage in my area? All these answers depend on knowing accurate location information.
“We Will Make Numbers Talk”

• Built a sales predictive model
• By definition, a good decision is one which maximizes the likelihood of a good outcome.
• The way we will approach marketing in this era of technological innovation. Like a growing number of companies in all business sectors, we will use sophisticated information systems and most effective analytical tools to analyze what customers in particular neighborhoods want and need. This will help our firm adjust products, prices and promotions at the local level in order to boost sales and customer satisfaction, an approach called "micro marketing." Using GIS for micro marketing will enable our company to better understand customer buying patterns and preferences so we can determine the right products to be sold in a particular trade area.
• Maximized revenue and profits from the data driving our business
• The fastest time-to-value and greatest ROI on our strategic business systems such as customer relationship management (CRM), enterprise resource planning (ERP), supply chain management (SCM), BI/analytics, e-business and data warehouses
• Identify relationships buried in the data that improve ROI for research, marketing, planning and other initiatives
• Analyzing site potential
• Calculating value of sales territories
• Evaluating competition's effect
• Identifying development opportunities
• Emerging techniques in the visualization of spatial data
• A workstation solution that is extensible and scalable to the enterprise













1. Setting Objectives
 Describe decisions that might be affected.
 Agree on actions for different possible forecasts.
 Make forecast independent of organizational politics.
 Consider whether events or series are forecastable.
 Gain decision maker’s agreement on method.
2. Structuring the Problem
 Identify possible outcomes prior to making forecasts.
 Tailor the level of data aggregation to the decision.
 Decompose the problem into sub problems.
 Decompose time series by causal forces.
 Structure problems to deal with important interactions.
 Structure problems that involve causal chains.
 Decompose time series by level and trend.
3. Identifying Information Sources
 Use theory to guide information search on explanatory variables.
 Ensure that data match the forecasting situation.
 Avoid biased data sources.
 Use diverse sources of data.
 Obtain information form similar (analogous) series or cases.
4. Collecting Data
 Use unbiased and systematic procedures to collect data.
 Ensure that information is reliable.
 Ensure information is valid.
 Obtain all important data.
 Avoid collection of irrelevant data.
 Obtain the most recent data.
5. Preparing Data
 Clean the data.
 Use transformations as required by expectations.
 Adjust intermittent series.
 Adjust for unsystematic past events ( outliers)
 Adjust for systematic events (e.g., seasonality).
 Use multiplicative adjustments for seasonality for stable series trends.
6. Selecting Methods
 Develop list of all important criteria.
 Ask unbiased experts to rate potential methods.
 Use structured forecasting methods rather than unstructured.
 Use quantitative methods rather than qualitative methods.
 Use causal rather than naïve methods.
 Select simple methods unless evidence favors complex methods.
7. Implementing Methods: General
 Keep methods simple.
 Provide a realistic representation of the forecasting situation.
 Be conservative in situations of uncertainty or instability.
 Do not forecast cycles.
 Adjust for expected events in future.
 Pool similar types of data.
 Ensure consistency with forecasts of related series.
8. Implementing Method: Judgment
 Pretest questions used to solicit judgmental forecasts.
 Use questions that have been framed in alternative ways.
 Ask experts to justify their forecasts.
 Use numerical scales with several categories.
 Obtain forecasts from heterogeneous experts.
 Obtain intentions or expectations from representative samples.
 Obtain forecasts from sufficient number of respondents.
 Obtain multiple estimates of an event from each expert.
9. Implementing Method: Quantititative
 Tailor the forecasting model to the horizon.
 Match model to underlying process.
 Do not use fit to develop a model.
 Weight the most relevant data more heavily.
 Update models frequently.
10. Implementing Methods: Quant Models with Explanatory Variables
 Use theory and domain expertise to select casual variables.
 Use all important variables.
 Use theory and domain expertise to specify directions of relationships.
 Use theory and domain expertise to estimate/limit relationships.
 Use different types of data to estimate a relationship.
 Forecast for at least two alternative environments.
 Forecast for alternative interventions.
 Apply the same principles to the forecasts of explanatory variables.
 Shrink forecasts of change if uncertainty in explanatory variables.
11. Integrating Judgmental and Quantitative Methods
 Use structured procedures to do the integration.
 Use structured judgment as inputs to models.
 Use prespecified domain knowledge as input in selecting, weighing, and modifying quantitive methods.
 Limit subjective adjustments of quantitive forecasts.
 Use judgmental bootstrapping instead of expert forecasts.
12. Combining Forecasts
 Combine forecasts from approaches that differ.
 Use many approaches (or forecasters), preferably at least five.
 Use formal procedures to combine forecasts.
 Start with equal weights.
 Use trimmed means.
 Use evidence on each method’s accuracy to vary the weights on the component forecasts.
 Use domain knowledge to very the weights on the component forecasts.
 Combine when there is uncertainty about which method is best.
 Combine when uncertainty exists about situation.
 Combine when it is important to avoid large errors.
13. Evaluating Methods
 Compare reasonable methods.
 Use objective tests of assumptions.
 Design test situation to match the forecasting problem.
 Describe conditions associated with the forecasting problem.
 Tailor the analysis to the decision.
 Describe potential forecaster biases.
 Assess reliability and validity of the data.
 Provide easy access to the data.
 Provide full discloser of methods.
 Test assumptions for validity.
 Test client’s understanding of the methods.
 Use direct replications of the evaluations to identify mistakes.
 Use replications of the forecast evaluations to assess reliability.
 Use extensions of evaluations for generalizability.
 Conduct extensions of evaluations in realistic situations.
 Compare forecasts generated by different methods.
 Examine all important criteria.
 Specify criteria prior to analyzing the data.
 Assess face validity
 Use error measures that adjust for scale.
 Ensure error measures are valid.
 Use error measures insensitive to degree of difficulty in forecasting.
 Avoid biased error measure.
 Avoid error measure with high sensitivity to outliers.
 Use multiple measures of accuracy.
 Use Ex-Post accuracy test to evaluate effects.
 Do not use adjusted R-square to compare models.
 Use statistical significance only to compare the accuracy of reasonable methods.
 Do not use root-mean-square errors to make comparisons.
 Base comparisons on large sample.
 Conduct explicit cost-benefit analyses.
14. Assessing Uncertainty
 Estimate prediction intervals (PI).
 Use objective procedures.
 Develop PI using realistic representation of situation.
 Use transformations when needed to estimate symmetric PI’s.
 Ensure consistency over forecast horizon.
 List reasons why forecast might be wrong.
 Consider likelihood of alternative outcomes in assessing PI’s.
 Obtain good feedback on accuracy and reasons for errors.
 Combine PI’s from alternative methods.
 Use safety factors for PI’s conduct experiments.
 Do not assess uncertainty in a traditional group meeting
 For prediction intervals, incorporate the uncertainty associated with the prediction of the explanatory variables.
15. Presenting Forecasts
 Provide clear summary of forecasts and data.
 Provide clear explanation of methods.
 Describe assumptions.
 Present point forecast and predication intervals.
 Present forecasts as scenarios.
16. Learning
 Consider use of adaptive models.
 Seek feedback about forecasts.
 Use a formal review process for forecasting methods.
 Use a formal review process for use of forecasts.





In the highly competitive retail industry, not only is every decision critical, but often decisions must be made quickly or opportunities are lost.


Good decisions are the lifeblood of our organization.











Notes:


Types:
 Color maps
1. Sizes
A. 8.5 x 11
B. 11 x 17
C. 18 x 24
D. 24 x 36
E. 36 x 48
F. Custom sizes ( Large format map generation )
2. Layout
A. Portrait
B. Landscape
3. Medium
A. Paper
B. Plastic
C. Glossy Plastic film
D. Canvas
4. content
A. simplified map
B. more detailed map
C. Customized map
 3-d maps (high quality)
 High performance visualization
 Real-time visualization of changing RDBMS data
 Aerial Photographs
1. Index maps
2. Aerial photos
3. Plat Map/Tax Map
4. Custom aerial photographs
5. Color aerials
6. Digitized aerial
7. Aerial acreage or plat acreage
8. Mylar reproduction

 Contour maps
 Advanced Charts
1. Pie
2. Bar
3. Bubble
4. Area
5. Column
6. Scatter
7. 3-D
8. Line
9. Histogram
10. Grid
11. Dot density
12. Thematic shading
13. Hot Spots
 Graphs
 Professional Quality Reports
 Customized reports / maps
 Tables
 Statistical Summaries
 Slides and Slide Shows
 Multiple Views
 Perspective Views
 Projection Transformation
 Aggregation
 Topological Modeling
 Analog development
 Gravity Modeling
 Regression analysis
 Expenditure potential model
 Sales and market demand forecast model
 Maturing curve analysis
 Merchandising Optimization Model
 Modeling equations
 Neighborhood Analysis
 Visibility analysis
 Proximity Analysis
 Raster Filtering
 Table Aggregation
 Quadtree
 Point Aggregation
 Potential Mapping
 Density Mapping
 Kriging
 Contouring
 Isolines to Points
 Grid Generation
 Random Point Generation
 Voronoi Polygons
 Unique Conditions
 Matrix Overlays
 Data Overlays
 Data Transformations
 Advanced Querying
 Macro Auditing
 Digitizing
 Excel spreadsheets
 Investment Decision
 ROI (How much it will cost / returns on investment)
 Information is money.
Methods to be used:
 Point and click until the answer comes out
• Enter an Address, Intersection, City, ZIP Code, Longitude/Latitude, Location Information, or simply select a map
• When a user clicks ‘GO’ after he chooses different variables our web server receives the request and invokes a simple HTTP-based application interface
• The engine analyzes the request and determines the appropriate queries to issue to available databases
• The raw data are extracted from different databases, processed according to metadata, and delivered in the form of a formatted response
• The answer is communicated back to our web server in XML where it can be combined with information from other sources such a text documents or multimedia files, and delivered to the user as part of a seamlessly integrated page
• The core of this should be a scalable, High-performance fact retrieval engine that makes it easy for users to ask for information in a natural way, and instantly receive precise answers from many complex databases and business-critical information. Import and work with multiple files at once. Convert coordinate systems to geo-reference and overlay data from different sources.


 Wizards and user-friendly dialog boxes to guide our work flow
 Editing tools- move, delete, resize, reshape, smooth, trace, snap-to-node
 Yes To ALL
 Choose
 Typical
 Recommended
 Custom
1. Preliminary analysis
2. Detailed analysis
 Automate tedious functions
 Create standardized and effective output quickly
 Easily perform various analysis
 Distribute our map to other service providers
 Import and export data using a custom translator
 Save time and money
 Merging various data sources
 Modeling of future trends
 Analyze our customers shopping habits by locating their home or place of work
 Formulate merchandising strategies by researching the history of demographic trends in our market
 Display the demographic characteristics of a market to find optimal site location.
 Locate our competitors throughout our market, an entire region or the country
 Understand the extent of our trade area
 What are the competitive factors?
 How does my location compare to others?
 The key "unknown" in most retail site development projects is the revenue which will be generated by the facility once it is up and running. Site analysis modeling helps provide the answer to that question.








 Delivery Options
Data and results on an as-we-need-it-basis in as-we-want-it formats
• Hard Copy
• Fax
• E-Mail (text or .PDFs format)
• Electronic Media (disk)
• Online via the Internet
• Disk
• 'Zip' and 'Jaz' disks
• CD-ROM
• Magnetic Tape
• Presentation
 Tables and workspaces
• How files Make Up A Table
• Opening Tables
• Opening Workspaces
• Saving Tables
• Saving Workspaces- how renaming effects workspaces
• Save Copy AS
 Desktop Tools Zoom In
• Zoom Out
• Change View
• Pan
• Information Tool
• Ruler
• Drag and Drop
• Status Bar – Zoom Width, Map Scale, Cursor Location
• Map Options
• Set Clip Region
• Clip Region On/Off
 Selecting
• Select
• Marquee Select
• Radius select
• Polygon Select
• Boundary Select
• Unselect
• Invert Select
 Layer Control
• Layer visibility
• Layer Editable
• Layer Selectable
• Labeling Objects
• Adding and Removing Layers
• Ordering Objects in Layer
• Display Options
• Zoom Layering
 Queries and Generating statistics
• Query Select
• Calculate statistics
• Query Find
 Thematic Mapping
• Types of Thematic Maps
• Creating Thematic Maps
• Ranged Maps
• Pie Chart Maps
• Bar Chart Maps
• Pie Chart Maps
• Graduated Maps
• Dot Density Maps
• Individual Value Maps
• The Legend Window
 Importing and Exporting Files
• Creating Points from an excel or lotus Table- Creating Points
• Opening a Microsoft Access Table
• Saving Table As an Access Table
• Importing DXF Files
• Exporting DXF Files
• Universal Translator
 Creating Layouts
• Moving Frames
• Aligning Layout Objects
• Ordering Overlapping Objects
• Cartographic Legends
• Creating Drop Shadows
• Saving Layout Windows
• Electronic Output
• Adding Graphics
 Creating New Table and Map Objects
• Viewing or Modifying a Table
• Auto scrolling
• Add or Remove Tabular Data
• Adding Map Objects
• The Cosmetic Layer
• Adding Text/Symbols/Lines/Polygons
• Removing Cosmetic Objects
• Saving Cosmetic Objects
 Combining and Splitting Objects
• Aggregating/ Disaggregating Data
• Combining Objects With set Target
• Splitting Objects
• Erasing Objects
 Table Maintenance
• Packing a Table
• Renaming a Table
• Deleting a Table
• Modifying Table structure
• Column Update
 Other
• Display real world coordinate at mouse position in any supported projection.
• Export georeferenced images to supported GIS software in any supported projection.
• Complete annotation support ( Lines, Poly lines, Regions, fill Patterns)
• Place Text with various graphic options.
• Store and Place Bitmap Graphics
• Productivity orientated Automated Graphics.
• Export limit from 100 megabyte to 500 megabyte images.
• Dynamic Data Base
• Digitizing and data manipulation (raster to vector).
• Auto Label Functionality
• Export in many different file types:
1. JPEG
2. GIF
3. Window metafile
4. Bitmap
5. TIF
6. PNG
7. .BMP
8. Adobe Photoshop
• User Defined Layer Control.
• Browse GIS database attributes.
• Import DXF and MIF.
• Create projected sales reports
• Create ROI reports
• Create Decision analysis reports
• Create Shelf space Planograms
• Create Category management Planograms
• Capability of user-controlled edit and process object
• Can embed into Visual Basic, Visual C++, Delphi, and others.
• Predefined templates for the novice
• Compatible with most browsers
• Map Design Wizards
• Cost and space efficient
• Image scaling
• Reports and maps turn our loan, deposit and census data into a visual presentation which clearly presents the bank's activities.
• Single Platform Collaboration
• Assesses current practices against best industry practices
• Determines how to best leverage the wide-array of third-party data offerings and in-house data resources (such as existing customer information) to maximum business benefit.
• integration with other analytical software
• technical support
• Answer geographic questions that impact your operations
• Create beautiful, informative map displays
• Enhance reports and presentations with maps that clearly illustrate our message
• Make better investments based on robust competitive intelligence.
• Add-ins that extend the standard interface to provide new capabilities or that automate repeated operations
• hone marketing strategies to reach desired customers
• Business intelligence to optimize the return on your advertising, pricing, and promotion dollars.

A successful Business starts with a successful location.





Put data of our competitors in area and find out prices to create profitable business Model. Get suggested retail prices. Choose different variable and click those boxes to create graph, reports, charts, maps.

Our strategy is simple – We will build our company on its current core competencies and with database and analytic applications to exploit market. We all want more performance for less money. Identifying opportunities within our existing client and prospect base is a fast way to gain profits and market share while keeping unbudgeted expenses to a minimum. Lurking within those untapped opportunities are culture clusters that could very well represent significant revenue streams for our company. Growing market segments means better business growth opportunities. Identifying precisely where and who to target is essential to our marketing plan.



Floor plan for shelves. Reports including space margin dollar contribution and margin dollars and sales by space provide information that can be used to further maximize profits.
How many dollars sit wasted on our shelves?








To stay on step ahead of this changing marketplace, financial professionals need to keep a constant watch on competing financial institutions





Finding that "killer" site is the goal
strengths versus weaknesses

and

opportunities versus threats





Locating our Best Opportunities and Converting Them into Profits


















SMARTTARGET

Location selection, strategy, Plans and Performance using a single solution





Some of the things to consider for Happy repeat customers:

o Stock
 In stock
 Wide Selection
 Locate items
 Special orders
 Return ability
o Price
 Value for money
 Clear Prices
 Competition match-up
o Checkout
 Speed through checkout
 Convenient way to pay
 Credit for deals on offer
 Checking and setting accounts
 Visibility of products
o Access
 Access to information after hours
 Drive-thru
 Carry out
 Easy parking
 Lighting in parking
 Nice and clean facility
 Convenient hours
 Web-site for information
o Education
 Project education
 Product education
 Checking product attributes
 advertisements
o People Friendly
 Helpful associates
 Well dressed associates
 Pre-knowledge of customer preferences
 Personalization of Web site for easy ordering
 Pre-knowledge of past purchases
 Consultant or expert advice for products and services