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The Most Profitable Industry in Every U.S. State

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The Most Profitable Industry in Every U.S. State

The 11 Major Industries Leading America’s Exports

The Most Profitable Industry in Every U.S. State

A glance the leading industries in the U.S. reveals a few surprises – and less diversity than you might think.

Today’s graphic from HowMuch.net uses data from GO Banking Rates and the U.S. Census Bureau to map out the most profitable industry in each U.S. State.

A Unique State Identity

While each U.S. state is unique in its cultural identity, the lay of the land determines which industries will thrive. Where some regions are ideal for agriculture, others have built a strong foundation of industry and research, and still others have established themselves as tourism hubs.

Whatever industry has staked its claim in your particular state, it has a direct link to your state exports and local economy.

It’s important to note that the most profitable industry is not necessarily the biggest industry in each state. The following figures are based on the value of top-selling industry products in 2017, using Harmonized System (HS) codes and U.S. Census Bureau data.

Rounding out the top five:

  1. Texas – Abundant oil supply helped the Lone Star State bring in more than $73 billion from mineral products last year.
  2. Washington – Despite a 9% drop from the previous year, aerospace still pulled in $42 billion for Washington state in 2017.
  3. California – Machinery and mechanical appliances lead the Golden State, to the tune of $27 billion.
  4. New York – Diamonds are New York’s best friend, where the precious metals and stones industry earned more than $25 billion in export sales.
  5. Louisiana – Its proximity to the Gulf of Mexico makes Louisiana a hub for mineral products, particularly oil. The industry raked in more than $23 billion in exports last year.

Diversify and Conquer

While some of these designations are nearly automatic – like fishing in Maine and Alaska – others are more surprising. Most surprising of all is the variety, or lack thereof: 50 states share a mere 11 major industries. When those industries are touched by market volatility or trade disruptions, it can prompt a ripple effect across several state economies.

Here’s a detailed breakdown of each state’s major industry, and the value of top-selling products last year:

StateMost Profitable IndustryValue of industry's top-selling products (2017)
AlabamaAutomotive$8 billion
AlaskaFishing$2.359 billion
ArizonaMachinery and Mechanical Appliances$4.27 billion
ArkansasAerospace$1.5 billion
CaliforniaMachinery and Mechanical Appliances$27 billion
ColoradoMeat$1 billion
ConnecticutAerospace$5.627 billion
DelawareAutomotive$858 million
FloridaMachinery and Mechanical Appliances$7.576 billion
GeorgiaAerospace$6.694 billion
HawaiiAerospace$370 million
IdahoMachinery and Mechanical Appliances$1.309 billion
IllinoisMachinery and Mechanical Appliances$5.7 billion
IndianaAutomotive$7.526 billion
IowaMeat$1.324 billion
KansasAerospace$2.565 billion
KentuckyAerospace$11.649 billion
LouisianaMineral Products$23 billion
MaineFishing$431 million
MarylandAerospace$814 million
MassachusettsPrecision Instruments$3.2 billion
MichiganAutomotive$22.735 billion
MinnesotaPrecision Instruments$2.417 billion
MississippiMineral Products$3.076 billion
MissouriAutomotive$2.234 billion
MontanaMineral Products$256 million
NebraskaMeat$1.52 billion
NevadaAccommodation and Food Services$20 billion
New HampshireMachinery and Mechanical Appliances$1.685 billion
New JerseyPrecious Metals, Stones, etc.$2.624 billion
New MexicoMachinery and Mechanical Appliances$1.835 billion
New YorkPrecious Metals, Stones, etc.$25 billion
North CarolinaMedical$3.698 billion
North DakotaMineral Products$1.814 billion
OhioAutomotive$6 billion
OklahomaMachinery and Mechanical Appliances$1.1 billion
OregonMachinery and Mechanical Appliances$10.125 billion
PennsylvaniaMineral Products$3.672 billion
Rhode IslandPrecious Metals, Stones, etc.$670 million
South CarolinaAutomotive$10.107 billion
South DakotaMeat$223 million
TennesseePrecision Instruments$3.425 billion
TexasMineral Products$73 billion
UtahPrecious Metals, Stones, etc.$3.714 billion
VermontMachinery and Mechanical Appliances$1.6 billion
VirginiaMachinery and Mechanical Appliances$1.5 billion
WashingtonAerospace$42.163 billion
West VirginiaMineral Products$3.261 billion
WisconsinMachinery and Mechanical Appliances$1.538 billion
WyomingChemicals and Allied Industries$1.25 billion

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Economy

The $300 Billion Counterfeit Goods Problem, and How It Hurts Brands

Every year, the global economy loses over $300 billion from the sale of counterfeit goods. Here are the problems created by this, and why they matter.

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When you are walking along the boardwalk on vacation, you know it’s a “buyer beware” type of situation when you buy directly from a street vendor.

Those Cuban cigars are probably not Cubans, the Louis Vuitton bag is a cheap replica, and the Versace sunglasses too cheap to be the real thing.

But what if you placed an order for something you thought was truly legitimate, and the fake brand had you fooled? What if this imitation product fell apart in a week, short-circuited, or even caused you direct harm?

Can you Spot a Fake?

Today’s infographic comes to us from Best Choice Reviews, and it highlights facts and figures around counterfeit goods that are passed off as quality brands, and how this type of activity damages consumers, businesses, and the wider economy.

The $300 Billion Counterfeit Goods Problem, and How It Hurts Brands

In 2018, counterfeit goods caused roughly $323 billion of damage to the global economy.

These fake products, which pretend to by genuine by using similar design and packaging elements, are not only damaging to the reputations of real brands – they also lead to massive issues for consumers, including the possibility of injury or death.

A Surprisingly Widespread Issue

While it’s easy to downplay the issue of fake goods, it turns out that the data is pretty clear on the subject – and counterfeit goods are finding their way into consumer hands in all sorts of ways.

More than 25% of consumers have unwillingly purchased non-genuine goods online – and according to a test by the U.S. Government Accountability Office, it was found that two of every five brand name products they bought online (through 3rd party retailers) were counterfeits.

Some of the most common knockoff goods were as follows:

  • Makeup – 32%
  • Skincare – 25%
  • Supplements – 22%
  • Medication – 16%
    • Aside from the direct impact on consumers and brands themselves, why does this matter?

      The Importance of Spotting Fakes

      Outside of the obvious implications, counterfeit activity can open up the door to bigger challenges as well.

    • Economic Impact
      On a macro scale, the sale of counterfeit goods can snowball into other issues. For example, U.S. accusations of Chinese manufacturers for stealing and reproducing intellectual property has been a major driver of tariff action.
    • Unsecure Information
      Counterfeit merchants present higher risks for credit card fraud or identity theft, while illegal download sites can host malware that steals personal information
    • Criminal Activity
      Funds from illicit goods can also be used to help bankroll other illegal activities, such as extortion or terrorism.
    • Unsafe Problems
      It was found that 99% of all fake iPhone chargers failed to pass critical safety tests – and 10% of medical products are counterfeits in developing countries, which can raise the risk of illness or even death.

    The issue of fake goods is not only surprisingly widespread in the online era, but the imitation of legitimate brands can also be a catalyst for more serious problems.

    As a consumer, there are several things you can do to increase the confidence in your purchases, and it all adds up to make a difference.

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Business

The Reputational Risks That CEOs are Most Worried About

It takes decades to earn a reputation, and just one mistake to ruin it. Here’s what business leaders see as the biggest reputational risks.

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The Reputational Risks That CEOs are Most Worried About

View the full-size version of the infographic by clicking here

Building an enduring business isn’t easy work.

It can take decades to earn trust and respect in a given market, and it only takes one terrible miscue to unravel all of that goodwill.

As a result, it’s no surprise that the world’s best CEOs think a lot about evaluating these kinds of risks. So what do executives see as being the biggest reputational risks lingering over the next 12 months for their businesses?

Risky Business

Today’s infographic comes to us from Raconteur, and it breaks down the near-term reputational risks seen by CEOs as based on research by Deloitte.

The concerns highlighted in the survey fall into three major categories:

  1. Security risks: including physical and cyber breaches (41%)
  2. Supply chain: risks arising from extended enterprise and key partners (37%)
  3. Crisis response capabilities: how the organization deals with crises (35%)

Let’s dive a little deeper, to see why these broad areas are such a concern.

Security Risks

As more people work remotely, CEOs see a rising risk stemming from data breaches.

Although 89% of the C-suite believes that employees will do everything they can do to safeguard information, about 22% say their employees aren’t aware of offsite data policies. The devices most at risk, according to this group, are company mobile phones (50%), company laptops (45%) and USB storage devices (41%).

Supply Chain Risk

When it comes to maintaining the quality of your product or service, it’s not optimal to be reliant on third-parties.

However, it’s also unlikely for companies to be fully vertically integrated – somewhere along the way, you need to get raw materials from a supplier, or you need to rely on a logistics company to deliver your goods to market. The more borders that need to be crossed, and the further an item has to go, the more complicated it all gets.

In terms of supply chain risk, CEOs are mostly concerned about government action (or inaction): uncertainty about policy, over-regulation, trade conflicts, geopolitical uncertainty, and protectionism were all items that registered high on the list.

Crisis Management

It pays to be prepared when it comes to crises.

The only problem? It would seem the data that C-level execs need to make emergency decisions is not up to snuff. For example, 95% of CEOs see customer and client data as being necessary in such a situation, but only 15% of companies are successfully collecting such data.

The same gap seems to occur when it comes to other types of data, including brand reputation data, financial forecasts and projections, employee needs and views, industry peer benchmarking, and supply chain data.

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