Repair of other personal and household goods

Risk Level Moderate 2.5/5 overall
Strategies 36 frameworks applied
Structural Position · Chain Node
This industry occupies a standard mid-chain position, receiving inputs upstream and supplying downstream. All standard...
Depends on 3 infrastructure hubs: Other monetary intermediation · Non-life insurance · Treatment and disposal of non-hazardous waste
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Where It Sits in the Economy

Upstream inputs, downstream outputs, and supply chain membership based on global input-output flows.

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Direct-to-Consumer

This industry interacts directly with end consumers, bypassing intermediaries. Customer experience, brand loyalty, and demand-side pricing power are structurally stronger here than at any other chain position.

Upstream Supply Risk 2.9 / 5.0 Moderate

About This Industry

Sub-Sectors

  • 9529: Repair of other personal and household goods

Industry Type

SVC industries should not be penalised for low RP and SU scores — these are structurally appropriate for human service businesses. The meaningful risks are in Market Dynamics (MD: 2.98 mean), workforce elasticity (CS08),...

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Industry Classification
ISIC Rev. 4 9529 Class UN International Standard Industrial Classification
National Classification Equivalents
ANZSIC 2006 7712 Investigation and Security Services
ANZSIC 2006 9491 Clothing and Footwear Repair
ANZSIC 2006 9499 Other Repair and Maintenance n.e.c.
NACE Rev. 2 95.25 Repair and maintenance of watches, clocks and jewellery
NACE Rev. 2 95.29 Repair and maintenance of personal and household goods n.e.c.
NAICS 2022 811490 Other Personal and Household Goods Repair and Maintenance
NAICS 2022 812990 All Other Personal Services

Structural Position

Cross-sector analytical lenses applied to this industry's 81-attribute GTIAS scorecard, and which structurally similar industries share its risk DNA despite operating in entirely different sectors.

This industry does not trigger any of the five structural lenses under current GTIAS scoring.

Cross-Sector Structural Twins

Industries from entirely different sectors with near-identical GTIAS risk fingerprints — strategies that work in one often transfer directly to the other.

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