Personal and Laundry Services (U.S.) — Subsector Primer

NAICS 2022 code 812 — Personal and Laundry Services. NAICS is the North American Industry Classification System, the standard code U.S. statistical agencies use to group businesses. This is a three-digit subsector — one level below a sector and one level above an industry group. It rolls up four four-digit industry groups: 8121 Personal Care Services, 8122 Death Care Services, 8123 Drycleaning and Laundry Services, and 8129 Other Personal Services.[1]

This is a rollup primer. Its distinctive value is the contrast across the four children — how big each is, which way each is moving, who owns it, and how you can (or cannot) invest. It synthesizes the four already-written child primers plus our ground-truth federal statistics for this level; it does not re-research the children from scratch. For company-by-company detail, see each child's own primer.

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1. Overview

Subsector 812 is the "services to the person and the household" corner of the economy: the businesses that groom your body, dispose of your dead, clean your textiles, and handle a grab-bag of other personal chores (your pets, your parking, your photos). On our ground-truth federal figures it is a ~$144.1 billion (employer receipts) service economy spread across ~272,800 establishments, ~228,500 firms, and ~1.56 million workers — and it is one of the most local, labor-intensive, low-wage, and fragmented corners of the whole economy.[2][3]

Three facts define the entire subsector for an investor:

• It is enormous by count and tiny by ownership. The four largest firms hold just 10.2% of receipts (the four-firm concentration ratio, CR4), and the market-concentration index (the Herfindahl-Hirschman Index, HHI — a 0–10,000 score where higher means more concentrated) is 36.8, a hair above the theoretical floor and far below the 1,500 that antitrust regulators call "unconcentrated."[3] Average pay is roughly $33,400 a year, reflecting part-time, tip-heavy, hourly, and commission labor.[2] And these employer figures sit on top of a vast self-employed base the federal count never sees.
• It is four unrelated businesses under one taxonomy roof. Haircuts, funerals, uniform rental, and dog daycare do not compete with one another, do not sell to one another, and run on genuinely different economics. The subsector is an accident of statistical housekeeping, so the value of looking at it as a group is almost entirely the contrast between the children.
• It is defensive at the core but not uniform. Much of the money is non-deferrable or recurring — hair grows, people die, hospitals need clean linen, pets need care — which makes 812 more recession-resilient than most consumer services. But it carries discretionary layers (spa visits, photo gifts, event parking) that get cut first, and secularly declining pockets (traditional dry cleaning, one-hour photo, tanning, commercial diet centers) that shrink regardless of the cycle.

The single most useful map of this subsector is where the public equity lives. In two of the four children — death care (8122) and the linen-and-uniform slice of laundry (8123) — there are large, liquid, listed operators that actually do the work in the code (Service Corporation International; Cintas). In the other two — personal care (8121) and other personal services (8129) — there is essentially no clean public pure-play at all, and exposure is a private-market undertaking. If you take one thing from this page, take that split.

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2. What's inside — the four children and how they differ

The four children sum almost exactly to the subsector on every countable federal measure (see Section 3), so this is a true rollup. What differs is nearly everything about how each one makes money. Shares below are of the employer-only federal totals for this level.

How to read the table. Two contrasts do most of the work.

First, size does not equal jobs does not equal dollars-per-site. Personal care (8121) is the giant — roughly four of every ten dollars, nearly six of every ten storefronts, and half of all the jobs — so the subsector's headline profile (fragmented, local, low-wage) is basically salon economics writ large. But receipts-per-establishment run the opposite way: personal-care and pet-care shops average a few hundred thousand dollars a year, while a funeral home, a dry-clean plant, or an industrial laundry runs several times that, and a linen-and-uniform plant averages ~$8 million. The subsector packs a huge number of tiny person-facing shops next to a small number of larger, more industrial operations.

Second, and most important for an investor, the four children route to completely different capital markets. Death care and the linen/uniform slice of laundry are where scale genuinely exists and where nearly all the listed operators live. Personal care and other personal services are where the headcount and establishments concentrate but the public shelf is empty — private, small-scale, entrepreneurship-through-acquisition worlds. Same subsector, two different investable universes.

A note on concentration — you cannot average CR4s. The subsector's CR4 of 10.2% is lower than three of its four children (8129 12.5%, 8122 21.3%, 8123 37.4%) and only above the near-atomistic personal-care child (3.4%).[3][4][6] That looks backwards until you see why: the subsector's four largest firms are almost certainly the linen/uniform consolidators and the death-care leader — the biggest fish in the two concentrated children — but once you drop them into a combined $144 billion pool of ~228,000 mostly tiny shops, even the giants control barely a tenth of it. The blended figure describes none of the children; it describes how thoroughly a few large operators are diluted in a sea of local businesses.

Where the money is quietly leaving the code. A recurring theme across the children is that the highest-growth spending is migrating out of 812 into other sectors: medical aesthetics and obesity-drug weight loss move from personal care into Health Care (Sector 62), and online dating — the real growth engine of the "all other" child — is booked in the Information sector, not here.[4][7] So even the $144 billion understates how much Americans spend on "personal services" broadly defined.

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3. Size (this level's rollup figures)

Read the caveat first: these are employer-only figures — the corporate tip of a much larger, mostly self-employed iceberg. Federal business statistics — County Business Patterns (CBP, the Census annual establishment count) and the Economic Census (EC) — count only firms with employees on a payroll. This subsector is unusually dominated by the opposite: booth renters, solo groomers and sitters, home studios, one-person shops, and absentee laundromat owners.

Core federal figures for NAICS 812 (from our ground-truth ingested data; the counts combine 2023 CBP with 2022 EC concentration data, so read them as a consistent set, not a single synchronized year):

(Receipts are 2022 EC and employment is 2023 CBP, so per-employee and per-establishment ratios cross two vintages — treat them as approximate. "Receipts" is Census terminology for sales/revenue.)

The children reconcile — almost exactly. The four children sum to the subsector on every countable metric: establishments 160,726 + 20,232 + 29,017 + 62,812 = 272,787; employees 764,640 + 140,806 + 256,702 + 394,520 = 1,556,668; receipts $54.8B + $23.4B + $31.2B + $34.7B ≈ $144.1B; annual payroll $23.4B + $6.4B + $9.6B + $12.7B ≈ $52.0B.[4][5][6][7] The one figure that does not quite add is firms: the children report 140,553 + 14,347 + 24,456 + 49,123 = 228,479, but the subsector counts 228,465 — a gap of only ~14 firms.[3] That tiny gap is itself informative: it is the handful of companies that operate across two different children (a salon chain that also runs a laundry, say), counted once each below but deduplicated here. It is minuscule precisely because these four businesses are so unrelated that almost no firm straddles them.

Concentration — a textbook fragmented subsector. CR4 10.2%, HHI 36.8 — even the 50 largest firms hold only 22% of reported receipts.[3] And those figures overstate concentration, because they exclude the enormous self-employed base. The subsector is about as close to perfect competition as federal data measures.

The SBA size standard (U.S. Small Business Administration, which sets thresholds for federal small-business program eligibility) is set at the child level and ranges from $9.0 million (most personal-care and pet-care services) to $47.0 million (linen/uniform supply), with death care at $25 million.[9] Effectively every operator in the subsector qualifies as a small business.

The undercount — larger here than in most subsectors, and heaviest in two children. CBP and the EC exclude the self-employed, nonemployer businesses, and firms with no employer ID.[8] The gap is not uniform:

• Heavy in personal care (8121) and other personal services (8129). These are dominated by solo operators — booth-renting stylists, home-based nail and lash techs, solo tattoo artists, self-employed groomers, dog walkers, sitters, trainers, planners. Federal analysis found nonemployers were ~84% of pet-care businesses alone; the broad personal-care footprint plausibly runs to well over a million mostly one-person operations.[4][7]
• Light in death care (8122) and the linen/uniform slice of laundry (8123). Funeral homes and industrial launderers are overwhelmingly employer firms, so their federal counts are close to the real thing (though death care's for-profit cemetery figures exclude the country's large government, religious, and tribal cemetery ground).[5][6]

So the true footprint of subsector 812 is materially larger than $144 billion — plausibly well over $200 billion once the self-employed and the excluded non-commercial slices are counted, with the fastest-growing dollars (aesthetics, obesity drugs, online dating) leaving the code entirely. Treat the $144.1 billion as an audited employer floor, not a ceiling.

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4. Investable universe (where value concentrates across the children)

There is no subsector-wide pure-play and no exchange-traded fund (ETF) for 812 — it is too fragmented and too internally unrelated for one. Public access is concentrated in exactly two children; the other two you reach only obliquely. No listed company reports on a clean NAICS basis, so never read a company's sales as level or child market share. (Tickers and scale appear here and in Section 10 only; the subsector itself is overwhelmingly private.)

Where you can buy the operator directly:

Where the public market only sells you the edges:

Where value concentrates. Across all four children the money flows away from the person doing the work and pools in the layers above them — but to different destinations. In death care it pools in scale operators that compound preneed (prepaid-funeral) backlogs and trust income; in linen/uniform it pools in the route-density nationals; in personal care it pools in franchisors, salon-suite landlords, and private-equity (PE) aesthetics platforms; in other personal services it pools in franchises, marketplaces, and — outside the code — dating platforms. The service chair, plot, press, and leash are where labor value accrues; the brand, route, land, trust, and platform are where investor value accrues. And publicly, you can only buy that investor layer directly in two children.

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5. How the money works

Because the children are unrelated, the subsector has no single profit-and-loss logic — but three business archetypes recur across all four, and knowing which one you are underwriting is the whole game:

• The local service operator (utilization business). A funeral home, salon, dry cleaner, pet-care facility, or parking operation is a mostly fixed-cost location where profit comes from running more volume through it. The scorecard is the same everywhere: capacity × utilization × ticket (an empty chair, chapel, press, or kennel run earns nothing but still pays rent), plus service mix, retention/rebooking, and rent as a share of sales. Margins are typically thin single digits, and — because so much of the work is a personal relationship — the customer often follows the individual practitioner, not the shop.[4][5]
• The landlord / annuity layer. Convert variable labor into predictable income: booth- and suite-rental in salons, cemetery interment rights and perpetual-care trusts, parking real estate, laundromat machine routes. Little payroll, real-estate-like cash flow — the model that attracts institutional capital because it turns a labor-heavy service into a rent roll.[4][5]
• The asset-light aggregator above the workers. Royalties (franchising, ~6% of a franchisee's sales in personal care), recurring subscriptions and memberships (linen/uniform rental, waxing/massage clubs, diet subscriptions), the preneed float in death care, and network-effect platforms (dating apps). This is where scale value compounds — and, in death care and linen/uniform, where the listed operators actually earn their margins (route density lets the largest linen operator run the fattest gross margin).[5][6]

The through-line for investors: every child rewards the same thing — spreading a fixed cost (a location, a plant, a truck route, a plot of land) across more paying volume — which is exactly why scale and density win everywhere and why the winners are consolidators. But at the service-delivery layer the work stays local and labor-bound, so consolidation happens one layer up. Publicly, only two children (death care, linen/uniform) let you own that scale layer directly; in the others, shops change hands privately on a low multiple of seller's discretionary earnings (SDE) — the owner-operator's total economic benefit — and the buyer's return hinges on retaining the practitioners and their client books.

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6. Demand drivers

The children answer to largely uncorrelated demand — the subsector's one accidental virtue as a basket:

• Personal care (8121): biological recurrence (hair grows, nails chip — non-deferrable maintenance on a short cycle), the normalization of "self-care" spending, grooming and social-media culture, and — in the diet niche — the obesity epidemic now reshaped by GLP-1 (glucagon-like peptide-1) weight-loss drugs.[4]
• Death care (8122): the death rate itself — the fundamental that makes the child recession-resistant — lifted by a multi-decade demographic tailwind as the baby-boom generation ages into peak-mortality years, and reshaped by the long shift from burial to cremation, which lowers revenue per death.[5]
• Drycleaning & laundry (8123): three different curves — rental-housing stock and renters without in-unit laundry (laundromats), white-collar dress codes eroded by remote/hybrid work (dry cleaning, a secular decliner), and employment plus healthcare volume plus the outsourcing tailwind (linen/uniform).[6]
• Other personal services (8129): pet "humanization," the decline of printed photos against a niche film revival, commuting/travel/event access (parking), and discretionary income plus life events (weddings, fitness, dating adoption).[7]

Common threads. Much of the subsector is non-deferrable or recurring, which is why 812 as a whole is more recession-resilient than most consumer services. But every child carries a discretionary layer (spa visits, premium funerals, delivery dry cleaning, photo gifts, event parking) that gets stretched or cut in a downturn — customers trade down, do it themselves, or delay — and the person-facing children share one tail risk the rest of the economy mostly does not: a public-health shutdown, as 2020 demonstrated when salons, and much of this subsector, were ordered closed.

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7. Regulation

None of the four children is a rate-regulated or federally licensed industry; regulation is light, mostly state and local, and follows the activity rather than the NAICS label — but the binding rules differ sharply by child:

• Personal care (8121): state occupational licensing of stylists, barbers, nail techs, estheticians, and massage therapists (a structural supply constraint that props up wages); worker-classification exposure on the booth-rental model; and Federal Trade Commission (FTC) policing of deceptive weight-loss claims and auto-renewal subscriptions.[4]
• Death care (8122): the federal FTC Funeral Rule (itemized price lists, no mandatory packages), plus state licensing and the crucial money rules — preneed and perpetual-care trust funding. A pending FTC proposal to require online price posting is the biggest federal swing factor.[5]
• Drycleaning & laundry (8123): environmental rules are the defining issue — the EPA's (Environmental Protection Agency) phase-out of the dry-cleaning solvent perchloroethylene ("perc"), plus legacy contamination liability; OSHA (Occupational Safety and Health Administration) bloodborne-pathogen rules for healthcare linen; and, most prominently, the antitrust review of the Cintas–UniFirst merger.[6]
• Other personal services (8129): genuinely horizontal and light — animal-welfare and kennel rules (pet care), environmental/data-privacy rules (photofinishing), parking-minimum reform and accessibility (parking), and, at the high-stakes edge, cash-bail reform (bail bonds) and auto-renewal enforcement (dating).[7]

The one theme that cuts across the whole subsector is worker classification. Booth-rental stylists, gig pet-sitters and dog-walkers, valet operators, personal trainers, and dating/task platforms all lean on independent contractors (1099 workers). Any move to reclassify them as employees — by the IRS, the U.S. Department of Labor, or stricter state tests — would raise costs across multiple children at once, and it is the single biggest regulatory risk to the dominant "landlord/platform" models.

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8. Consolidation

On the headline numbers this is one of the least-concentrated subsectors in the economy (CR4 10.2%, HHI 36.8), and because those figures exclude the huge self-employed base, the real market is even more fragmented.[3] But the children consolidate at very different speeds and for different reasons:

• Ahead: death care and linen/uniform. These are the two children where scale genuinely compounds — irreplaceable, well-sited cemetery land and preneed trust scale in one; route density and purchasing leverage in the other. They hold the subsector's largest firms and its marquee deals (SCI's ongoing roll-up of family funeral homes; Cintas's ~$5.5 billion agreement to acquire UniFirst).[5][6][11]
• Behind: personal care and other personal services. Near-zero barriers to entry, minimal scale economies, and personal moats (loyalty attaches to the individual stylist, groomer, or artist, who can walk out with the client book) keep these atomized. Consolidation happens only at the layers above the worker — franchising, salon-suite and aesthetics roll-ups, pet-care platforms — with very long runways still to run.[4][7]

The unifying lesson: at the service-delivery layer these businesses resist consolidation because the work is local, labor-bound, and relationship-driven; where roll-ups succeed, it is always at the brand, franchise, route, real-estate, trust, or platform layer sitting above the workers. Private equity is the common actor across all four. And a nationally atomized subsector can still be locally concentrated — a single heritage funeral home, well-located garage, or dominant town salon can command most of its trade area — so antitrust and competitive analysis bite locally, not nationally.

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9. Risks

• Worker classification (cross-cutting). Reclassifying contractors as employees would upend the booth-rental, gig, and platform models across multiple children simultaneously, carrying back-tax and back-wage exposure.[4][7]
• Key-person / client-book risk. Across the person-facing children, clients follow the practitioner; a departing stylist, groomer, or funeral director can take the revenue with them — a structural churn problem that undermines roll-ups and a reason not to overpay for a shop that depends on its selling owner.[4][5]
• Discretionary trade-down and shutdown risk. Downturns stretch intervals, push do-it-yourself substitution, and cut the discretionary layers first; a public-health shutdown can close the person-facing doors entirely.
• Secular decline in pockets. Traditional dry cleaning, one-hour photofinishing, indoor tanning, and commercial diet centers are structurally shrinking regardless of the cycle — and the diet niche faces outright substitution by GLP-1 drugs.[4][6][7]
• Thin margins, no scalability, input-cost inflation. Rent, labor, utilities, and chemicals are the whole cost stack; running fifty locations is rarely much cheaper per location than one, which caps outside-investor returns.
• Leverage / PE roll-up risk. Consolidators fund deals with debt; elevated multiples plus leverage make returns depend on continued growth (the death-care and diet histories both carry cautionary bankruptcies).[5][12]
• Concentration/antitrust in the two consolidated children. The Cintas–UniFirst deal and local funeral/cemetery mergers draw regulatory scrutiny that resets the investable map.[6][11]
• Data opacity (subsector-wide). Employer-only federal figures make market-size and concentration look more precise than the true, largely self-employed industry actually is — and the highest-growth spending (aesthetics, obesity drugs, online dating) is migrating out of the code, so 812 as a "stock-market sector" barely exists. Do not mistake the federal category for an investable theme.[2][8]

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10. How to invest & outlook

The subsector is not a single trade — pick a lane, and know which capital market it lives in.

Public routes are thin, and concentrated in two children. There is no large-cap or pure-play stock for 812 as a whole and no ETF.

• Death care (8122) is the cleanest public exposure in the entire subsector: SCI is a large, liquid, near-whole-child proxy (national scale, growing preneed backlog, dividend plus buybacks); CSV is a smaller, more leveraged consolidator; MATW is an indirect products play.[10]
• Linen/uniform (8123) is the other: Cintas is the blue-chip compounder (best route density and margins, premium valuation); Vestis is a contrarian turnaround; UniFirst trades as a merger-arbitrage special situation pending the Cintas deal.[11]
• Personal care (8121) and other personal services (8129) offer only edges — micro-caps, diet turnarounds and the GLP-1 drug makers that captured their demand, a beauty retailer, a pet retailer (Petco), the dating apps (analyzed as subscription technology), and equipment/chemical/product suppliers.[12][13] Treat any of these as segment or adjacent exposure, not a pure play, and check each name's segment mix and balance sheet.

Private routes are where most of the subsector actually lives — and the only realistic way into two of the four children:

• Own or buy a location (a salon, funeral home, laundromat, dry-clean plant, kennel, or garage) on a low SDE or EBITDA multiple — but you are usually buying practitioners and their client books, so retention terms and normalized owner compensation matter more than fixtures.
• Become a multi-unit franchisee (hair, waxing, pet daycare) — the most repeatable way to deploy capital; read the Franchise Disclosure Document closely and call current and former franchisees.
• Back a landlord, route, trust, or roll-up — a salon-suite landlord, an aesthetics or med-spa platform, a linen/healthcare-linen roll-up, a death-care consolidator, a parking real-estate strategy — steadier, real-estate- or subscription-like cash flow that sidesteps the worst worker-classification exposure.

The central diligence question is the same across the whole subsector: does the cash flow survive the departure of the owner or a top practitioner?

Outlook (forward-looking judgment, not settled fact). The base case is a large, stable, hyper-fragmented, defensive subsector growing at low-to-mid single digits, with its four children diverging. Death care grinds higher on demographics while cremation squeezes revenue per case and consolidation continues. Linen/uniform is the quality-and-growth core of laundry, carrying a healthcare/outsourcing tailwind, while dry cleaning slowly declines and laundromats stay a stable annuity. Personal care stays the resilient, atomized heart of the subsector — recurring maintenance, durable grooming culture, steady price increases — with the best returns accruing to franchisors and suite landlords rather than the chair. Other personal services stays four separate bets, led by pet care's humanization tailwind. Across all four, value accrues to whoever wins on brand, density, land, trust, or platform — not to the industry growing — and the subsector-wide swing factors to watch are worker classification, labor supply, consumer trade-down, and the pace at which the highest-growth spending migrates out of the code into health care and technology. For most investors the takeaway is blunt: 812 is a collection of good small businesses and, with two exceptions (death care via SCI and linen/uniform via Cintas), poor public-market securities — the durable returns live with the person doing the service, the brand that franchises it, the route that recurs, or the landlord who rents them the room.

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Sources

Synthesized from the four child primers (NAICS 8121, 8122, 8123, 8129) plus our ground-truth federal statistics for the 812 subsector; numbering is this page's own.

1. U.S. Census Bureau, 2022 NAICS — Subsector 812 "Personal and Laundry Services" and industry groups 8121 / 8122 / 8123 / 8129 (definitions and structure; health-care and Information-sector boundaries). https://www.census.gov/naics/?input=812&year=2022
2. U.S. Census Bureau, County Business Patterns, 2023 — NAICS 812 (our federal ground truth: establishments 272,787; paid employees 1,556,668; annual payroll $52.040B; first-quarter payroll $12.449B). Via Histometrics ingested federal statistics. https://www.census.gov/programs-surveys/cbp.html
3. U.S. Census Bureau, 2022 Economic Census — Concentration of Largest Firms (EC2200SIZECONCEN), NAICS 812 (our federal ground truth: firms 228,465; receipts $144.056B; CR4 10.2%, CR8 13.4%, CR20 17.8%, CR50 22%; HHI 36.8). Via Histometrics ingested federal statistics. https://data.census.gov/table/ECNSIZE2022.EC2200SIZECONCEN
4. Histometrics child primer, NAICS 8121 — Personal Care Services (receipts $54.76B [2022 EC]; 160,726 establishments / 764,640 employees / $23.36B payroll [2023 CBP]; 140,553 firms; CR4 3.4%, HHI 5.3; hair/nail/skin vs. other-personal-care "barbell"; GLP-1 disruption; salon-suite and aesthetics roll-ups).
5. Histometrics child primer, NAICS 8122 — Death Care Services (receipts $23.4B [2022 EC]; 20,232 establishments / 140,806 employees / $6.44B payroll [2023 CBP]; 14,347 firms; CR4 21.3%, HHI suppressed; funeral homes vs. cemeteries; preneed/perpetual-care trusts; SCI/CSV/MATW; cremation shift; FTC Funeral Rule).
6. Histometrics child primer, NAICS 8123 — Drycleaning and Laundry Services (receipts $31.22B [2022 EC]; 29,017 establishments / 256,702 employees / $9.55B payroll [2023 CBP]; 24,456 firms; CR4 37.4%, HHI suppressed; coin-op / dry cleaning / linen-uniform; Cintas/UniFirst/Vestis; Cintas–UniFirst ~$5.5B pending FTC; perc phase-out).
7. Histometrics child primer, NAICS 8129 — Other Personal Services (receipts $34.69B [2022 EC]; 62,812 establishments / 394,520 employees / $12.70B payroll [2023 CBP]; 49,123 firms; CR4 12.5%, HHI 52.8; pet care / photofinishing / parking / all-other; dating apps booked in Information sector; Petco, Match Group).
8. U.S. Census Bureau, County Business Patterns methodology / Nonemployer Statistics (employer-only coverage; self-employed and no-payroll businesses excluded and counted separately). https://www.census.gov/programs-surveys/nonemployer-statistics/about/faq.html
9. U.S. Small Business Administration, Table of Small Business Size Standards (NAICS 812-series thresholds, ~$9.0M–$47.0M average annual receipts by industry; death care $25M), 2023. https://www.sba.gov/document/support-table-size-standards
10. Death-care listed operators — Service Corporation International (NYSE: SCI), Carriage Services (NYSE: CSV), Matthews International (Nasdaq: MATW) SEC filings; via child primer 8122. https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0000089089
11. Linen/uniform listed operators — Cintas (Nasdaq: CTAS), UniFirst (NYSE: UNF), Vestis (NYSE: VSTS) SEC filings; Cintas–UniFirst merger announcement (2026) and FTC Hart-Scott-Rodino review; via child primer 8123. https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0000723254
12. Personal-care-adjacent listed names — Regis (RGS), MiniLuxe (MNLX), WW International (WW), Medifast (MED); Novo Nordisk (NVO), Eli Lilly (LLY); Ulta (ULTA), Sally Beauty (SBH); via child primer 8121. https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0000716643
13. Other-personal-services listed names — Petco (WOOF); Match Group (MTCH), Bumble (BMBL), Grindr (GRND); Cimpress (CMPR), Apollo Global Management (APO) — dating apps classified in the Information sector; via child primer 8129. https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0000891103

Note: child-industry concentration figures (8121 CR4 3.4%; 8122 CR4 21.3%; 8123 CR4 37.4%; 8129 CR4 12.5%) are drawn from the four child primers' 2022 Economic Census tables and are shown only to contrast the children against the subsector totals in source [3]. The subsector's own HHI (36.8) and CR ratios are published federal values; no suppressed value is stated.