Position of Market Dominance as Employer of Choice - Powerful Business Strategies

0:04 Hi, you live then too, censure. Wow for you. This is the pipemin here on the Avengers Pipe Man W four c Y Radio with our powerful business strategy expert Michael Barberita here for to give us some great strategies and clean Today we're going to talk about position of market dominance as employer of choice. Tell us what it's all about, Michael will do. Dan, thanks for having me so. As as you know from previous shows, the position of market dominance is the problem the customer has it doesn't want, and the solution they want they can't find.

0:55 You come up with that combination and you'll get more business that you can handle. If it's the right problem. You get to identify the right problem. So a lot of my clients have come to me and asked me, you know I'm having problems getting good people. Well, it involves a little bit more than just the what I'm about to say, but not much more, and that is this a position of market dominance works extremely well with customers, but it also works extremely well in finding employees and becoming the employer of choice because you're identifying the problem the employee has that they don't want along with the solution that they're looking for that they can't find, So it not the position of market dominance not only works with customers and acquiring customers, acquiring leads, and converting people into your process, but it also helps you become the employer of choice because you're identifying problems employees have that they don't want, that they are looking for and they can't find it anywhere, or they can't find it many in many places, and that's that's the value. That's how an employer can become an employer of choice by really brainstorming the problems that employees have. And one great way to do it is asking your current employees why they like working there and getting feedback from them as

2:28 to how things can improve and if you can make that improvement, that's a problem that you're solving for a new employee. So interviewing your employees. Is really important in terms of getting a perspective as to what problems that they have or what they like about working there, and if it's just running the mill stuff that they give you, you've got to figure out what the real problem is that that that employee has, because you're going to stand out if you can identify those problems solve them. You're going to say it, you're going to stand out, You're going to become the employer of choice. So we've always talked about position of market dominance as a marketing strategy, and it is, but it's also an employee acquisition strategy as well, and so it works well on both sides of the of the dynamic.

3:20 So tell us a little bit about how people can find out more from you about this and what strategies you could implement for them. Well, what we do with it's a whole The Position of Market Dominance Employer of Choice is a ninety day program that we have. We have a ninety day program for ninety days to pass cash. It's a cash flow program. So we have that. We have a ninety day program called Position of Market Dominance Employer of Choice. We have a ninety day program called Position of Market Dominance. So to get more information is you go to our website. You go to the contact page. Our website is NEXTTEPCFO dot net. Go to the contact page, fill out the contact form and write in the description section employer of Choice. And then what we would do is it's a ninety day program because it involves understanding the culture of your company.

4:22 It involves really dig and how you go about it. Also involves how you go about finding the problem that the employees have that they don't want, And it also involves taking a look at your benefits package, maybe streamlining that, maybe even reducing it. I've seen situations where we reduced it because whatever benefit that that company had was not a real problem that employees had. So if it's not a real problem that they have, then you know, why offer it? Why and why promote offering it if it's not a problem that. They have, and maybe it's not a benefit fit to them if it's not a problem they have. Yeah, exactly, So if it isn't, Yeah, so you know you've gotta You've got to kind of review those things as well, uh, in terms of your benefits that you're offering.

5:10 And like I said, if you've got to really stot understanding what employees problems are through your employees number one. Number two, I've also done it with in my situation, uh, in hiring employees. I've also done it in interviews where I don't like the person that much and I don't think I'm going to hire them, I still want to ask them what is problem, you know, what the problems that he has with with other places that you know, he chose to interview here, so you could actually you can actually get feedback from from interviews. And by the way, you can do it with a good interview too. With someone you want to hire, you can do with this, but you can do it with somebody you still want to hire as well.

5:55 Well. You getectives too, right exactly. And look, the whole thing in both marketing and finding employees is identifying that problem that they have and they could be with it. Many times. The problem they have is with the industry. In other words, from a marketing standpoint, they have a you know, the customer has a problem with contractors not shown up on time or making a mess of the house after they leave all that, so you will deal with you address those issues in your marketing and the same thing with marketing for employees. You find you've got to find out what is their hot button, what what what turns them on about a company, because ninety percent of the time it's not money.

6:38 It's not money. So in the contracting business, it's career development and career paths. There's no real career path for a carpenter. You know, they could be a lead, but that's it. You know what we've done with many of my clients in the construction businesses, we've had levels of compentry. So coppenter one is at the entry level, but then you can get promoted to coppenter two. In order to get promoted to competent to two, you have to understand this, this, this, and this and then cop it to three before they become a lead. But it's a career path. Career path. That's something that's missing in the trades.

7:20 Yeah, that's true. And so why do you think businesses may not focus on market dominance with their employees or you know, maybe why don't they you know, why don't they even think about it? Sometimes? Well, they just they they look at the messages that the one adds and the messaging that they've been attracted to and or has historically worked or is what everybody else is doing. Okay, look at other people's ads and say I'll copy that. They copy it, and but but if it doesn't identify the problem the customer has, you're not going to get the action, and you're not going to get the quality.

8:13 You're gonna get the you know the scrubs. Is there ain't disadvantage to them putting a focus on those employees, on the market dominance with the employees. Is there a benefit to an employer Why they wouldn't want to do that? Oh? No, other than that's different. You know, change, change is hard, uh, Dean change hard. It's hard for some business owners just repel it, uh completely. And I can never work with that kind of situation. You have to be open minded, uh, in order to work with me, because we create strategies that your competition isn't doing.

8:55 So yeah, that's change. That's changed, and change is difficult. I was just having this discussion last night with my son. Actually, you know, like in the industry I'm in, you either change or you die, because when technology is moving so fast and things are evolving so fast, because so you constantly have to reevaluate. And we were talking about a perfect example of the absolute disaster when you don't change and you're resistant to change and you don't want change. And that's the company IBM, because they're still to this day and we're talking about we're going back like forty years to this day, they still haven't figured it out, and still they were the serious dominant technology company, but they refuse to let the main frame go away, and they were very resistant to Bill Gates idea of a PC in every home and here we are you know, you know so, And to this day they still struggle and they will never be the relevance they ever were again because of the resistance to change.

10:10 Yep. And and business owners are the same way. It's hot. Change is hard, yeah, and it's hard to convince business owners to change, especially when they have a certain you know, parochial method that they've always used and you know that's always worked. Well. Well, I say, I think it's a different now. Yeah, I say they need to reach out to you and schedule something with you, because the only thing constant in life is change. There you go. I agree. Thanks once again, Michael, and uh we'll see you next week as we are going to build some twenty twenty seven strategic plans in quarter three. So everybody, thanks for listening to the adventures of pipe Man and our powerful business strategies with our resident expert from NeXTSTEP CFO Michael Barbarita, and we will see you again next week.

11:02 Thank you for listening to the adventures of pipemen on w for Cui Radio