April 23, 2025 • 28 mins
When you create a Market Dominating Position (MDP) you’re on track to successfully scale your business. I discuss how to do that with my guest, Ed Middlebrooks.
Ed is not your typical business coach—he’s a strategic weapon for entrepreneurs who are done playing small. Ed Middlebrooks is the founder of Elite Profit Coach, where he works with driven business owners to uncover hidden profit, outmaneuver competitors, and install dominance into their markets.
Ed was the kid in the server closet for 25 years working a job in IT services. That job got him involved with business planning. He realized that technology affects the growth of a business. He found himself interfacing with high-level executives about more than just small technology issues. Ed began asking “How does the infrastructure of the business really allow us to foster growth and increase communications which ultimately increases sales and marketing results? “
Entering the Entrepreneurship World
After 25 Ed left the corporate IT world because he learned about real estate investing and how to automate a business using what he calls “The Five Steps of Every Business”; which is:
To get customers, you must first generate leads.
Prescreen those leads.
Construct and present offers.
Close quickly.
Follow up with everybody.
Those five steps exist in so many places within a business. In his real estate investing career, his firm bought 24 houses with none of their own money, no banks and no credit. He had 17 Air BnBs. He built a multimillion-dollar business providing rentals. He took the strategies that he learned from working with C-Suite executives, negotiating and networking. Ed discovered that the secrets of growing and scaling a business appear to be fairly unique to each business, but they all come down to a singular strategy or pattern. When you put the building blocks in the right order, things happen, your strategies work, and your business grows.
The Starting Point of Marketing Strategy and Business Growth
First, you must take an analysis of your business. When it comes to growing and scaling a business, most entrepreneurs look at how to generate more revenue. They’re always thinking about the income. They want to foster more business. Whereas that’s true to a point, what Ed finds is that a lot of businesses are just chasing good money after bad. For example, they spend money on ads without really understanding the fundamentals of their business and how the ads boost (or don’t boost) the bottom line.
Ed has a mantra that he’s learned along the way. That is “Revenue feeds the ego, but profit feeds your family.” When he talks about growing and scaling a business, he’ll show a business how to become more profitable without spending any extra money on marketing. This is assuming that there’s already a steady flow of business coming into that company. What they can do is make some changes. They can reduce the cost of goods sold, they can look at making more compelling offers, and so on.
Creating Your Market Dominating Position (MDP)
One thing stands out above everything else. That is understanding your company’s Market Dominating Position (MDP); sometimes referred to as the Unique Selling Position. What is the MDP of your company? If you don’t have that all you’re doing is throwing money into marketing, hoping that people connect with your messaging. You’re doing what everyone else does. When you do that, you can end up stuck in a red ocean (filled with “sharks”) and you’re not in a blue ocean. Ed’s not talking about creating a product that nobody else has. He’s talking about what the capacity of your business is to provide and deliver unique and superior value amongst your competition.
Here’s another question that you must ask regardless of what your industry is. The question comes down to “What are the benefits you offer to your target market that set you apart from all of your competitors?” Once you figure that out,
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
Welcome to a special idea scaling edition of
the idea climbing podcast. You can dominate your
market and scale your business when you create
a market dominating position. I discuss how to
do that in this episode with my guest,
Ed Middlebrooks.
Ed is not your typical business coach. He's
a strategic weapon for entrepreneurs who are done
playing small.
(00:21):
Ed is the founder of Elite Profit Coach,
where he works with driven business owners to
uncover hidden profit,
outmaneuver competitors,
and install dominance into the markets.
He's also the architect behind RealSpeak.ai,
a precision intent data engine that tracks over
70,000,000,000
buyer behaviors every week, giving his clients a
(00:43):
crystal ball into who's ready to buy, when,
and why. We dive into topics such as
the three things that prospects need to see
before doing business with you, the four step
strategy to discover and launch your market dominating
position to dominate your market,
the one thing above all else that you
need to do to create your market dominating
position and more golden nuggets of advice.
(01:04):
You're gonna love this show.
Ed, thank you for making time to be
on the Idea Scaling podcast. I really appreciate
it.
No, Mark. Thank you so much for having
me. It is an absolute pleasure to be
here.
And off camera, we are talking, and I
(01:25):
had a question. You had some great answers
for it. I figured we gotta capture lightning
in a bottle. It was as a business
coach, how can you grow and scale your
business? And there are a few ways you
mentioned it. Before we get into that, though,
as far as growing and scaling your business
in that realm, what's your story? How did
you get so good at it that you
can teach others now?
Sure. Well, I'll tell you that, I I
(01:47):
actually was, the the kid in the server
closet for twenty five years working a job
in IT services.
And, that job really got me into,
I guess you could say business planning, so
to speak. Because when you're in technology and
that technology affects the growth of a business,
I found myself in, interfacing with high level
(02:10):
executives, c suites,
CEOs. And it was more than just, hey,
let me figure out why your mouse isn't
working today. It was how does the infrastructure
of the business really allow us to foster
growth and, increase communications and and ultimately increase
sales and marketing.
So I would say twenty five years of
that. And then I left the corporate IT
(02:31):
world because I learned a thing or two
about real estate investing and how to automate
a business
using what I call the five steps of
every business, which is to, get customers. Right?
You gotta generate leads. And then you gotta
prescreen those leads. You gotta construct and present
offers. You've gotta close quickly and you've gotta
follow-up with everybody. And those five steps exist
in so many places within a business.
(02:53):
Though, I will tell you that,
my real estate investing career, we bought 24
houses with none of our money, no banks
and no credit. That's actually a thing. I
had 17 Airbnbs and I built up a
multimillion dollar business of, providing rentals. We have,
an RV that we rent on RV share
that we bought with none of our own
money, no banks, no credit. And it's, and
it's a Mercedes Benz.
(03:14):
We have cars on Toro, we've had Airbnbs,
we've had, lease options, owner financed, real estate
deals.
And,
we've taken the strategies that we have learned
with, interfacing with C suite executives and, and
doing all of this really fun stuff with
just negotiating and speaking to people. And we
discovered that, the secrets to growing and scaling
(03:36):
a business
are fairly unique to each business, but yet
they all come down to,
a singular strategy or pattern that when you
put the building blocks in the right order,
things happen. They they grow. They work.
Well, in the coaching world, where do you
even where do you even start? Let's start
there. I mean, where do you as far
(03:56):
as growing and then scaling,
what's the starting point?
Sure. Well, I think you've gotta take an
analysis of the business. And I'll tell you
that, when it comes to growing and scaling
a business, I think most entrepreneurs look at
how do I generate more revenue. Right? They're
always thinking about the income.
You know, they wanna foster more business. And
and whereas that's true to a point,
(04:17):
what we find is that a lot of
businesses are always just chasing good money after
bad. You know, they spend more money on
ads, not really understanding
the fundamentals of their business. And I have
this, mantra that I learned along the way
and that is that revenue feeds the ego.
Profit feeds your family. And so when we
talk about growing and scaling a business,
(04:37):
I'll actually show a business how to become
more profitable
without even spending any money on marketing. Right?
No new ads.
And, this is assuming, of course, that there's
already a steady flow of business that's, coming
in to that company.
And, what we can do is we can
make some changes. We can reduce the cost
of goods sold. We can take a look
at, making more compelling offers. And yet
(05:00):
one thing stands out
above everything else, Mark. And that is got
to be
understanding
your company's market dominating position. Right? Otherwise known
as a unique selling position.
What is the market dominating position of your
company?
Because if you don't have that, then really
what you're doing is you're throwing money into
(05:21):
marketing. You're hoping that people connect with your
message, and you're doing what everybody else does
and you're stuck in the red ocean and
you're not in a blue ocean.
And I'm not talking about creating a product
that nobody else has. I'm talking about what
is the capacity of your business to provide
unique and superior value or even deliver
unique and superior value,
(05:42):
amongst all the competition.
Let me give you can I give you
an example of that? Yeah. Yeah. Let's do
it. Alright. Take a look at a dentist
office. Right? So if, if let let's say
that I don't have insurance or
I have a dental practice that caters
to people who don't have dental insurance. Right?
And the reason for that is because what
(06:02):
I do as a dentist
is I I will offer
dental plans and services, not plans, but I'll
offer dental services for the same rates that
most people are paying the co pay. So
I'm looking for customers that don't have dental
insurance because that's my specialty.
And so if my marketing is to simply
(06:23):
go out and say, hey, I'm a dentist,
I'm a dentist,
we clean and whiten your teeth. We are
an amazing dentist. We're board certified. We've got
amazing,
amazing credentials.
Well, that's all fair,
well and good, but what I haven't done
is I haven't really captured my market dominating
position and gotten my MDP statement out into
(06:43):
the marketplace.
So I'm gonna shift gears and change my
half for a minute and say, if I'm
the customer
and I'm looking for a dental practice
that
does, doesn't worry about the fact that I
don't have insurance and they have rates that
are super affordable, now I start looking for
dentists. They're the first one I go to.
And what do they say? Hey. We're board
(07:03):
certified, And these are the the dental plans
that we, we accept. Well, that's not what
I'm looking for. Right? I already know this
is gonna be a struggle because this dental
practice, all they care about is what insurance
do you have. Right? So I move on
to the next one. And what do they
say? We're board certified, and we take these
other dental plans. Right? We we can handle
Medicare. We can handle,
you know, Delta Dental or or any of
(07:25):
these dental providers.
Well, I don't have insurance. So, again, you
aren't speaking to me as the customer. But
then all of a sudden, I click on
this website and it says,
we cater
to people who do not have
insurance, and we offer prices
that are around the same amount as people,
people's,
(07:46):
what's the what's the term? I just said
it a second ago. They're, co pay. Around
the same the same prices as a typical
dental co pay. Well, now the marketing message
was catered to me, and it's speaking to
me Because that dental practice that I'm looking
at, their market dominating position,
their unique and superior value speaks directly to
(08:07):
me. Do you think that I'm gonna look
at any other dentist at that point, or
have I already found exactly what I'm looking
for?
Oh, complete. Okay. This is now we're getting
this is getting interesting. Could you give an
example in the coaching or consulting world of
that too? Because that that's another red ocean.
Sure. Sure. So I will tell you this.
(08:28):
As opposed to giving you a a specific
coaching example,
here's the question that you gotta ask because
it really doesn't matter what the industry is.
The questions
really comes down to what benefits
do you offer to your target market that
separates you from all of your competitors?
Now once you figure that out,
what's the capacity of your business? And I
(08:49):
did ask the question already.
The MDP can be defined as what is
the capacity of your business to deliver unique
and superior value? But let's change the word
capacity to competency.
Right? Or or capability.
What is the capability
of your company to provide unique and superior
value?
Now here's the question.
(09:11):
This is the key to everything.
And you must get this cornerstone question before
you do anything, before you build your website,
before you start a social media campaign, before
you throw any money or dollars behind any
marketing strategy.
And that is this. Once you figure out
those benefits,
you have to ask yourself the question, are
those benefits based on the hot buttons of
(09:32):
your prospects?
So what what are the problems that your
prospects have and don't want
or the results that they want but don't
have. Once you know who your target customer
is, I mean, down to what kind of
car they drive,
you have identified your customer avatar. You know
where they are. So you know your target
(09:53):
rich environment or or your TRE.
Now you're asking the question, what are their
hot button items? And what are the benefits
that I offer
that can solve their challenge, that gives them
what they don't have, what they want, or
it solves the problem that they have and
don't want?
So if I were to walk through your
business and and ask all of your employees,
(10:16):
what's your market dominating position or what's your
USP?
To what degree do you think that I
would get the same answer from the employees?
I'm gonna guess you wouldn't get the same
answer twice.
Probably not. Right? And that's a challenge. How
can you really run a market dominating position
where the employees working for your business, and
they don't even know what the market dominating
(10:37):
position of your company is. All they know
is, hey. We're a dental practice. Right?
All they know is, hey. You know, we
we change tires. All they know is, hey.
We do construction services. All we all they
know is, hey. We do business coaching.
That's that's all they know. How much more
effective is your strategy gonna be
when your market dominating position is defined? Your
(11:00):
MDP statement is put out into the marketplace
and all of your employees are functioning like
a well oiled machine to the same goal
of solving that challenge for those particular customers.
Once you do that, now
writing your website is gonna be a whole
lot easier. Running your social media campaigns is
gonna be a whole lot easier. And going
(11:21):
to networking events and giving your elevator pitch
is gonna be a whole lot easier. So
it's not really about how do we get
a coaching business out of the Red Ocean.
It's what is the capacity and the capability
of that coaching business to provide unique, meaning
not everybody else is doing it, and superior,
meaning it's better than all the others, value
in the marketplace.
(11:42):
So how do you create two things? How
do you create a client avatar?
And what advice
or wisdom, if you will, do you have
to impart to the people that say, oh,
I work with men or I work with
women?
Why should they create a client avatar, and
how do they go about it? An ideal
client avatar.
Well, you know, your business might be unique,
but it's not gonna matter to your prospects
(12:04):
unless it's a hot button issue for them.
And a market dominating position is basically a
USP or unique selling proposition
or a distinct advantage targeting the hot buttons
of your market.
So if you're creating customer avatar, I'm gonna
ask you the question,
who do you want your target avatar to
be? Like, once you start asking your question,
the questions about what is the capacity or
(12:26):
the capability of your business,
then you start asking the question, well, who
needs that? Who needs that service? What are
their hop up items? And how can I,
uniquely solve their challenge? Or how can I
uniquely provide them the products and the services
that they're looking for? So who are those
people? How do I create an avatar? I
work my way backwards. I start looking at
(12:47):
what do I already have and then what
are the people that need that. And if
I have a hard time finding that avatar,
now I gotta start taking a look at,
well, in this industry,
what is the number one complaint, problem, service,
challenge, you know,
price point that people have a massive issue
with or that people want,
and then how can I structure my business
(13:08):
in order to meet that demand?
Now I can say my target avatar is
these people. And even though that takes up
90% of that particular market, I can say
that is my target avatar, and I am
uniquely positioned to solve their challenge or offer
them products and services
because I have positioned it. So let's take
a look at something that's a bit of
(13:29):
a commodity. Okay?
I'm with you. Domino's
Pizza. Domino's Pizza. Back in the sixties, Domino's
came on the scene and, you know, Pizza
Hut was in restaurants. They were in restaurant
mode where people were coming to the restaurant
and Pizza Hut says, hey. I've got this
great pizza and all of these salads and
stuff to sell to everybody. Come on in.
(13:50):
Sit down and have a family dining experience.
And Domino's says, well, look. I could do
the same thing
or I can recognize that who I'm going
after is hungry college students who want fast,
fresh pizza
when they ask for it twenty four hours
a day, seven days a week. And so
Domino's says, well, as we're building,
(14:11):
my
market dominating position is that we and this
is the statement. We provide
hot, fresh, and ready pizza to college students
when they're hungry twenty four hours a day,
seven days a week. Because they recognized
that their target avatar
really was the college kids because college kids
eat pizza more than the whole family eats
pizza. You know, mom and dad don't wanna
(14:33):
go out to pizza every single day, but
a college kid, man, they want it. Now
the challenge is Pizza Hut is in the
local city.
Right? So now the college student has to
leave campus,
go all the way into town in order
to get pizza.
So Domino's says, well,
how can I provide superior value
and be unique? We'll get as close to
(14:54):
the college campuses as possible or even onto
the college campuses where we can create those
kinds of of deals and structures.
So now, Domino's
is right there where the kids wanna be
And the kid walks in, they order a
pizza, they don't have to wait for it
to be made because they already have premade
pizzas ready to go.
So the kid gets a hot fresh ready
(15:16):
pizza right now when they want it and
they don't have to go far to get
it. That was the market dominating position of
Domino's, and it springboarded.
Look at Pizza Hut today.
All of those restaurants, they're shut down. Not
Pizza Hut corporate,
but they've moved into strip mall mode. Right?
They've taken a look at what the other
pizza shops are doing.
Domino's got into delivery. Everybody got into delivery.
(15:39):
Right? So now
Pizza Hut is following suit, and they don't
have the big building that's really expensive where
people come in and buy pizza. No. What
do they have? They've got a little shop
and a strip mall. You walk in. There's
just a front counter. There's not even tables
anymore. You order a pizza. They cook it.
You get it. You walk out. Right? Little
Caesars. You go into Little Caesars, and they
(16:00):
have cheese and pepperoni, hot, fresh, and ready
for you 5 or $6. They're looking for,
I want cheap,
hot pizza, ready to go, and they even
have systems and technology. And when you go
in, you type in your code, the door
opens, here's your pizza.
Right? So these companies for pizza, they are
all basically I mean, sure, they all taste
(16:20):
different because they have unique ingredients, but they're
all providing the same thing. Pepperoni or cheese
pizza, super fast, hot, ready, fresh, and let's
go.
So
that's what Domino's did back in the sixties.
And they went from
nothing to becoming the behemoth in the market
space simply by understanding who their target avatar
(16:40):
is and repositioning their
branding
and their
business, the the physical locations even, in order
to solve those needs.
Yeah. Actually, could you unpack that a little
bit more? That's what I was wondering listening
to the that story.
Once you do the work to create the
ideal client avatar, what should be next? Okay.
I've got my avatar. Now what?
(17:02):
Well, what needs to be next?
So if you decide that, you know, your
business is already functioning well,
you're just defining what that market dominating position
is so that you can market it. Okay.
Maybe there's not anything that needs to change.
You know, every business is different. Every business
is unique.
But it's understanding that if you are
running your marketing from a position of what
(17:24):
we call minimum viable standard,
which is to say,
I have
I have,
super,
low prices. I have great customer service and,
massive selection.
Right?
Those are the three things that pretty much
any customer is gonna look for in any
business in order to do business with them
at all.
(17:45):
And those three things are how a lot
of companies market their business. I mean, how
many times you hear, come to carpet warehouse.
I'm just I don't know. If there's a
carpet warehouse, I'm not talking about your business.
I'm
just I'm gonna throw that disclaimer out. I
just made up the name carpet warehouse.
And what did they say? Right?
Great selection,
and they say friendly customer service and low
(18:06):
prices. Come visit carpet warehouse today. Right? And
then Bill's Carpet Discounter gets on and says,
you know, we've got great selection, low prices,
and friendly customer service. Right? And then Jill's
Carpet Emporium comes on, and we've got low,
low prices and great selection. Okay. You're not
differentiating yourself. You're telling your market you're spending
money on ads that say
(18:28):
the minimum things that people
want
or they're not going to do business with
you. For instance,
Mark, are you going to buy carpet or
any kind of flooring from a flooring place
if they're rude to you? Probably not.
Not unless that's their shtick. I mean, people
go to a restaurant and the entire point
of it is the fact that they're rude
to you because it's fun. Right? They create
an environment and that's an experience and some
(18:49):
people like that.
But barring that particular model, right,
are you gonna go buy flooring from a
business that you know is overcharging you?
No. Probably. No. Okay. Are you gonna buy
it if they have
one kind of flooring in one color? Are
you gonna go there? No.
No. So you're saying that you're not gonna
(19:12):
do business with any of those customer or
any of those companies anyway, which means what?
It means that they all have to do
that. So if I am the flooring company
and I market myself as low prices, friendly
selection,
or sorry, friendly customer service and great selection,
do you think anybody's gonna go, oh my
gosh. You're kidding. Where have you been all
(19:32):
my life? I can't wait to walk through
the door of your shop.
Probably not. They're not gonna do that. Once
you figure this out, what is the what
is the
assuming that someone had to create the ideal
client avatar. Okay. This is new. They're watching.
This is great. I get it. What happens
next with the marketing strategy when you find
when you'd say, okay. I've got my avatar.
(19:53):
What is the marketing strategy look like from
there? Is it branding? Is it more marketing?
Is it more sales?
What starts off with the math? Okay. It
starts off with the math. And so what
happens is we start interviewing
these companies to find out, do they even
understand what their market dominating position is? And
then what is the capacity?
Remember that that's the key phrase here. What's
(20:15):
the capacity of the business? So I'll continue
to use the flooring place. Right now, Mark,
imagine that you are a contractor.
Okay.
And your job is to do,
rehabs on on properties or maybe you're the
homeowner. Now you're the homeowner in this situation.
And, you know, you've been dealing with challenges.
You've got kids. They ruin your carpet. You're
(20:36):
thinking about other flooring types, but hardwood floors
get scratched and, man, they're they're a pain
in the butt. Right?
And I hear about, you know, Jill's
carpet emporium or Jill's, you know, flooring emporium
and, you know, great selection, low prices. Okay.
Whatever. And then all of a sudden, you
come across
Ed with the bald heads.
(20:57):
We'll say flooring Emporium. That's mine. Right.
And my market dominating position because I've worked
with a business coach
is come and see us because
we offer a lifetime
guarantee
on all of our flooring including accidental damage.
You will never have to pay more money
when you use our flooring because any incidents,
(21:19):
we will come out and we will repair
your carpet. Your flooring will always look fresh
and new like day one for the lifetime
of the flooring. Right?
And now how do we do that? Well,
you come to our particular shop and my
flooring cost three or four times
what it is in other places with the
exception of you can't get my flooring any
(21:40):
place else, and I have an insurance policy
that my customers pay for that they're actually
getting more value than the face value of
that insurance policy. Right? So I'm able to
increase my costs
or sorry.
Increase my prices. Yeah. Right? Not my cost.
I wanna keep my cost low.
But I increase my prices.
And when somebody buys my flooring, I hand
(22:02):
them that pamphlet.
You know, a lot of people,
they won't even use that warranty.
So I don't have to worry about the
fact that, you know, I'm I'm making this
amazing offer, this amazing warranty
because a lot of people will pay for
it but only a fraction of the people
will actually utilize it, which puts me in
a position to say, yes, my flooring
(22:23):
is more expensive.
And that's because
we offer what nobody else is offering.
And the reason you want it is because
your challenge is that you've been dealing with
scratch floors or carpet that just gets run
down really quickly because of your kids. And
yet when you come to us, we're going
to take care of cleaning. We're going to
(22:44):
take care of maintenance. We're going to take
care of making sure that your flooring always
looks good. Now there are conditions to this.
Of course. And we'll we'll talk about what
those look like. But that's one way that
you can facilitate.
Look. You come to us for a reason.
I have now dominated the flooring market in
this hypothetical
situation
simply by offering what nobody else has
(23:06):
even though
I'm more expensive than the other guy, which
means that my target customer
isn't the one who's looking to
save a buck.
I'm targeting the person who's tired of dealing
with flooring that's always getting damaged or messed
up, or they're just they they want longevity,
and they don't wanna have to deal with
it. So could you tie this this the
(23:29):
market dominating position? Can you tie it together
with a recap of
starting you start is it starting with the
avatar? Is it starting with the the problem
what are, like, three or four of the
steps just to wrap it up in a
package? What would you be more people to
do?
Step number one is you have to ask
the question, what benefit do you offer your
target market that separates you from all of
(23:50):
your competitors? Right? So what is the capacity
of your business?
Then you have to ask yourself the question
is, are those benefits based on the hot
button of your prospects?
And if not, you must survey your customers
and find out what their hot buttons are.
Once you know what their hot buttons are,
you need to make the capacity of your
business
solve their challenge.
Once you do that and you get creative
(24:12):
working with a business coach, somebody who understands
this stuff,
well, now you're able to say,
even if we have to change the entire
model of our business,
we are now in a position to offer
unique and superior value in the marketplace
that shifts our business model, not the product,
but the business model from the red ocean
(24:33):
into the blue ocean.
Now we can up our prices because we
offer what nobody else is offering or we
do what nobody else is doing or we
offer
something additional
that separates us from all of our competitors.
Let them all keep doing the minimum viable
standard.
I'm moving out of
competing on lowering my price,
(24:55):
and I'm moving into
offering greater value that I can charge more
for. I can make more money. And ultimately,
is that or is that not going to
increase your profitability
that feeds your family?
Oh, absolutely. And I mean,
we've covered a lot of ground in a
short period of time. When it comes let's
stick with this market dominating position. Someone's watched
(25:17):
like, okay. I get it. That's good. You
gave me the steps. You wrapped it up.
If you were to say, you know what?
If you're just to get started or just
to get better. If you at least do
one thing, at least just do this one
thing above all else, What would you say
when it comes to market dominating position to
to get the ball rolling?
Understand
the capability and the capacity of your business
(25:38):
like nobody else.
Once you do that and and keep in
mind, MDP
is not marketing. It's sure market dominating position
is there.
It is it is creating
the fundamental
elements of your business
to compete
to market, to get the statement out. The
one thing that you must do
(26:01):
is strategize.
You've got and there's there's pieces to this,
of course. But the one thing you have
to do is
figure out that strategy. And at Elite Profit
Coach, that's exactly what we help our customers
do. That is a beautiful segue. If people
love this and I'm sure they will and
they wanna find you online, what place or
places should they go?
(26:22):
They should go to EliteProfitCoach.com
and they can see we've actually got, some
free trainings and markings.
You know, some people do one on ones
with me. Other people are in group coaching.
We have flash coaching that's completely unlimited.
And then we also do just online self
training,
which is super duper affordable.
And our training is unlike what a lot
(26:43):
of people have seen in the marketplace because
really we get results for our customers.
As I said before, I spent twenty five
years in It and I understand marketing like
very few people.
We offer services that once you define that
MDP, once you know who your target avatar
is, we can actually market to them like
very few other marketing companies can because we
(27:03):
understand that it all comes down to credibility.
It all comes down to making sure that
when your customer finds you and they know
this is the company that I'm looking for
because they solve my challenge,
their next question is, well, are they credible?
Right. So step one
is to understand your market dominating position and
how you can provide that service to the
(27:24):
marketplace.
But when people start engaging with you online,
social media, your website,
any ads that you're running,
You need to understand the elements of persuasion
and influence. How do we make you look
credible
so that
you're not begging for the business? People are
gonna see, wow. Not only do they say
they they solved my challenge, but they prove
that they can solve my challenge.
(27:45):
Take my money.
That is awesome. Thank you so much, Ed.
I appreciate the time. This has been awesome.
You're welcome, Mark. Alright. Well, you have yourself
a great one. Thank you again for having
me on here. Yeah. Absolutely. It's been great.
I really appreciate it.
Thank you.
And scene.
(28:07):
Mark.
Thank you for joining us today. I hope
you enjoyed the episode. I also hope that
you'll subscribe to the Idea Climbing podcast and
rate us on iTunes.
Visit ideaclimbing.com
to learn more about Idea Climbing and hear
more episodes about mentoring,
marketing, and big ideas.
Welcome to a special idea scaling edition of
the idea climbing podcast. You can dominate your
market and scale your business when you create
a market dominating position. I discuss how to
do that in this episode with my guest,
Ed Middlebrooks.
Ed is not your typical business coach. He's
a strategic weapon for entrepreneurs who are done
playing small.
(00:21):
Ed is the founder of Elite Profit Coach,
where he works with driven business owners to
uncover hidden profit,
outmaneuver competitors,
and install dominance into the markets.
He's also the architect behind RealSpeak.ai,
a precision intent data engine that tracks over
70,000,000,000
buyer behaviors every week, giving his clients a
(00:43):
crystal ball into who's ready to buy, when,
and why. We dive into topics such as
the three things that prospects need to see
before doing business with you, the four step
strategy to discover and launch your market dominating
position to dominate your market,
the one thing above all else that you
need to do to create your market dominating
position and more golden nuggets of advice.
(01:04):
You're gonna love this show.
Ed, thank you for making time to be
on the Idea Scaling podcast. I really appreciate
it.
No, Mark. Thank you so much for having
me. It is an absolute pleasure to be
here.
And off camera, we are talking, and I
(01:25):
had a question. You had some great answers
for it. I figured we gotta capture lightning
in a bottle. It was as a business
coach, how can you grow and scale your
business? And there are a few ways you
mentioned it. Before we get into that, though,
as far as growing and scaling your business
in that realm, what's your story? How did
you get so good at it that you
can teach others now?
Sure. Well, I'll tell you that, I I
(01:47):
actually was, the the kid in the server
closet for twenty five years working a job
in IT services.
And, that job really got me into,
I guess you could say business planning, so
to speak. Because when you're in technology and
that technology affects the growth of a business,
I found myself in, interfacing with high level
(02:10):
executives, c suites,
CEOs. And it was more than just, hey,
let me figure out why your mouse isn't
working today. It was how does the infrastructure
of the business really allow us to foster
growth and, increase communications and and ultimately increase
sales and marketing.
So I would say twenty five years of
that. And then I left the corporate IT
(02:31):
world because I learned a thing or two
about real estate investing and how to automate
a business
using what I call the five steps of
every business, which is to, get customers. Right?
You gotta generate leads. And then you gotta
prescreen those leads. You gotta construct and present
offers. You've gotta close quickly and you've gotta
follow-up with everybody. And those five steps exist
in so many places within a business.
(02:53):
Though, I will tell you that,
my real estate investing career, we bought 24
houses with none of our money, no banks
and no credit. That's actually a thing. I
had 17 Airbnbs and I built up a
multimillion dollar business of, providing rentals. We have,
an RV that we rent on RV share
that we bought with none of our own
money, no banks, no credit. And it's, and
it's a Mercedes Benz.
(03:14):
We have cars on Toro, we've had Airbnbs,
we've had, lease options, owner financed, real estate
deals.
And,
we've taken the strategies that we have learned
with, interfacing with C suite executives and, and
doing all of this really fun stuff with
just negotiating and speaking to people. And we
discovered that, the secrets to growing and scaling
(03:36):
a business
are fairly unique to each business, but yet
they all come down to,
a singular strategy or pattern that when you
put the building blocks in the right order,
things happen. They they grow. They work.
Well, in the coaching world, where do you
even where do you even start? Let's start
there. I mean, where do you as far
(03:56):
as growing and then scaling,
what's the starting point?
Sure. Well, I think you've gotta take an
analysis of the business. And I'll tell you
that, when it comes to growing and scaling
a business, I think most entrepreneurs look at
how do I generate more revenue. Right? They're
always thinking about the income.
You know, they wanna foster more business. And
and whereas that's true to a point,
(04:17):
what we find is that a lot of
businesses are always just chasing good money after
bad. You know, they spend more money on
ads, not really understanding
the fundamentals of their business. And I have
this, mantra that I learned along the way
and that is that revenue feeds the ego.
Profit feeds your family. And so when we
talk about growing and scaling a business,
(04:37):
I'll actually show a business how to become
more profitable
without even spending any money on marketing. Right?
No new ads.
And, this is assuming, of course, that there's
already a steady flow of business that's, coming
in to that company.
And, what we can do is we can
make some changes. We can reduce the cost
of goods sold. We can take a look
at, making more compelling offers. And yet
(05:00):
one thing stands out
above everything else, Mark. And that is got
to be
understanding
your company's market dominating position. Right? Otherwise known
as a unique selling position.
What is the market dominating position of your
company?
Because if you don't have that, then really
what you're doing is you're throwing money into
(05:21):
marketing. You're hoping that people connect with your
message, and you're doing what everybody else does
and you're stuck in the red ocean and
you're not in a blue ocean.
And I'm not talking about creating a product
that nobody else has. I'm talking about what
is the capacity of your business to provide
unique and superior value or even deliver
unique and superior value,
(05:42):
amongst all the competition.
Let me give you can I give you
an example of that? Yeah. Yeah. Let's do
it. Alright. Take a look at a dentist
office. Right? So if, if let let's say
that I don't have insurance or
I have a dental practice that caters
to people who don't have dental insurance. Right?
And the reason for that is because what
(06:02):
I do as a dentist
is I I will offer
dental plans and services, not plans, but I'll
offer dental services for the same rates that
most people are paying the co pay. So
I'm looking for customers that don't have dental
insurance because that's my specialty.
And so if my marketing is to simply
(06:23):
go out and say, hey, I'm a dentist,
I'm a dentist,
we clean and whiten your teeth. We are
an amazing dentist. We're board certified. We've got
amazing,
amazing credentials.
Well, that's all fair,
well and good, but what I haven't done
is I haven't really captured my market dominating
position and gotten my MDP statement out into
(06:43):
the marketplace.
So I'm gonna shift gears and change my
half for a minute and say, if I'm
the customer
and I'm looking for a dental practice
that
does, doesn't worry about the fact that I
don't have insurance and they have rates that
are super affordable, now I start looking for
dentists. They're the first one I go to.
And what do they say? Hey. We're board
(07:03):
certified, And these are the the dental plans
that we, we accept. Well, that's not what
I'm looking for. Right? I already know this
is gonna be a struggle because this dental
practice, all they care about is what insurance
do you have. Right? So I move on
to the next one. And what do they
say? We're board certified, and we take these
other dental plans. Right? We we can handle
Medicare. We can handle,
you know, Delta Dental or or any of
(07:25):
these dental providers.
Well, I don't have insurance. So, again, you
aren't speaking to me as the customer. But
then all of a sudden, I click on
this website and it says,
we cater
to people who do not have
insurance, and we offer prices
that are around the same amount as people,
people's,
(07:46):
what's the what's the term? I just said
it a second ago. They're, co pay. Around
the same the same prices as a typical
dental co pay. Well, now the marketing message
was catered to me, and it's speaking to
me Because that dental practice that I'm looking
at, their market dominating position,
their unique and superior value speaks directly to
(08:07):
me. Do you think that I'm gonna look
at any other dentist at that point, or
have I already found exactly what I'm looking
for?
Oh, complete. Okay. This is now we're getting
this is getting interesting. Could you give an
example in the coaching or consulting world of
that too? Because that that's another red ocean.
Sure. Sure. So I will tell you this.
(08:28):
As opposed to giving you a a specific
coaching example,
here's the question that you gotta ask because
it really doesn't matter what the industry is.
The questions
really comes down to what benefits
do you offer to your target market that
separates you from all of your competitors?
Now once you figure that out,
what's the capacity of your business? And I
(08:49):
did ask the question already.
The MDP can be defined as what is
the capacity of your business to deliver unique
and superior value? But let's change the word
capacity to competency.
Right? Or or capability.
What is the capability
of your company to provide unique and superior
value?
Now here's the question.
(09:11):
This is the key to everything.
And you must get this cornerstone question before
you do anything, before you build your website,
before you start a social media campaign, before
you throw any money or dollars behind any
marketing strategy.
And that is this. Once you figure out
those benefits,
you have to ask yourself the question, are
those benefits based on the hot buttons of
(09:32):
your prospects?
So what what are the problems that your
prospects have and don't want
or the results that they want but don't
have. Once you know who your target customer
is, I mean, down to what kind of
car they drive,
you have identified your customer avatar. You know
where they are. So you know your target
(09:53):
rich environment or or your TRE.
Now you're asking the question, what are their
hot button items? And what are the benefits
that I offer
that can solve their challenge, that gives them
what they don't have, what they want, or
it solves the problem that they have and
don't want?
So if I were to walk through your
business and and ask all of your employees,
(10:16):
what's your market dominating position or what's your
USP?
To what degree do you think that I
would get the same answer from the employees?
I'm gonna guess you wouldn't get the same
answer twice.
Probably not. Right? And that's a challenge. How
can you really run a market dominating position
where the employees working for your business, and
they don't even know what the market dominating
(10:37):
position of your company is. All they know
is, hey. We're a dental practice. Right?
All they know is, hey. You know, we
we change tires. All they know is, hey.
We do construction services. All we all they
know is, hey. We do business coaching.
That's that's all they know. How much more
effective is your strategy gonna be
when your market dominating position is defined? Your
(11:00):
MDP statement is put out into the marketplace
and all of your employees are functioning like
a well oiled machine to the same goal
of solving that challenge for those particular customers.
Once you do that, now
writing your website is gonna be a whole
lot easier. Running your social media campaigns is
gonna be a whole lot easier. And going
(11:21):
to networking events and giving your elevator pitch
is gonna be a whole lot easier. So
it's not really about how do we get
a coaching business out of the Red Ocean.
It's what is the capacity and the capability
of that coaching business to provide unique, meaning
not everybody else is doing it, and superior,
meaning it's better than all the others, value
in the marketplace.
(11:42):
So how do you create two things? How
do you create a client avatar?
And what advice
or wisdom, if you will, do you have
to impart to the people that say, oh,
I work with men or I work with
women?
Why should they create a client avatar, and
how do they go about it? An ideal
client avatar.
Well, you know, your business might be unique,
but it's not gonna matter to your prospects
(12:04):
unless it's a hot button issue for them.
And a market dominating position is basically a
USP or unique selling proposition
or a distinct advantage targeting the hot buttons
of your market.
So if you're creating customer avatar, I'm gonna
ask you the question,
who do you want your target avatar to
be? Like, once you start asking your question,
the questions about what is the capacity or
(12:26):
the capability of your business,
then you start asking the question, well, who
needs that? Who needs that service? What are
their hop up items? And how can I,
uniquely solve their challenge? Or how can I
uniquely provide them the products and the services
that they're looking for? So who are those
people? How do I create an avatar? I
work my way backwards. I start looking at
(12:47):
what do I already have and then what
are the people that need that. And if
I have a hard time finding that avatar,
now I gotta start taking a look at,
well, in this industry,
what is the number one complaint, problem, service,
challenge, you know,
price point that people have a massive issue
with or that people want,
and then how can I structure my business
(13:08):
in order to meet that demand?
Now I can say my target avatar is
these people. And even though that takes up
90% of that particular market, I can say
that is my target avatar, and I am
uniquely positioned to solve their challenge or offer
them products and services
because I have positioned it. So let's take
a look at something that's a bit of
(13:29):
a commodity. Okay?
I'm with you. Domino's
Pizza. Domino's Pizza. Back in the sixties, Domino's
came on the scene and, you know, Pizza
Hut was in restaurants. They were in restaurant
mode where people were coming to the restaurant
and Pizza Hut says, hey. I've got this
great pizza and all of these salads and
stuff to sell to everybody. Come on in.
(13:50):
Sit down and have a family dining experience.
And Domino's says, well, look. I could do
the same thing
or I can recognize that who I'm going
after is hungry college students who want fast,
fresh pizza
when they ask for it twenty four hours
a day, seven days a week. And so
Domino's says, well, as we're building,
(14:11):
my
market dominating position is that we and this
is the statement. We provide
hot, fresh, and ready pizza to college students
when they're hungry twenty four hours a day,
seven days a week. Because they recognized
that their target avatar
really was the college kids because college kids
eat pizza more than the whole family eats
pizza. You know, mom and dad don't wanna
(14:33):
go out to pizza every single day, but
a college kid, man, they want it. Now
the challenge is Pizza Hut is in the
local city.
Right? So now the college student has to
leave campus,
go all the way into town in order
to get pizza.
So Domino's says, well,
how can I provide superior value
and be unique? We'll get as close to
(14:54):
the college campuses as possible or even onto
the college campuses where we can create those
kinds of of deals and structures.
So now, Domino's
is right there where the kids wanna be
And the kid walks in, they order a
pizza, they don't have to wait for it
to be made because they already have premade
pizzas ready to go.
So the kid gets a hot fresh ready
(15:16):
pizza right now when they want it and
they don't have to go far to get
it. That was the market dominating position of
Domino's, and it springboarded.
Look at Pizza Hut today.
All of those restaurants, they're shut down. Not
Pizza Hut corporate,
but they've moved into strip mall mode. Right?
They've taken a look at what the other
pizza shops are doing.
Domino's got into delivery. Everybody got into delivery.
(15:39):
Right? So now
Pizza Hut is following suit, and they don't
have the big building that's really expensive where
people come in and buy pizza. No. What
do they have? They've got a little shop
and a strip mall. You walk in. There's
just a front counter. There's not even tables
anymore. You order a pizza. They cook it.
You get it. You walk out. Right? Little
Caesars. You go into Little Caesars, and they
(16:00):
have cheese and pepperoni, hot, fresh, and ready
for you 5 or $6. They're looking for,
I want cheap,
hot pizza, ready to go, and they even
have systems and technology. And when you go
in, you type in your code, the door
opens, here's your pizza.
Right? So these companies for pizza, they are
all basically I mean, sure, they all taste
(16:20):
different because they have unique ingredients, but they're
all providing the same thing. Pepperoni or cheese
pizza, super fast, hot, ready, fresh, and let's
go.
So
that's what Domino's did back in the sixties.
And they went from
nothing to becoming the behemoth in the market
space simply by understanding who their target avatar
(16:40):
is and repositioning their
branding
and their
business, the the physical locations even, in order
to solve those needs.
Yeah. Actually, could you unpack that a little
bit more? That's what I was wondering listening
to the that story.
Once you do the work to create the
ideal client avatar, what should be next? Okay.
I've got my avatar. Now what?
(17:02):
Well, what needs to be next?
So if you decide that, you know, your
business is already functioning well,
you're just defining what that market dominating position
is so that you can market it. Okay.
Maybe there's not anything that needs to change.
You know, every business is different. Every business
is unique.
But it's understanding that if you are
running your marketing from a position of what
(17:24):
we call minimum viable standard,
which is to say,
I have
I have,
super,
low prices. I have great customer service and,
massive selection.
Right?
Those are the three things that pretty much
any customer is gonna look for in any
business in order to do business with them
at all.
(17:45):
And those three things are how a lot
of companies market their business. I mean, how
many times you hear, come to carpet warehouse.
I'm just I don't know. If there's a
carpet warehouse, I'm not talking about your business.
I'm
just I'm gonna throw that disclaimer out. I
just made up the name carpet warehouse.
And what did they say? Right?
Great selection,
and they say friendly customer service and low
(18:06):
prices. Come visit carpet warehouse today. Right? And
then Bill's Carpet Discounter gets on and says,
you know, we've got great selection, low prices,
and friendly customer service. Right? And then Jill's
Carpet Emporium comes on, and we've got low,
low prices and great selection. Okay. You're not
differentiating yourself. You're telling your market you're spending
money on ads that say
(18:28):
the minimum things that people
want
or they're not going to do business with
you. For instance,
Mark, are you going to buy carpet or
any kind of flooring from a flooring place
if they're rude to you? Probably not.
Not unless that's their shtick. I mean, people
go to a restaurant and the entire point
of it is the fact that they're rude
to you because it's fun. Right? They create
an environment and that's an experience and some
(18:49):
people like that.
But barring that particular model, right,
are you gonna go buy flooring from a
business that you know is overcharging you?
No. Probably. No. Okay. Are you gonna buy
it if they have
one kind of flooring in one color? Are
you gonna go there? No.
No. So you're saying that you're not gonna
(19:12):
do business with any of those customer or
any of those companies anyway, which means what?
It means that they all have to do
that. So if I am the flooring company
and I market myself as low prices, friendly
selection,
or sorry, friendly customer service and great selection,
do you think anybody's gonna go, oh my
gosh. You're kidding. Where have you been all
(19:32):
my life? I can't wait to walk through
the door of your shop.
Probably not. They're not gonna do that. Once
you figure this out, what is the what
is the
assuming that someone had to create the ideal
client avatar. Okay. This is new. They're watching.
This is great. I get it. What happens
next with the marketing strategy when you find
when you'd say, okay. I've got my avatar.
(19:53):
What is the marketing strategy look like from
there? Is it branding? Is it more marketing?
Is it more sales?
What starts off with the math? Okay. It
starts off with the math. And so what
happens is we start interviewing
these companies to find out, do they even
understand what their market dominating position is? And
then what is the capacity?
Remember that that's the key phrase here. What's
(20:15):
the capacity of the business? So I'll continue
to use the flooring place. Right now, Mark,
imagine that you are a contractor.
Okay.
And your job is to do,
rehabs on on properties or maybe you're the
homeowner. Now you're the homeowner in this situation.
And, you know, you've been dealing with challenges.
You've got kids. They ruin your carpet. You're
(20:36):
thinking about other flooring types, but hardwood floors
get scratched and, man, they're they're a pain
in the butt. Right?
And I hear about, you know, Jill's
carpet emporium or Jill's, you know, flooring emporium
and, you know, great selection, low prices. Okay.
Whatever. And then all of a sudden, you
come across
Ed with the bald heads.
(20:57):
We'll say flooring Emporium. That's mine. Right.
And my market dominating position because I've worked
with a business coach
is come and see us because
we offer a lifetime
guarantee
on all of our flooring including accidental damage.
You will never have to pay more money
when you use our flooring because any incidents,
(21:19):
we will come out and we will repair
your carpet. Your flooring will always look fresh
and new like day one for the lifetime
of the flooring. Right?
And now how do we do that? Well,
you come to our particular shop and my
flooring cost three or four times
what it is in other places with the
exception of you can't get my flooring any
(21:40):
place else, and I have an insurance policy
that my customers pay for that they're actually
getting more value than the face value of
that insurance policy. Right? So I'm able to
increase my costs
or sorry.
Increase my prices. Yeah. Right? Not my cost.
I wanna keep my cost low.
But I increase my prices.
And when somebody buys my flooring, I hand
(22:02):
them that pamphlet.
You know, a lot of people,
they won't even use that warranty.
So I don't have to worry about the
fact that, you know, I'm I'm making this
amazing offer, this amazing warranty
because a lot of people will pay for
it but only a fraction of the people
will actually utilize it, which puts me in
a position to say, yes, my flooring
(22:23):
is more expensive.
And that's because
we offer what nobody else is offering.
And the reason you want it is because
your challenge is that you've been dealing with
scratch floors or carpet that just gets run
down really quickly because of your kids. And
yet when you come to us, we're going
to take care of cleaning. We're going to
(22:44):
take care of maintenance. We're going to take
care of making sure that your flooring always
looks good. Now there are conditions to this.
Of course. And we'll we'll talk about what
those look like. But that's one way that
you can facilitate.
Look. You come to us for a reason.
I have now dominated the flooring market in
this hypothetical
situation
simply by offering what nobody else has
(23:06):
even though
I'm more expensive than the other guy, which
means that my target customer
isn't the one who's looking to
save a buck.
I'm targeting the person who's tired of dealing
with flooring that's always getting damaged or messed
up, or they're just they they want longevity,
and they don't wanna have to deal with
it. So could you tie this this the
(23:29):
market dominating position? Can you tie it together
with a recap of
starting you start is it starting with the
avatar? Is it starting with the the problem
what are, like, three or four of the
steps just to wrap it up in a
package? What would you be more people to
do?
Step number one is you have to ask
the question, what benefit do you offer your
target market that separates you from all of
(23:50):
your competitors? Right? So what is the capacity
of your business?
Then you have to ask yourself the question
is, are those benefits based on the hot
button of your prospects?
And if not, you must survey your customers
and find out what their hot buttons are.
Once you know what their hot buttons are,
you need to make the capacity of your
business
solve their challenge.
Once you do that and you get creative
(24:12):
working with a business coach, somebody who understands
this stuff,
well, now you're able to say,
even if we have to change the entire
model of our business,
we are now in a position to offer
unique and superior value in the marketplace
that shifts our business model, not the product,
but the business model from the red ocean
(24:33):
into the blue ocean.
Now we can up our prices because we
offer what nobody else is offering or we
do what nobody else is doing or we
offer
something additional
that separates us from all of our competitors.
Let them all keep doing the minimum viable
standard.
I'm moving out of
competing on lowering my price,
(24:55):
and I'm moving into
offering greater value that I can charge more
for. I can make more money. And ultimately,
is that or is that not going to
increase your profitability
that feeds your family?
Oh, absolutely. And I mean,
we've covered a lot of ground in a
short period of time. When it comes let's
stick with this market dominating position. Someone's watched
(25:17):
like, okay. I get it. That's good. You
gave me the steps. You wrapped it up.
If you were to say, you know what?
If you're just to get started or just
to get better. If you at least do
one thing, at least just do this one
thing above all else, What would you say
when it comes to market dominating position to
to get the ball rolling?
Understand
the capability and the capacity of your business
(25:38):
like nobody else.
Once you do that and and keep in
mind, MDP
is not marketing. It's sure market dominating position
is there.
It is it is creating
the fundamental
elements of your business
to compete
to market, to get the statement out. The
one thing that you must do
(26:01):
is strategize.
You've got and there's there's pieces to this,
of course. But the one thing you have
to do is
figure out that strategy. And at Elite Profit
Coach, that's exactly what we help our customers
do. That is a beautiful segue. If people
love this and I'm sure they will and
they wanna find you online, what place or
places should they go?
(26:22):
They should go to EliteProfitCoach.com
and they can see we've actually got, some
free trainings and markings.
You know, some people do one on ones
with me. Other people are in group coaching.
We have flash coaching that's completely unlimited.
And then we also do just online self
training,
which is super duper affordable.
And our training is unlike what a lot
(26:43):
of people have seen in the marketplace because
really we get results for our customers.
As I said before, I spent twenty five
years in It and I understand marketing like
very few people.
We offer services that once you define that
MDP, once you know who your target avatar
is, we can actually market to them like
very few other marketing companies can because we
(27:03):
understand that it all comes down to credibility.
It all comes down to making sure that
when your customer finds you and they know
this is the company that I'm looking for
because they solve my challenge,
their next question is, well, are they credible?
Right. So step one
is to understand your market dominating position and
how you can provide that service to the
(27:24):
marketplace.
But when people start engaging with you online,
social media, your website,
any ads that you're running,
You need to understand the elements of persuasion
and influence. How do we make you look
credible
so that
you're not begging for the business? People are
gonna see, wow. Not only do they say
they they solved my challenge, but they prove
that they can solve my challenge.
(27:45):
Take my money.
That is awesome. Thank you so much, Ed.
I appreciate the time. This has been awesome.
You're welcome, Mark. Alright. Well, you have yourself
a great one. Thank you again for having
me on here. Yeah. Absolutely. It's been great.
I really appreciate it.
Thank you.
And scene.
(28:07):
Mark.
Thank you for joining us today. I hope
you enjoyed the episode. I also hope that
you'll subscribe to the Idea Climbing podcast and
rate us on iTunes.
Visit ideaclimbing.com
to learn more about Idea Climbing and hear
more episodes about mentoring,
marketing, and big ideas.
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