Welcome to another episode of Market Dominance Guys with Chris Beall and Corey Frank. Today, our guys continue exchanging ideas with Gregory Smith, Vice President of Strategic Accounts and Partnerships at SPARXiQ. In this third part of their discussion, they talk about the view from a CEO’s desk. Chris, who is himself a CEO, thinks that most chief executive officers’ view of their company is often skewed by the remove at which they look at its operations. As he puts it, “They tend to be either stuck in the mud or full of fantasy.” Greg and Chris then reveal that they are both true believers in C-level staff getting out on the frontline and experiencing the jobs their employees do.
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In this Market Dominance Guys’ episode, Chris Beall and Corey Frank continue their conversation with Gregory Smith, Vice President of Strategic Accounts and Partnerships at SPARXiQ. They’re talking today about talent acquisition and development, which Greg says is about 60–80% of most companies’ expenses — and could be one of the significant reasons why some businesses don’t grow. He believes that a company is only as good as their people and the way their people treat customers. With the goal of inspiring his own team to reach for that high customer-service bar, Greg explains his approach in this way: “I’m a coach, I’m a mentor, and I appropriate the resources my team needs to be rock stars.”
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Today, our Market Dominance Guys, Chris Beall and Corey Frank, interview Gregory Smith, Vice President of Strategic Accounts and Partnerships at SPARXiQ. Corey introduces Greg as an “M&A whisperer,” which Greg lives up to as he reveals insights gleaned from his work with mergers and acquisitions. How can he tell if a company is going to survive and thrive? Greg says that he begins with two questions: “Does your company’s product or service fill a particular niche? And does your product or service solve a specific problem for customers?” Greg then warns our podcast listeners against being a “one product or service — and done” business. As he explains it, you can occupy a great niche and have a fabulous customer solution, but you need to continue to develop and augment what you’re offering. He illustrates his point with an example from Starbucks’ early days in business and then goes on to tell a cautionary tale of a company that pioneered bacon-infused vodka.
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