All Entries in the "Monthly Focus" Category
Attract customers with a unique selling advantage
Julie Gibbs
At the Idaho Small Business Development Center we strive to help our clients build extraordinary businesses. An extraordinary business will always be more profitable than an “average” business, and it will more likely thrive even in challenging economic times.
I often ask clients to describe an extraordinarily good business experience that they have enjoyed in recent weeks. Many have trouble thinking of even one memorable occurrence. In other words, few businesses stand out as the first choice for repeat customers that want to spend money!
In order for a company to be extraordinary and to continually attract new and repeat customers, it is crucial to have a Unique Selling Advantage (USA).
A Unique Selling Advantage (or Unique Selling Proposition) is the single characteristic that causes a business to stand its head and shoulders above its competitors.
The USA demonstrates how the business’ product or service will benefit customers. It must appeal to the target market and describe what outstanding experience the business consistently delivers to its customers.
Recently, I paged through some advertisements in a publication and found examples of common statements that are not USA’s:
• “40 Years Experience”
• “Quality — honesty — integrity”
• “Free estimates”
In today’s market, most businesses offer experience, quality, free-estimates and competitive prices. While important, these services are not unique and they do not stand out as being above average.
In contrast, a Unique Selling Advantage offers the customer specific benefits:
• Walk-ins welcome. Maximum wait of 15 minutes, or your money back.
• Fully-certified repair specialists on-call 24/7. 100 percent guarantee on parts and labor for one year.
These USA’s tell the consumer specifically how a company’s service policy can benefit them and offers assurance that the company will stand behind its advertising.
A Unique Selling Advantage is an important tool to both increase company profits and to shape a business model. Here is an example of how powerful a USA can be:
In 1999, Nick Swinmurn became frustrated while shopping for shoes. He had the idea to start an online shoe company with the belief that people would buy from a company with superior service and the best selection. The company he co-founded, Zappos.com, grew from sales of nearly nothing in 1999 to more than $1 billion in 2008. The company was purchased by Amazon in 2009.
Selling shoes with good service and selection is an average business idea. So, what made Zappos.com extraordinary? Early on, the company founders decided their Unique Selling Advantage was to become a “service company that happens to sell shoes.” They designed the business around a superior service and selection model. They built a large warehouse for storing inventory, staffed a 24/7 customer support line, established a generous return policy and provided free shipping. Most importantly, the company consistently delivered the service its USA described.
For any consumer that has spent countless unsuccessful hours in malls looking for shoes, the Zappos.com model is shoe-shopping nirvana.
Possibilities for good USA’s are limitless and there are a few steps that a business can take to create their own:
• Analyze your strongest competitors. What do they do best? Where do they have gaps? How could your business excel relative to all competitors?
• Know your target market. What “problem” do they have that your business can solve?
• Study companies that you admire. What is their USA and why is it appealing?
• Write a USA that is concise, yet clearly states how your company benefits your target market.
A well-crafted Unique Selling Advantage that creates untold joy for your target market will get customers in the door and keep them coming back!
Julie Gibbs is an Entrepreneur’s coach with the Idaho Small Business Development Center at North Idaho College. Coaches at Idaho SBDC provide leadership and business coaching, training and resources to business leaders. She can be reached at (208) 665-5085 or at JfGibbs@NIC.edu.
Business research on launch pad
Jared Bauer
Getting the Idaho Legislature to unanimously embrace a business-friendly proposal that would cost taxpayers nothing was never likely, said Jared Bauer, executive director of the nonprofit Idaho Business Council.
But he admits that selling the idea of legislative support for Idaho university-developed business research proved impossible with some lawmakers — this first go-round, anyway.
“In the early part of the session, there was resounding support,” said Bauer, an entrepreneur with a strong background in business and in academics. “But then there were some concerns from people who were afraid we were creating a pseudo Legislature to compete with the existing one.”
Put another way: “Some are concerned that the universities will come back with liberal research. I believe they’ll come back with solid research.”
And the research will take place — albeit on a trial basis for 2012.
Idaho Business Council, with a nine-member board of directors including some of North Idaho’s most respected business leaders, has gotten a tremendous response from the business community toward its mission, Bauer said. And in most parts of the state, he said, support from the general public has been strong.
The nonpartisan organization, funded by selling sponsorships of its reports to businesses and foundations, is forging ahead with the business colleges at University of Idaho, Boise State University and Idaho State University to generate research that will be available free to the public.
Among IBC’s goals:
• Create jobs, economic growth and stability.
• Increase Idaho median family income.
• Become the primary organization for entrepreneurs and business leaders to bring new concepts and struggles to light. Analyze, develop solutions and present legislators information to resolve.
To begin achieving those goals, Bauer said the universities will start research in July and complete it in early autumn. By the end of the year, he said, the data will be shared with Gov. Butch Otter and the Idaho Department of Commerce.
IBC has sought legislative support in part because lawmakers can then work side by side with business leaders in their districts to implement what’s learned from the research. The IBC model calls for each legislator to appoint two business or community leaders from her or his district, who then would comprise a body that votes on the most important economic issues.
“When the bill passes someday, we still won’t have the full response of the Legislature,” Bauer conceded. “I’m as interested as the next guy to see how this works out. But I also know this is too important not to do.”
Top five ways IBC is different
Research Oriented — The Idaho Business Council will be the only business organization in the state committed to continuous research of both current and future business issues. We will ask the hard questions about what is holding businesses in our state back now and with an eye to the future. We will be looking at how we can improve business for years to come.
Not Industry Specific —
The IBC represents all businesses and industries in Idaho. We do not require that businesses pay a fee in order to review and utilize our research. This insures that our work stays non-partisan and works to benefit as many businesses as possible.
Legislative Involvement — We involve the Legislature from day one. This allows our elected officials to study the issues alongside business leaders statewide.
Statewide Approach — Each district of the state is represented equally. Utilization of population based voter districting guarantees voice to each region statewide.
University Involvement — We utilize Idaho’s Universities to do research that is based on Idaho, for Idaho. National research often fails to take into account Idaho’s ideals, culture and best interest.
— from IdahoBusinessCouncil.org
Which degrees are worth the debt?
Historically an uncertain economy tends to send more potential laborers back to school, so colleges are busting at the seams. To what end? As costs of higher education continue to rise, the value of degrees not only hasn’t necessarily matched the hike in costs; in some cases, it’s been devalued. The 2011 comprehensive report, “What’s it worth? The Economic Value of College Majors” was conducted by the Georgetown University Center on Education and Workforce and illustrates relative values of 171 majors and degrees, showing more than a few with a low cost-benefit ratio.
According to this report, since 1992 those with bachelor’s degrees in the U.S. workforce grew from 28 percent to 34 percent. The value of a graduate degree may be more doubtful. Some graduate degrees earn only an additional 1 percent in wages (e.g., meteorology), while others can boost income up to 190 percent (medical). A study reported in the American Economic Journal earlier this year concluded it can take up to 10 years for high-level workers entering the job market in a recession to narrow the wage gap between themselves and their peers who entered in better times. This by no means should discourage pursuing education overall, but suggests smarter choices of major.
According to the Georgetown study, the most popular majors in order for bachelor’s degrees, with their median annual earnings, are:
• Business management/administration — $58,000
• General business — $60,000
• Accounting — $63,000
• Nursing — $60,000
• Psychology — $45,000
• Elementary education — $40,000
• Marketing — $58,000
• Communications — $50,000
Also popular are general education and English literature, but earnings are harder to track as graduates less often work in related fields. Finance is also a somewhat popular major and earns a median $65,000.
Now take least popular majors and note the income potential. A bachelor’s in math/computer science combined earns a median $98,000. A B.S. in mining/mineral engineering or in marine/naval engineering, $80-82,000; and oceanography, $70,000.
For graduate degrees among the least salary value-added choices are studio arts (3 percent more), petroleum engineering (7 percent), oceanography (11 percent), mass media/advertising/public relations (11-12 percent), pharmaceutical sciences (13 percent), forestry (15 percent), and miscellaneous education (16 percent). At the other end are graduate majors almost guaranteed to pay better dividends; just below medical advanced degrees are social sciences (134 percent pay hike), zoology (123 percent), molecular biology (115 percent), public policy (107 percent), biology (106 percent), biochemical sciences (101 percent), chemistry (93 percent), law (81 percent) and physiology (78 percent).
Bear in mind that the average graduate with a bachelor’s leaves school with $25,000 of school debt. Add to that another $30,000 or more in graduate school loans. Multiply the interest and it takes years to pay it off, assuming a decent pay hike.
Think the gender earnings gap has closed?
A male pharmacist with a bachelor’s degree earns a median $110,000; a female with the same degree earns $100,000 (9 percent less). That’s a mild one. A male with a B.S. in chemical engineering earns a median $92,000; a woman, $72,000 (almost 22 percent less). In theology, a man earns $40,000 and a woman, $33,000 (17.5 percent less).
How about available jobs?
Science majors are among the most highly associated with full-time employment, such as genetics (99 percent full-time employment), mining and mineral engineering (99 percent), and geological and geophysical engineering (97 percent). Military technologies, pharmacology, and school student counseling have no unemployment. At the lower end of the jobs scale are social psychology (16 percent unemployment), nuclear engineering and educational administration (both at 11 percent). Medical assisting, performing/visual arts, and communication disorders work are associated mostly with part-time work.
The full, data-packed report is at Georgetown.edu.
Economic diversity
Alivia Metts
Economist, Henry Bruton, sees economic development as “sustained and sustainable growth in per capita income, accompanied by diversification of production, reduction of absolute poverty and expanding economic opportunities for all citizens.”
Per capita income — the amount of wages, business profits, investment earnings and payments like Social Security apportioned to every man, woman and child — has grown at a 1.7 percent annual rate adjusted for inflation since 1969 in Kootenai County. The exceptions are through recessionary periods when productivity weakened. The most noticeable declines have been experienced in the most recent economic contraction and to a greater degree during the 1980-1982 recessions.
Per Capita Income
The difference between the current recession when compared to the ’80-82 recessions is how flexible and diverse the economic base of Kootenai County has become over the past 30 years. It is more capable of weathering economic shocks. Through the current recession, Kootenai County lost more jobs as a percentage of total jobs than from 1980-1982, 9 percent compared to 7 percent. Losing less income while losing more jobs could only be accomplished by economic diversification. This is largely attributed to the type of economic development efforts that have occurred over the years and the foresight and ingenuity in creating opportunities for growth and prosperity even through the worst of times.
In 1980, government was a large contributor to the economy, followed by retail and manufacturing, largely wood product manufacturing. The economy in Kootenai County became more diversified in the ’90s, but tourism gained a stronger presence after The Coeur d’Alene Resort and Templin’s opened. The change was immediate and intensified as other tourist operations such as the dog track came on board and The Resort opened the golf course with its famous Floating Green around 1991. Silverwood’s expansion also boosted tourism’s role in the economy. After opening in 1988, the park brought in people from all over the region and country and continues to be an economic engine in the tourism industry along with Hagadone venues and the Coeur d’Alene Tribe’s casino and hotel.
By 2000, the composition changed even more as population growth surged, creating a larger demand on health-care services. Health care represents a much larger share of the economy today and is one of the largest employers in Kootenai County.
Manufacturing has and still does play a vital role but it is shifting. From more than 60 percent of manufacturing in 1980, wood products slipped to 36 percent in 1990 and 28 percent in 2000. The industry rebounded this past decade jumping to 50 percent in 2010.
Over the past 30 years, manufacturing in Kootenai County has diversified substantially. Most manufacturers in Kootenai County have fewer than 50 employees but supply a variety of industries all under one roof. Buck Knives and Kimball Office (aka Flexcel) are the largest manufacturers to move to the county. Powered by its exporting capabilities and above average pay, manufacturing has a large multiplier effect on an economy and the region.
The assortment of industries and manufacturers in Kootenai County is a result of the economic development efforts of Jobs Plus, the Panhandle Area Council, civic leaders, businesses and the community, all embracing and maintaining a diverse economic foundation to create opportunities for the residents of Kootenai County and the surrounding region.
Alivia Metts is Regional Economist with the Idaho Department of Labor.
Soccer tourney kicks in millions
Rob Rollins
COEUR d’ALENE — The president of Sting club soccer has a message for everyone who works in area restaurants, hotels and other retail businesses.
“Thank you,” said Rob Rollins, who in his non-soccer spare time owns Sterling Codifiers with his wife, Jill. Sterling Codifiers is a Coeur d’Alene-based company that codifies ordinances for cities and counties nationwide.
Rollins’ message reflects an informal but important partnership between the business community and the massive Hot Shot soccer tournament hosted by Sting each May. This year’s tournament, the 26th annual, takes place May 11-13 throughout the Coeur d’Alene area.
Here’s how the partnership works:
• The Hot Shot tournament brings in teams from throughout the West and Canada. Last year, some 3,000 players participated. When visiting families are included in the equation, Sting officials determined that the tournament generated $1.1 million for local merchants last year.
“This year we already have 30 more teams,” Rollins said, “which will add about 450 more kids over last year, and that means more money into the community.”
• Merchants deliver excellent, friendly service to visitors in this shoulder-season event, which in turn encourages them to come back. It’s play that pays the whole community.
“Last year I had a number of people from Canada, Montana and the Boise area come up to me and state how much they enjoy the competition — it’s nice to play teams they never come up against in league play,” Rollins said. “They also love the CDA area, such a nice setting and all the hotel and restaurants do a great job in servicing everyone. Many book their hotel rooms for the following year’s tournament upon leaving this year’s tournament.”
Love the ones you’re with
The Really Big Deal, the Next Great Thing, the Game Changer.
Salesmen and women known as economic development directors are all scouring the face of the nation for it: Recruiting that amazing company with a multitude of employees, massive payroll and benefits and no harmful impact to the environment.
But yes, they’ll settle for less. How quickly they can pack their bags and grab a flight is the only question.
Because businesses tend to have finite lifespans, attrition is guaranteed. When one company with, say 100 employees, $8 million in annual payroll and benefits and $2 million in annual property taxes departs or dies, another with equal numbers must be recruited just to maintain the status quo.
Or does it? What if the company that was already here didn’t move or didn’t die? In fact, what if it grew?
As North Idaho regains its balance from recessionary quakes, retention of the businesses that are the backbone of our communities has become if not a higher priority in economic development, at least a more magnified mission.
That’s why many of those involved in economic development are showing existing businesses a little more love. Elected officials are being encouraged to visit local businesses not just to shake hands and say hello, but to hear about challenges and listen to suggestions.
No, government isn’t in the business of solving every company’s problems, but if it can help businesses walk the regulatory tightropes and perhaps partner with other similarly interested entities, the entire community benefits.
That’s a Game Changer, too.
What holds your business back?
Bill Jhung
For many businesses it’s a challenging time. However we have clients who are thriving in virtually every industry sector.
How is it that some businesses are able to navigate through these challenges and continue to prosper while others seem to experience the brunt of the recession? What are the constraints that hold even well-established businesses back from reaching their potential? Is it lack of capital, lack of technology, lack of skilled employees, increased competition, changing market conditions… even recession? No business is immune to these challenges yet some still manage to overcome them and thrive.
When we look deeply at the differences between thriving and struggling businesses there are some common gaps. Thriving businesses possess greater clarity of vision and goals across the organization, more effective resource alignment, and a deeper drive for excellence. These traits are typical in extraordinary businesses. (I will discuss these elements in a future leadership discussion.)
Is it just a matter of focusing more on quality, service and excellence? Many businesses desire to deliver quality, service, even excellence but even as they attempt to focus on these virtues their efforts are buried in the myriad of daily fires, weekly challenges and regular crises. Yet thriving businesses seem to have found a way.
What single variable overrides all of the other business challenges, and constrains the business from reaching its potential?
That variable is that of the leader. Ultimately, the leader is the one that must provide organizational clarity, resource alignment and driving excellence.
We recognize this instinctively in a family. As the leader goes so goes family. As a leader goes, so goes a nation and certainly this is the case for a business. If the leader of a business is stuck everyone below him is stuck. I call this the organizational lid. One that keeps the organization stuck at an obsolete milestone.
How does a leader, especially an experienced leader hold back his own business? By living off the fumes of yesterday’s experience.
When he operates with a belief that what he had learned in years past, business operations he had established, and his leadership practices are adequate for the challenges of today and the future. So instead of embracing the challenges of pressing for fresh innovations, pain of driving excellence and transformation, it’s easy to live off the past successes. When we coast we all go in one direction… down. And the leader just fixed a lid on his organization’s future. If things are not going well it’s easy to point to the economy as the culprit when the cause may be a self-induced organizational lid.
The good news is that the lid can be moved up.
How? The leader can grow in his effectiveness by going on a leadership journey. If the leader will take steps to grow, the lid will move up with him.
How would one begin this journey? In addition to what was discussed in my previous leadership columns I would recommend 3 simple steps:
• Reality check — seek feedback on your leadership style, tendencies and blind spots from loved ones, your team and even peers in the community. Improve your self-awareness by utilizing the Joharis window model.
• Leadership excellence — set aside time weekly to work on your business and gain clarity on the long term vision, goals and plan for implementation. Meet with your team regularly for clarification, focus, accountability and to celebrate business successes.
• Be a learner — read at least 1 leadership book a month, and attend leadership or business conference/seminars regularly.
To advance it isn’t enough to read or to attend. True growth as a leader comes from the exercise of leadership. Apply the learning immediately. The good news is, when the leader grows the leadership quotient of the organization rises as those below him get a lift up.
Leaders, may you lead with all diligence!
Bill Jhung is the director of the Idaho Small Business Development Center at North Idaho College. Bill and his team provide leadership and business coaching, training and resources to business owners and leaders in North Idaho. He can be reached at (208) 769-3284 or at wkjhung@nic.edu.
KTEC, UI to partner in workforce development
Dr. Robert Ketchum
While peace, family and freedom of religion rank high as concerns for most Americans, right now, our first concern is jobs.
Gallup’s World Poll has identified the leading desire of people everywhere as a “good job.” A good job is increasingly the measure of regional and national success.
In North Idaho, preparing citizens for good jobs and bringing good jobs to the region has long been a focal point of regional planning and development.
Thanks to Jobs Plus Inc., the Coeur d’Alene area has attracted and expanded manufacturing. Manufacturing is the wealth creation engine that will strengthen the number of “middle skill” jobs in North Idaho — jobs that have increasingly disappeared from many areas of the country as manufacturing has moved off-shore.
The Kootenai Technical Education Campus (KTEC) will increase the number of high school graduates able to obtain those middle skill jobs, and thereby feed themselves, earlier in life.
And if you are a high school student who is college bound? Perfect! Simply graduate from KTEC so you can earn a living while you pay your way through higher education, and graduate without debt.
The University of Idaho is proud to partner with KTEC to further assist North Idaho’s economic development by supporting the education and training of a skilled workforce. To that end, KTEC director Mark Cotner recently announced a cooperative relationship with the University of Idaho to provide courses in Coeur d’Alene for KTEC faculty seeking professional-technical teacher certification.
The need for trained professional-technical educators is great: The KTEC expected to serve about 280 students when it opens in fall of 2012. It already has received 900 student applications.
The teachers hired by KTEC bring with them a wealth of experience in the business and industry skills they will teach. Providing these seasoned professionals with effective teaching skills will be the role of the University of Idaho Coeur d’Alene Center. The University will provide vital courses such as teaching methods, assessment techniques and curriculum development, locally.
Beginning teachers can remain in the region to earn the Idaho Occupational Specialist Certificate needed for teaching PTE content area, and also can renew their certification locally. These certifications ensure quality instructors and meet Idaho teacher requirements.
KETC enrollment is now at 900 students, vastly exceeding enrollment capacity, so the need for certified instructors is there.
The University of Idaho is the leading university in the Pacific Northwest for career and technical teacher education, making it a great fit for this partnership. The University prepares teachers for the PTE content areas of agriculture and natural resources, business and marketing, engineering and technology, family and consumer sciences, health occupations and skilled and technical sciences.
This KTEC/UI agreement will serve as a model for public school and university cooperation in professional-technical education, and it is a wonderful opportunity for the University of Idaho to support the economic development of the region.
University of Idaho Instructor Robert Ketchum was recently hired to lead the teacher education program serving alternatively certified professional-technical education teachers in North Idaho.
It pays to go green
In honor of Earth Day April 22, businesses across the country are promoting their efforts to go green. Customers react positively to marketing which shows attempts to conserve natural resources, produce cleaner energy, and recycle waste. But did you know a business can actually save money by reducing their environmental footprint?
Here are 10 ways to save a little green by going green:
1. Use T5 or Energy Star bulbs. T5 bulbs use 50 percent less energy than regular fluorescents. Energy Star rated light bulbs (at most stores) use two-thirds less energy and last longer, thus costing less over time. Turn off the light in meeting rooms or offices not in use.
2. Shrink packaging. General mills shaved 20 percent off the box of Hamburger Helper, without changing the amount of content. The savings extended beyond less packaging and into transportation and fuel; they now need hundreds fewer truckloads annually to ship the product.
3. Shut down, not hibernate. Unused computers waste $1 billion annually and faster wear costs businesses more in equipment replacement. Turn the computer, printer, and power strip off when you go home at night.
4. Copy smarter. Print or copy front and back for up to 50 percent savings on paper. This also saves space in the file cabinet. Many copiers have a setting which does this automatically (“duplex” or two-sided printing).
5. Consider a virtual office. Beside the fact that employees like the flexibility, consider Sun Microsystems. Its Open Work program gives 20,000 participants (56 percent of Sun’s workforce) the option to work from home. In 2006, Sun saved $67.8 million in real-estate costs, prevented tons of carbon emissions from the missed commutes, and increased worker productivity by 34 percent. Sun now consults to other companies who want to do the same.
6. Ditch the styrofoam. Better yet, keep and reuse your own dishware and utensils at work. For guests and parties, paper cups, plates, and to-go boxes work and generally cost half as much as styrofoam, which has non-recyclable plastic content.
7. Add plants. Live plants absorb indoor pollution, brighten the office, and are good for health. A Washington State University research team studied a workplace before and after plants were added. They found workers were 12 percent more productive, had lower blood pressure, and reported feeling less stressed and more attentive. Consider planting shady trees or shrubs outside windows facing the morning or afternoon sun.
8. Embrace climate change. Adjust the thermostat just three degrees more in summer and three less in winter. It’s rarely noticed, but you will save energy and money. Remember to check weather stripping and change the filter and keep it clean; dirty filters make the unit work harder and use more energy. At the end of workdays, be sure blinds and curtains are closed to better maintain temperature while the building is empty.
9. Recycle cell phones. If it still functions but is outdated, donate it to a charity; you get the tax deduction to boot. Same goes for functioning computers and schools, if they’re not entirely outdated.
10. Buy recycled paper. Copy paper and paper towels choices at most stores include partial recycled content options and may be cheaper anyway, although that varies by retailer. The North Idaho Business Journal is printed on partly recycled newsprint.
“We do not inherit the earth from our ancestors; we borrow it from our children.” — Native American Proverb
Recycling is big business
Few consider the financial impact. A landmark national study on the recycling industry put the economic impact of recycling in the U.S. at a hefty $236 billion in annual sales, 1.1 million jobs, and another 1.4 million jobs indirectly supported by the industry.
The “industry” includes more than curbside programs for aluminum, plastic, and newspaper. Other examples are steel mills, iron and steel foundries, paper manufacturers, computer and electronics demanufacturers, glass container and rubber product manufacturers, pavement producers, plastics reclaimers, and of course collection centers and recyclable materials wholesalers.
Add $12.9 billion generated in federal, state, and local taxes to the picture and you have a profitable argument for joining in.
Green jobs expected to grow in Idaho
By ALIVIA METTS
The global economy is undergoing tremendous change. Natural resources are limited, and increased fuel prices are encouraging energy efficiency and the development of renewable energy.
The impact on society is through increased environmental regulations, government incentives, higher demand for environmentally friendly goods and services and for workers with skills that incorporate green practices.
About 3 percent of employment nationwide and in Idaho is green. But nearly 1 in 10 Idaho employers have at least one employee with a green job. On average, there are five employees working in green jobs per Idaho employer. Idaho and neighboring states have a similar composition. Although this seems like a small portion of Idaho’s total employment, it is expected to grow in size and importance as Idaho’s economy expands along with demand for additional expertise in clean energy and green technology.
A number of trends show that the green economy is growing and that consumer awareness of, and demand for, green products is on the rise. It is a favorable environment for those looking to start green businesses.
Emerging entrepreneurs can take advantage of the opportunities being offered in renewable energy alternatives, green collar job training, green business incubators or perhaps developing a business model that increases access to renewable energy technologies.
Additionally, starting a business that offers alternative transportation solutions can benefit both the environment and community health from something as simple as refurbishing old bikes or starting an electric bike and scooter dealership to green cab companies.
The demand for safe, effective, non-toxic products is also steadily growing. There are abundant opportunities for innovative entrepreneurs to meet this demand with home-based businesses by taking advantage of a growing market by selling goods online such as sustainable baby goods or green home and bath products. Moreover, the increasing demand for all-natural and biodegradable cleaning supplies for houses, offices and schools has redefined specific janitorial and housecleaning services.
Remaking goods is also becoming hip as entrepreneurs find ways to make fashion statements with recycled clothing and salvaged furniture.
A niche market is growing in the construction industry for used building materials. Contractors are becoming salvage experts by removing, selling and installing used building materials for a profit. Training opportunities are also available in this market.
As climate change awareness and mitigation strategies increase, it is likely industry will increasingly prioritize energy efficiency as a critical solution to reducing greenhouse gas emissions while increasing returns on investment.
Savings from appliance standards alone created about 338,000 jobs nationwide in 2010. By 2020, that number is projected to grow by 15.4 percent to 390,000 jobs. And for every 100,000 net jobs created by energy efficiency gains, about 6,000 are in the broad manufacturing sector, according to the American Council for an Energy-Efficient Economy and Appliance Standards Awareness Project.
Those with backgrounds in construction, roofing, electrical engineering or architecture have a range of opportunities to start new businesses in the booming green building and energy efficiency fields. And those with little or no experience have the chance to gain skills and create their own career opportunities.
The Idaho Department of Labor has identified heating, air conditioning and refrigeration mechanics and installers, construction laborers, plumbers, pipefitters and steamfitters, roofers and electricians as high employment occupations in the field of energy efficiency in Idaho.
Emerging green enterprises hold great promise for creating green collar jobs on a large scale, for preserving the environment and for reinvigorating distressed economies.
Alivia Metts is Regional Economist with the Idaho Department of Labor.