Express Lanes: The Good, The Bad, The Ugly

Welcome everybody, to Service Drive Revolution. On today's show, we answer your questions and we have a guest that is what we call him. A humorist.

Yes.

And much, much more. Coming up on Service Drive Revolution.

How's it going, Mia?

It's going so good. How are you?

Everybody please give me a round of applause for being a special guest on the show. Otherwise I'd have to do this alone. I've been abandoned by Christian.

We appreciate you doing this.

I appreciate it too. But I'm still really salty about the fact that every time I am scheduled to come out here, Christian just decides to not be here. Like I thought.

Weird, right? Yeah.

You know, but I do have a question, though. Just, I mean, I don't know if you know the answer, but just let me know. What did the digital clock say to the grandfather clock?

What?

Look, pod, no hands.

Hey, Mia, what happens on October 21st through the 23rd?

Top Dog.

Top Dog. Our top dog event is coming up. If you're in the coaching group or in our on demand, you know about it. You've received your invitation, your ticket, you've probably RSVP'd already. But if not, we have our annual event. I'm going to be giving away my jeep to the manager that has the biggest improvement in net to gross effective labor, customer satisfaction, which is going to be very fun. And there's always a clear winner. Second place is always a little upset though. Yeah, understand, but there's always a clear. The numbers are always pretty clear, but we're going to be giving that away. Also. We have Robert Cialdini, the, the iconic author of the book Influence and Persuasion. He, he rarely does events. He's going to be there. We have John Taffer from Bar Rescue and a couple other guests we haven't announced yet. We're pretty, pretty excited about. It's a great way for you to get out, get around some positive people, make some new friends, get rejuvenated and get some, you know, new ideas, some new perspective. It's gonna be a blast. We're doing it here in, in Los Angeles. I know people are pent up, they want to get out. So this is a good, good thing to do for your soul. It will feed your soul. Top Dog will feed your soul.

It's like, it's like a three day spa trip, but for car people.

That was terrible.

They'll probably, you know, most of them will be drinking and doing terrible.

Exactly.

And still, still be fun. What else is going on in your life? BDC training.

Yes.

Which is incredible. That You've created.

It's been life changing to say the least.

So you know that of all the people that we've collaborated with or done training, you by far and away made the transition.

The easiest.

For you or for me or both.

For. For us. I know you probably went through hell.

It's not, it wasn't as bad as writing service for.

But there's a big difference between. Doing videos is a. You know, the thing that we run into is we'll have people that are good in the front of the room, like they're great doing workshops or training people in person. And then you turn the camera on and they turn into jello.

Yeah.

And then they just, then they speak at like they're telling people that they should do this. And then they just get louder and louder like. And it's hard. You know, I'm super excited about our relationship and your style because I think your style appeals to the younger kids that maybe I'm a little out of touch with. So having you on our platform is going to assist our clients in having, you know, more engaging training for their younger staff.

Yeah.

Because you kind of have a fresher, funnier.

Yeah, it's, it's perspective. That's the goal. I want, I want people to. I know how boring training and conventions can be because I've been to countless. We all have, you know, in this industry and the few that always stuck out to me were the ones. The ones that I remember were the ones that made me laugh or I had fun at or that made me smile. And I think that this industry can be so stuffy, which I don't agree with. And I think that it's okay to want to enjoy training. That's. That's how you remember it.

Yeah.

So I'm really, really excited.

It is fun and.

Yeah, I can't wait for it to be up and to get feedback on it. And then people are going to be calling you for bdcc.

Yeah.

I'll tell you guys now, if you want BDC training or you want a BDC set up, you better get in line, call us because I know of two already, I think that are in line for you.

So it's gonna be amazing. I'm so excited.

Yeah, you're gonna make a big difference. It's great. Should we, before we go to our guests, should we answer a couple questions?

Yes, we should.

Okay, let's go to Quest, the first question. Oh. Remember, if you have a question and you call into the show, we're gonna send you some SWAG but also you get to be on the show.

Pretty awesome. Yeah.

The number. So write this down. The number is 8 3, 3, 3, ask SDR. So 8333 ask SDR.

Hi, my name is Anthony and I'm the express service manager at my dealership. And we started our express department in 2019.

With, unfortunately Covid. It really hurt business quite some bit. Now we are seeing a very large surge of customers coming back in, which is excellent. Although one thing that I am noticing is we have one express advisor and we are trying to find another. Although aside from that, we're really trying to establish the rapport that we need with our clients. I read Millionaire Service Advisor when I used to be an advisor, and I loved every page. It taught me a ton. I read it again and I had hoped all my other advisors at the dealership read it too. And long story short, it's definitely a different world writing up main shop service as opposed to writing up express service. And that tendency for the clients to want to get in and out as quickly as possible.

Is also difficult to try to build that rapport because you have a much shorter time span. And with a lot of the customers coming in for purely express service or one of their first visits back being an express service, there's only so much that seems we can really do to build that rapport to overall increase our numbers across the board for customer service scores and also profit, obviously. So if you have any suggestions, I would definitely appreciate it.

First of all, Anthony, thank you for the kind words about the book Millionaire Service Advisor. It means a lot to me. You know, when you write a book, you think people are going to read the book, especially if they buy it. But a lot of times people buy a book and they don't read it.

Why.

I think they thought it was a good idea, but the actual work or whatever, I don't know, makes no sense to me. But yeah. So do you want to take a shot at this first? Because I got a lot to say about this.

I have a lot to say. I do. And I have a feeling that you and I will agree, but also on certain parts may not agree, which is kind of how that's our dynamic. But.

I think it's a great question because you would think off the top of your head that, yeah, being an express writer means you don't have enough time to build rapport with your customers. But to me, it's never about the physical amount of time that you have with the customer, because first of all, building rapport doesn't happen in one visit. It happens over multiple visits. And the first step to building good rapport with your customer is making a good first impression within that first five seconds. Because that is not going to build all the rapport, but it's going to pretty much make or break the customer's decision to continue coming back or not. Right? So if you give off a really good first impression in that first five seconds and the customer continues to bring their car back to Express to get their oil changed or their basic maintenance done, that's where you're going to start building that rapport. It's not going to be in that first visit. Plus, even if you have only an hour with that customer, customers in the main shop are going to feel the same way. They still want to get in and out. It doesn't matter if their car is there for half an hour or two weeks. They still want their car out as quickly as possible. It's not necessarily about the amount of time that you have to build that rapport. It's how you do it and it's how you approach the customer and how empathetic you are. And open. Really.

The problem with quick lube is fundamentally the system is.

Designed to fail, in a sense. I was just doing this math with somebody on a strategy session the other day that has a bit quick lube. And so we pulled their gross for their quick lube. And so let's say their quick Lube had produced $20,000 in gross from parts and service. Now they had, I think, three technicians. The, those three technicians cost something like around 10, $11,000 a month. What percentage of the gross is that?

Now at this point, you know that I'm so bad at math.

So if it's 20,000 and it's 10,000, that's 50%. So now half of the gross is gone, you know, is gone there. So your gross profit percentage is. Is terrible. And I'm including parts gross in that number. So it's even worse.

Right?

It's terrible. Then you gotta pay an advisor. So now a service Advisor that's producing $20,000 in gross. What do you gotta pay a service advisor to be a quick lube advisor? Like, what's the minimum you could get away with a month, do you think?

A month?

Yeah. And understand that the lower that number is, the more turnover you're gonna have, right?

So I mean, 4,000. I mean, maybe nowadays I'm still thinking about when I worked in Express, like, you know, eight or 10 years ago, but that was like the pay was Way lower. So I don't have a good comparison. I don't know even know what it.

Is, whatever it is. Like, I mean, my experience is the lower that number is, the more turnover you have. Right. So now.

You'Re. You're spending 60, 70% of your gross on advisors and techs. And now the. The thing is not built for selling additional work. Customers could come in and their hoses are leaking their oil. Like the thing could be falling apart. Most of the time, the quick lube techs aren't. They're not going to inspect the car to the degree of veteran tech in the shop would. It's just not reality. And we're discounting the oil change. So if you go to Jiffy Lube or Oil Can Henry, their oil changes are 80 to 110. We were charging 30 to 40. So we're undervaluing the oil change. It's not a profit center. Right.

Marketing.

So we're doing some sort of loss leader to get them in to do nothing. And then in a lot of situations. And I don't know, Anthony, if it's this way in your dealership, it's 50. 50 in my experience is what happens is let's say Mia writes up an oil change and let's just say that like it really needs something in the Quick Lube tech does recommend something and Mia wants to have it done. Just handing over to another advisor who's a main shop advisor, that handing over of the customer is also a terrible, you know, a terrible system. Like the customer now is like what? Like what? You know, they just.

By being passed around.

Yeah. Any rapport that was built before is gone and you got to start over. You feel like an afterthought. Like it's the weirdest thing when they do that. Like, oh, here, let me walk you over to an advisor. It's like customers don't understand that or want to deal with that. They just want. They just want it fixed or done or.

So you're more under the impression that, like quick lubes in general or express lanes are kind of pointless. Is kind of what I'm doing. What, what I'm getting from what you're saying. Yes.

So I think that from a customer's point of view, the. The concept of doing an oil change rapidly and conveniently is a huge asset to. To your business.

Yeah.

What happens behind the scenes is where we get it wrong. So how we structure it in the back with the Quick Lube text and Quick Lube Advisor is what we're doing wrong. So the way that we execute it behind the scenes is what's flawed, not what the customer perceives. We want the customer to perceive that oil changes are easy and convenient, but we can do it in a way where we.

We have the opportunity to sell work. And also we have, we have contingencies built in. Right. So if you have a lateral support group and I have two quick lube techs on that group and three oil changes show up, I can give it to a C tech on that group. So I have contingencies built in. When you have a quick lube and it gets backed up, it just backs up more so you don't have anywhere to go, you know, the Friday before a holiday weekend when, when you get a rush.

Yeah.

So that's also a flaw is you're, you're just, you know, you're just piling it up and, you know, setting yourself up to underperform. So financially the quick loop doesn't make sense. Creating opportunity and part of a business model that we would be available to do additional work that's needed is dramatically diminished when you, when you're executing it in, you know, in a concentrated way.

So we can still do an oil change in 30 minutes, we can still do an inspection that and the other thing is, in the way we approach it and we set it up is those quick lube techs also become mainline text.

Right.

And the turnover is way lower because your turnover on the quick lube for text is something like 60% in the first two years, which as hard as it is to get kids to come into our industry, as it is, we want to maintain them. And when they don't see, you know, a career path and opportunity, they go away and they do something else. So having them mixed in with the main technicians, having a mentor for them, having a, having them around other techs that are flat rate, letting them do a break job, letting them do alignments and things like that, keeps them excited. They feel like they're learning, they're growing. And then our turnover is dramatically reduced just by that, just by giving them opportunity and showing them a path. So it's a win, win on, on every side.

Yeah.

Because a quick lube advisor can't write more than 12 or 15 either and connect and build rapport and pet the dog. So it's just a law of numbers. And it's, it's, it's the limits of, you know, human performance. Humans can only do so much. It's very rare that an Advisor can write 30 and do all the things that they need to do. Yeah, it's more common that they fall apart after 15.

Yeah, see, and I was under the impression when I heard that question because I am not familiar with dealerships having actual like, what's the word I'm looking for? Like a separate quick lube. Because when I hear express lane or quick lube, I'm thinking of just like it is in the same area as the main shop, you know what I mean?

And dealers build them separately. Some of them are across the street, especially Ford, Toyota. Those manufacturers have kind of forced the dealers into that.

So I only ever worked at one dealership that was like that.

The manufacturers are doing that out of frustration because the dealers are taking two hours to do an oil change. So they're like, well, let's just make a quick lube and make the dealers do that.

Gotcha.

And I get why the manufacturers do that. But there's another way to do it where you can do both, you can have both. You just need a different system, that's all. But thanks for the question. Anthony was sending you some swag. Remember the numbers 8333.

Ask STR.

You want to do one more?

Do have a question for you, Chris. It's about two topics that you just recently talked about on your podcast there, which I have a lot of interest in. I'm a first year writer, so this is my first complete year and I'm loving it thus far. I work at a great dealership that's busy and has been a pleasure to work for thus far.

But for like the past 20 plus years I've worked in public service, in education. So, you know, I bring a lot to the table and I believe that a lot of the things that you review in your show are truthful. So I was listening in about focusing on the things that you can't control. Like that 85% you were saying.

Previously before that you were also talking about gross profit and as writers, how it's the worst way to pay the advisors and the writers, which I agree with you, 100%. Gross profit. As you mentioned, writers have nothing to do with.

And don't see it and don't control it. So that 15 additional percent of things we can't control often have a big impact on the money that the writers can make. So my question to you, if this was the worst way to pay the advisors.

What'S the skinny on the other ways to pay us? Appreciate you taking my call, Chris. Look forward to hearing some answers.

Thanks for the question. So if you heard me talk about nada. What happens is dealers go to 20 group meetings, and then somebody in there says, oh, I pay my advisors on gross. You got to pay them on gross. They have no idea why. Most dealers don't even understand service. And so they think that by paying advisors on gross, they're protecting themselves somehow. Like they're. They're punishing the advisors. Think. I think sometimes when I'm asked people why they think it, why you pay on gross, they say, because it lowers discounting. So they don't even understand what gross is. It's the weirdest thing.

Yeah.

It makes no sense whatsoever. It's a huge demotivator because advisors on most dmss can't even tell what the gross is easily. And so they don't know what they're tracking to make. It's kind of like an illusion. Also, like.

There'S a demotivating factor because sometimes office managers are putting other things to the cost of sale. Like, maybe they're putting the whole quick lube against growth. So just everybody knows the difference between sales and gross is the cost of the tech. But are you putting benefits in there? Are you putting vacation school in there? Like, there's lines on the financial statement for that. But a lot of times office managers are charging unproductive wages against that and just things that are completely out of the advisor's control and that they don't understand. So it makes zero sense. I think the intention was misunderstood. Like, why that's so common. Like, it went through the industry like wildfire. Like, everybody was doing it and it never made any sense. So my preferred pay plan is I pay the advisors a percentage of everything they write. Warranty, customer pay, internal.

I know some people believe that you don't pay advisors on warranty, which is.

Nope. That is.

And internal. Like, they're like, well, it's just a part of whatever.

They're still doing the work, though.

Yeah, they do. Like, it's so funny. Like, I don't know how many times there's been, you know, somebody who says, like, they're adamant. I don't pay advisors on internal. And on a Monday morning, I'm watching a customer that just bought a car not get helped because nobody wants to ride it. And they're sitting in their office checking their email with their seatbelt on, completely oblivious to the fact that they're wrong in their opinion and understanding of what that does. So the other thing is. So then another trend is that they will pay just on labor, not on parts. That's always fun to come in behind because as soon as you start paying the advisors on parts, the parts sales go up. It's odd, but they'll let extended warranties or customers bring in used parts. It's the weirdest, oddest thing that they do. So part sales go up when you flip them back to being paid on parts or flip them to being paid on parts. So at the top of the pay.

Plan.

And usually I try to make this. 50% of the advisor's pay is a percentage of parts labor, internal warranty, customer pay.

Right.

So that's 50% of the pay. Now that'll change if I'm in a scenario where the advisors are going to have a base. So then it won't be 50% of their pay. So it'll be less. Then 30% of their pay is going to be on CSI if it's a manufacturer that has CSI. So I want. So let's say an advisor makes $6,000 in a month and they don't hit CSI. I want them to make four. I want it to hurt. I want them to be vested. I don't want an advisor that will just sell and doesn't care about CSI or the customer experience. So 30% of the pay plan, I want to be CSI. And then the rest of it, I'll do an effective labor rate bonus with some manufacturers and then I'll do a customer pay bucket bonus where it's just buckets of customer pay and an amount. And I don't do hours per ro, even though in our advisor competition software we have hours per ro, it's one of six or seven categories. It's watered down, but I don't want advisors walking away from a rotation or an alignment or something like that. Just in the effort to have high hours per ro. So same thing. Whenever we go into a service department, we get rid of the hours per hour bonus and go to the CP sales bucket bonus. Sales jump up because you're missing all kinds of little things that they're letting walk.

Yeah.

Tires, all kinds of stuff.

So, I mean, I, I think I agree for the most part with you, but I think you are. You already know how I feel about csi, so probably just won't even touch on that. But.

No, I've. As somebody who worked at, who wrote service at several different dealerships, you know, I've dealt with every single pay plan. And um, the ones where I was commission based. Yeah. The gross was confusing. It was. Yeah. And that's. Remember that conversation we had months ago? You were like, what? You didn't Track what you made. And I was like no, because it was so confusing. That was the one that I was paid on gross. And I just was like, there's, I don't know how to track it.

You know the other thing with the pay plan is I look at it like a recruiting tool. Like when I'm interviewing the top advisors in that market that I'm trying to get to come work for us. Because I know a lot of you think you can turn a barista into an advisor, but I like to go find some veterans. It, you know your competition. Oddly too the techs will follow those veterans. So usually it involves text. I want to put that pay plan down in front of them and I want to tell them like we don't change it. Like it, it's been the, there's dealerships that, that pay plan has been in place 15 years and I can sit in front of the advisor and be like this hasn't changed in 15 years and it won't. And this is what it is. And we like. I make advisors bring their numbers when I interview them so I can take their numbers and lay it over the pay plan. And it's always a huge asset in recruiting because where they work they've changed it randomly and it's gross and they don't understand it and all that. So part of the design of that, that pay plan is to be advisor friendly and that the harder you work, the more you can make. And that tends to attract the higher performing advisors and scare away the underperformers.

Yeah. And I actually.

So like I've said I worked at obviously several dealerships over my entire career, but.

I don't know what it was. But every time I would start at a new dealership, like shortly after I would start like I would say like two or three months into it, they would decide to change the pay, the pay structure. And so when I say I've literally dealt with every kind that you've ever heard of, I really have. But I have never thankfully had to work at a dealership or a shop where they didn't pay the advisors on warranty or internal. That blows my mind.

That that's that sometimes.

Really?

Yeah, it's a weird thing. And then there's a manufacturer now that it's in the dealer agreement. You can't pay the advisors on warranty.

That literally is going to cause bad csi. Like they're literally shooting themselves in the foot. Like how do you want your advisor get good CSI if they're not going to want to try On a. Wow.

Anyways, so thank you so much for your question. Remember the numbers 8, 3, 3, 3, ask SDR, get. Call the hotline, and we'll send you swag if we play your question on the big show. So our. Our guest, Dan.

Beaky. Beaky. Talk about hiring technicians. Advisors being replaced by kiosks. Lots of great stuff. He's a great guy.

Yeah.

So without any further ado, here's Dan. Welcome to the show, Dan. How are you today?

I'm doing very well.

So we know that you're in Boston. Well, a little outside of Boston.

Boston area.

Are you a Patriots fan?

I'm not really a big sports guy, to be honest with you.

Perfect.

That's great news. So you caught our attention because of your enthusiasm, positive attitude, sense of humor, and how it kind of applies to leadership and the morale of everybody, you know, around you.

You know, the industry has got a lot of obstacles right now. Clearly, you know, we have lots of things going on where they're trying to replace my advisors with AI. They're trying to, you know, like, you know, pummel us with electric vehicles before we're even really ready or even have the infrastructure. And we're also seeing a lot of other issues with, obviously, a massive global tech or at least a nationwide technician shortage. And I don't think a pessimistic approach is going to attract technicians, to be honest with you. I think, you know, so I've just. I've been really working on trying to be optimistic and just, you know, I feel like there's a huge shift in the industry, especially with being able to contact other dealerships and whatnot via LinkedIn and so on. And it seems to be a lot of teamwork going on where, you know, if someone can't help you, they can find someone that can help you. We didn't really have that 20 years ago.

Would you say you're a connoisseur of humor?

No, No, I don't think I'm at that level.

Cause Mia's got a joke for you. Tell him your dad joke.

I'd love to hear.

You're gonna. Okay. I mean, I'm pretty funny, so you have a lot to live up to. I'm totally kidding. That's not true.

All right, I'm waiting.

Why did Billy get fired from the banana factory?

Why?

Because he kept throwing away all the bent ones.

Did Christian give you that?

I'm not telling you. That's a secret. That is industry secrets that you don't get. You don't get to learn.

Industry secrets.

Dan, what is Sherlock Holmes? Favorite type of meat?

Favorite kind of meat?

Yeah.

I don't know.

Mystery meat.

That's good.

Almost like Christian is here.

I know, I don't know if you ever watch the show. Damn it. We got this guy Christian that, he's pretty funny, but on the show, usually next to you. Yeah, on the show he tells kind of one liners but he's like one of the funniest people I've ever met. So where do you, where do you see things going? Where do you see the technician drought service advisors being replaced by iPads? Dealers consolidating.

Right.

I think we need to, as far as technicians, I think the industry might need to rethink flat rate. I think we might need to think about something a little more along the lines of hybrid. We can't just, you know, technicians are in works on more complicated jobs than the other. So I think maybe hybrid style pay plans are probably the way to go. And I'm not saying I have that completely figured out, but that's where my guts going. And you know, I think they deserve it. Be honest with you. These guys work hard and you know, for many, many years they weren't, they weren't respected. They were treated like it. They were a dime a dozen. And you know, and you know, now the situation's completely flipped and general managers and service managers are really realizing their worth without a doubt, you know, which, you know, they had worth the entire time and they should have been treated that way.

So Dan, I have a, I have a interesting.

You know, insight into this because I'm in different industries and one industry that, that we're in and deeply involved in is the heavy duty truck. And heavy duty truck is for the most part like a very small percentage of those dealerships are flat rate. And so what do you think the efficiency is across the board in those shops? Like if you take the national efficiency, what would you guess it is in an environment where flat rate doesn't really exist?

I mean, are we exceeding 100% efficiency? Is that where we're going with that?

No, we're closer to, you know, 60 or below.

Okay. Because that's where that. I would have guessed like 70, but I thought you were about to tell.

Me, you know, like it's, it's common to see 40, but we're saying the average across. Right. Because some are going to be a little better at 75. You rarely ever see 80, but for the most part 60 is, is the, is the number and you'll, you'll have a lot worse. Right. So now just think about from a, from a business model, if your, if Your production is 60%.

And your cost of the technician per hour, let's just say it's 30 bucks to use a nice round number. So if you're running it 60%, what does that make your cost to produce an hour?

You got me.

It's, it's close. It's like around 50. Right, because you're gonna take, you're almost. Well, if we said that they're running at 50%, our cost to produce that hour would be 60 bucks. Right, because they're spending two hours to produce one hour.

Yeah.

So if my cost of labor is $50 in a shop that is hourly, what I have found is it's better to pay $40 an hour for good flat rate text than to flip to an hourly thing and have your production go down. Because the other thing that happens in an hourly shop is the technicians no longer have to write good stories. They no longer care about that hour of diagnosis. So you have 20 to 25 shrinkage in your billable time because they're not incentivized to get the most out of hro. The advisors can give it away. They don't care. And so I was talking about this earlier on, on something else I was doing where when you put a flat rate tech in that environment, like let's say you have 10 hourly text and you put a flat rate one in, it's like a bowl in a china shop. Because he's like, I want to get paid for diagnosis. I want you to look up this time because the book says five hours and you're paying me four. And all of a sudden, because they, they want to get paid, they want you to close out the ros, right? Because open ros become a big issue because the text, so nobody cares if it's closed out because nobody's incentivized. You got advisors that are hourly, you got texts that are hourly. So you, you know, have hundreds of thousands of dollars in open ros and it becomes very loose and very unpredictable and everybody's not rowing in the same direction. So in, you know, in everything I design, in my outlook going forward and anything I'm involved in, I would pay the technicians more per hour to be flat rate. Like if I had to pay a tech$50 an hour to be flat rate, I still would be better than a $30 an hour tech that's 50% efficient. And a lot of times I go into these shops and the technicians aren't flat rate. And they think their cost of labor is 30 bucks. And when I show them that their actual cost of labor, 60, because they're running at 50 efficient. And their leakage. We'll go through them, through some repair orders and actually look at the billable times and why isn't their diagnosis on this and that sort of thing. And the shrinkage on top of the efficiency makes it very, very hard to be profitable and. And have a business that's healthy and scalable.

There's obviously a problem. I don't think any one person knows how to solve it yet. It's. I do love flat rate, don't get me wrong. But I, you know, it's. I feel like something. Something has to change.

No, it is funny when I talk to people, Dan, and they're like, you can't hire techs. Like, okay, good to know.

Then you find them a tech.

Yeah, most of the time. Then we help them find techs. Yeah, I think I was trying to figure out. And I'd have to ask Christian, but he's not here with the bad jokes. I believe last month, just in a handful of clients, we maybe hired over 60 techs. So we're hiring techs.

But we're, you know, we're not saying that you can't hire techs. We have to. What else? We got to get good at it or we're out of business. Right?

Yeah, without a doubt. It's like I said, it's a problem that I know that will solve.

Because what other choice do we have but to figure it out?

Yeah.

Obviously, the automotive business is not going to go away because technicians dried up. I mean, you know, it's. It's a business that has to survive. You know, it's. As long as automobiles exist, there's gonna have to be people that fix them, especially if they keep building them the way that they're building them now. So.

Yep.

Awesome. We appreciate you coming on. Keep it up. If there's anything we can do for you, let us know.

I appreciate it very much. Thank you.

Thanks, Dan.

Thanks so much for watching this episode of service Job revolution. We're uploading new stuff every day, so make sure you subscribe and click the bell icon so you don't miss out. If you have a question you'd like us to answer on the show, call 8333-ASK SDR and we'll answer your question on the show. That's 8333 Ask SDR. For special deals on our books and training. Head over to offers.chriscollinsinc.com now that's offers.chriscollinsInc.com I'm Chris Collins, and I'll see you in the next video.