Should Service Managers Fire Advisors Who Do This? (Service Drive Revolution)

Foreign.

Welcome, everybody, to service drive revolution.

And we are actually filming this on cinco de Mayo. Even though you're listening to it on cinco de nueva or d. Yes. Or whatever. But that is not going to keep us from celebrating. And if you're listening to this and not watching, Jeremy has on a sombrero and an American flag. Sun sunglasses with an American flag, which is.

Yeah. Is it wrong to be wearing American sunglasses on Cinco de Mayo?

Build that wall, Jeremy. Build that wall.

Whoa, whoa. Why are you throwing me into that category already? You know, I'm already controversial enough. What do you have there?

I am drinking a little bit of the dos artes to get tequila.

Nice.

We. We have a fun show for you today. We're. We're. I'm going to talk about something that is driving me crazy and really pisses me off during this quarantine and I have to get it off my chest before I. Before I kill somebody. We're going to talk about something that we've been doing with the coaches during the quarantine. We're also. Jeremy and I are going to let you in on how people are making more money during this quarantine and not in the right way.

Oh, you know that. You know that a lot of the listeners actually listen to this and don't watch it. So when you're shaking your head, they can.

Well, I'm not going to interrupt you.

You just are digging your sombrero the way you're going back and forth.

I'm actually.

We're going to tell them about the conspiracy of people because you love conspiracies of people making more money than they were before the quarantine and not in the right way.

Chris, did you know this is breaking news that because of all the government handouts from COVID 19, that beginning in 2021, there will be a new tax assessed to every single person around the globe to pay back the one world government that bailed everybody out of this situation, which that one world government fabricated and made up the COVID 19 virus.

Is that China?

We don't know. Stay tuned. You'll find out.

My.

My. My subsidy check had. Was signed by Trump.

Was it really?

No, bro. I didn't get it. I didn't get a check.

Hey, I got to tell you, are you rocking the look today? You're really. You got that trucker hat on and you've got it going on. It looks really good.

Not.

Not for any other reason but that I don't know what to do with my hair. I Look like a home. I look like a crazy homeless person. People just walk up to me on the street and hand me money.

Do they really?

Yeah. I look like a homeless person. If.

For those of you that are listening.

I'm saying this in. It pains me to say this, but if my guy, Homer, doesn't open up shop to cut hair pretty soon, I'm cheating on him. I am. I am. By next week, I gotta get a haircut. I can't live like this. It's too much.

You know, last week, I gave myself my own haircut.

Yeah, I can't do that, bro.

Why? I'm wearing these sombreros.

I trim the side, but whenever I try to trim my beard, it's a little lopsided. It doesn't work.

That's funny.

So.

You, you know, have you ever read the book by Pete Carroll, win forever?

Yes, I have.

So you know that in there, I don't know that it had a deep emotional effect on you, but in there, in his pyramid, that was influenced by the late, great Coach Wooden. He has a pyramid of performance, I guess, right. With different things. And on there, right in the middle is.

Be early. And so Pete's thing is that if you're. If you're on time, you're late.

Okay.

And I don't know. It's just a thing for me. Like, I. I'm early for everything. Like, I'll be. If I have a meeting somewhere, I'll be an hour early for the meeting, sitting at a Starbucks, waiting. But I mean, I'm just early for stuff. And so, you know, you have employees.

You're not sitting in the Starbucks anymore, sir?

Well, no, but I'm saying before the quarantine. Now that we're in the quarantine, you start to. You start to understand something about human nature. And what you start to understand about human nature is the excuse is always the excuse. It doesn't matter. So those people that were late for work.

Right, that. Oh, it was traffic. Right. Because traffic is kind of a common one here in Los Angeles because, let's face it, we have some of the worst traffic, maybe in the country, if not in the world. We got to be on the top 10 list for the world and top three for the country, especially right here where we are downtown. We're right where every freeway hits, you know, and so, yeah, so traffic's an issue. So the. The employees that complain about traffic. Right. Oh, I'm sorry. I'm sorry. I'm 10 minutes late. There was traffic. Okay. Like, what do you do like, you know, like it bugs you, but, like, you don't want to. You don't want to start a fight that early in the morning with. With everybody. Right.

My law porter texted me at 7:57 that he had had a flat tire. He's supposed to start at 7:30. And my whole thing was, that's just an excuse because if you really hadn't slept in, you would have let me know at 7:15 that you had a flat tire because you had to drive to work. So.

So that was his last day, right?

Yes, it was.

You fired him.

Yes, I did.

I'm proud of you for that, because that's what. You know. Vicki, one of our coaches, I was there when she fired her top advisor for being late for a shift meeting. Like, and I don't know, at the time, I wasn't for it, but now I get it. So anyways, the same people that somehow hit traffic or the train was late, whatever it is, now they're quarantined at home.

They're quarantined at home, Jeremy. And they're still late for stuff. So you have a Zoom meeting, and they're still two, three minutes late. They wander on, and it drives me crazy. Like, how can you be late on a Zoom? There's a traffic jam in your closet.

No, you don't understand. I tried to log into Zoom. I got kicked off. I had to log back in. I had to shut my computer down, and then my cat came and stole my mouse, and then there's all this other stuff that comes with it. So I legitimately was late today because I wasn't logged in on time early enough, and I thought I could just log in with 15 seconds to go to get. Here.

Jeremy, write this down for me.

Okay?

How you do. How you do anything is how you do everything.

How you do anything is how you do everything is how you do everything.

Yeah. So the same. It's. There's no coincidence that the same people. There's no coincidence. And I'm 15 minutes early for a Zoom. I'm always the first one on there waiting. There's no coincidence. There's no coincidence that the same people that get stuck in traffic are the ones that are late for Zoom. They hit a traffic jam in the hallway on their way to their living room or whatever it is, wherever they're. I mean, that's another interesting thing. On this Zoom world that we've been navigating. We've learned a lot. It's been really fun, but it's really interesting to See where people pick in their apartment or house to get on Zoom like that. They don't know that we can see that disaster and mess behind them.

Do you realize that there were actually attorneys that were showing up for court on webcams, laying in bed in their pajamas still, they didn't even have the decency to get out of bed and get dressed. That's how lazy attorneys are.

Listen, I don't know what your relationship is with Santa Claus and the Easter Bunny and what you believe about that, but a lot of people on Zoom aren't wearing pants.

That's true.

I am wearing pants.

I am wearing business.

It's like a mullet. Remember the mullet? The business in the front, party in the back.

That's it.

It's business from the belly button up, and then it's party down below.

Answer. Answer this question. Could you literally sit there with nothing on underneath and just with a straight face, go through a meeting? I couldn't do that.

No, I couldn't, but I. Jeremy, the.

Answer to that question is absolutely.

Well, Christian, I need you to stand up right now, sir. Yeah, stand up.

He's wearing pants. Barely.

They're short pants. They're freeze. So I like where we're going with all this. First, I wanted to get on early just in support of your Zoom theory. Right?

Yeah. There's a payola that's happening on the back end.

He's paying somebody in the office to give him the link to this.

Oh, man.

And on sdr, we have a really wide range of viewers, and I think that we try to cater to everyone of all walks of life. And one of the areas where I think that we need to make sure that we're focusing and acknowledge that the coronavirus, it's been very, very stressful for the. For the Flat Earth society. They fear that social distancing members, it could push people over the edge.

That's pretty funny. But the pro. The. You know, only half of us think that's funny because Jeremy believes in the frat Flat Earth thing, and then he's gone.

Like, he doesn't even stay around for any hacker.

That's what hackers do. They come and go like.

You know, I haven't been drinking, Jeremy, so this tequila is hitting me kind of hard.

I wish I had a glass of that right now. I'm gonna go get the moonshine out back.

So what do you think about the Zoom thing? What do I do when people are late for Zoom?

Well, I mean, here's the thing. For me, when I think about people who are proverbial late. They either fall into one or two categories. They either fall into the category where they don't know how to prioritize stuff, and they continue to take on too much. And I kind of fall into that category myself so I can have some empathy for those people.

So you're. You're. Wait, hold on. Your train of thought is that during the quarantine at home, when there isn't a lot to do and you're not coming into the office, you have too much to do.

Well, I don't know. What if they're writing a new.

Not a perfect. It's not a perfect.

No, see, you misunderstood what I was.

Not a perfect. What would you call it? Theory. It's not a perfect theory.

No, it's not. In real life, though, people that are.

Always like, maybe this is, like. This is like talking to the devil.

About sin.

That I want them to be late. No. And then the other side of it.

Is, you've been late to Zoom meetings before, so maybe you have a bias.

I probably do have a little sympathetic bias for them. However, the other side of it is this. You have to look at their performance. Are they an average performer or are they a high performer? So then if they fall into the mediocre performance category.

Tells you who they are.

Yeah, but what. What. What. What hurts about that? Once again, not a perfect. Not a perfect theory is what if you have two other high performers on that zoom waiting for the other high performer to come on the Zoom? Is it not disrespecting the other ones?

Oh, they get. They get ticked off to, like.

Yeah. So then they're looking at me like, hey, boss, we're wasting our time. We'd rather be working or, I don't know, during the quarantine, taking a bubble bath, and we're sitting here waiting.

Hey, do you know on Zoom that you can kick people out of the meeting? You should just kick them out next time. If you're not on time, you're locked out, like, period.

So just do the podcast without you.

I was on time this time, man.

You were early this time. I was a minute late.

I was here. Yeah. I mean, yes. Kick me out. If I'm not there, then kick me out. That's fine.

Look at you falling on your cross. Okay.

Oh, that hurt.

So we've been doing this thing. Honestly, I wish you were on it. We should have invited you to it because you would have such a good time. But. So we have our coaching meeting coming up, and we're Going to do it on Zoom. So originally we were doing our.

You.

Know, quarterly coaching meeting where service managers come and, you know, we hang out for two days and we talk about business and get their heads right, teach them some stuff. And we're going to do it on Zoom coming up towards the end of the month.

But we're going to have speakers this time, and one of the speakers we're going to have is Andrew Tarvin. So Andrew spoke at Top Dog. You remember him, right?

I do remember. Yeah. I really liked his presentation, so.

And there's a great episode of SDR with Andrew. It's a great interview. But the thing I love about Andrew is he's a comedian and he does stand up, but he's very tactical and he has a system for the way he does it. Right? And so I was like, hey, he's gonna. He's gonna speak at our coaching meeting coming up in a couple weeks. It would be cool because we've been having a morning, like, shift meeting call at 7am with all the coaches. It'd be cool if he coached us on how to train better and use humor. And he's been doing it this week, and it is unbelievably funny, but it's. He has a real system. Like, it's been one of the best things that we've ever done. And some of the coaches that you would think are a little more dry are the ones that, you know, are really coming up with some funny stuff. So this. This Friday, and I hope you got an invite to it. If not, I'll make sure you do. We're. They're all going to perform three minutes of standup, so think nice. Think about the coaches, right? Some of them are kind of a little more reserved and. And buttoned up. They're going to do three minutes of standup on Friday. And I have an ongoing competition with them, so they get points, and then one of them's going to win this. This old Dale Carnegie book I have that he wrote on Lincoln that's like kind of a priceless, like, collector's item that he actually signed.

So, yeah, if you want to watch that on Friday. But it's unbelievable. So Andrew Tarvin, he's. He's speaking. We have.

James Velade, who is a. He's a college baseball coach. He works for the Marlins now. He works for Jeter, but he's one of the winningest college coaches ever. And he's going to come on and kind of talk about mindset and performance. He's got an Amazing story. We have John Del Campo that's going to be on, and Jenna Larson, who spoke at the elite meeting. She's going to come on and. And talk about performance and mindset and things like that. So we have a. We have a fun meeting coming up. And yeah, I think that the Andrew Tarvin thing that. That Christian and I did has been one of the funnest things. You know, it's. It's been really exciting to have our coaches work on things when the, you know, when they're not traveling around, because they're usually on the road most of the month, so it's been really fun for them. Most of them look like they're going stir crazy, especially the ones that have kids.

It's interesting because, you know, a couple weeks ago we talked about, you know, what you say to yourself, you know, and how it can affect you. And a lot of people that think they're. They're not funny or they can't use humor, they label themselves as. That's not me. I can't be that. I'm not a comedian. So what you're teaching them, though, is this is just a skill that they can learn. And coming out of the lockdown, like, a lot of places now are loosening up and you're able to go outside a little bit more than you were. If you still have some downtime, man, learn these new skills. There's a lot that you can learn, right?

Yeah, no, it's. It's been great. We've gone every week, we've had a different topic that we've. We've dug into and had a contest. We've gamified it, and it's been. It's been really, really fun. Really fun. Okay, so next topic. People that are making more money during.

This is your rant, right? You're actually going to rant about this.

The zoom was a rant.

The.

This.

Oh, I can rant about this, too. I mean, I kind of. I don't know, don't. I just rant anyways. Isn't that kind of my style? If you described my style, wouldn't you just describe it as rant?

I would call it more powerful.

Powerful.

Powerfully. Motivation.

That's a compliment.

I vote.

So I know a couple people. First of all, what do you vote?

Hacker.

What?

His rants are strategic.

Strategic.

Yeah, Strategic.

Voice of.

Wait.

So what you're saying is they're powerfully strategic.

So when they start out, you're like, where's this guy going with it? And you think he doesn't have a plan, but he has a plan at the end. That's what makes it so impactful.

So you're saying I'm sneaky?

Yes.

Why don't you stay on Christian? Let's go to. We'll come back to the rant about this. Why don't we go to the first question that is from somebody who claims they know you. Is the voice of God there? Are you there? By the way, the voice of God is always early for meeting zoom meetings. He's always. He's usually on there before me.

Well, that makes sense since he is omnipotent.

He's God. He's everywhere, all the time.

Exactly.

The voice of God is never late. Punctuality is important to the voice of God.

So voice of God what? The question that somebody was, was asking about Christ or they worked for Christian. I'm curious, Christian, about this person. Before we answer the question, could you give us, you know, were they a good employee? Were they crazy? Did you ever catch them doing anything nutty?

No.

So. So nothing. Wrong car. Go ahead, Voice of God. Read the question.

This one comes From Kelvin on LinkedIn. Backstory is that I worked for Christian Lafferty a few years ago and I learned so many things as an advisor. What should I do as a service manager if I have upper management that won't listen to me because of my age versus what I can offer to help grow the service department, even though my results in the service department speak for themselves.

So the context, Christian, what do you think, Kelvin? Why is he getting himself in this situation?

So I think that there's a couple of things going on with Kelvin. One is, I think that we hit the nail right on the head with the mindset to start is that he's really aware that he's young and an up and comer and everything like that. And the backstory is when I hired him, he was a super young kid, but even then, in his early 20s, he knew that he wanted to be a service manager, like he wanted to run the show. And he wanted me to kind of teach him everything that I could about managing a team and being a leader and everything like that. And the kid paid attention. So I don't have anything but great things to say about him. But my advice to Kelvin would be to use his youth as an advantage, not a crutch. And I think that there's things that he has learned and that he can use to make sure that he is getting the voice and the ear of upper management and using the youth is an advantage as opposed to. I think right now it sounds like he's using that as something that is detracting him from his performance. But I'd embrace the heck out of it.

How old do you think Kelvin is?

I think he's probably right around like 28, 29 right now.

28. So.

Here'S my thought. Kelvin is enjoy being the young kid. Because, I don't know, coming up, I was called the kid. Nobody calls me the kid anymore.

So enjoy it while you enjoy this, this handicap while you can because it's fleeting. Then all of a sudden you find yourself knocking on 50 and nobody looks at you as a kid anymore, so. And all those guys like Christian that you worked for dead.

One foot in the grave. One foot in the grave.

Hey, I have some thoughts on this.

How many of the mentors or service managers you know coming up? They're gone. They were heavy smokers. What do you think, Jeremy? What would you say to Kelvin?

Keep that youthful energy going. Keep your passion unbridled. And if management won't get on board with your dreams, save your money and go get your own store. Break the mold. Find a new niche in this marketplace because you've got the passion and the energy to do not let society tamp it down and put your fire out. So keep fighting. Save your money. Find a dealership that's going belly up and go get your own store.

I, I would. I think that's good. That's good advice. I think there's another layer to this if you want to get really, really deep, is the thing that I learned. So I was 24 when I started going around doing training and consulting and service departments. And so I was the kid. And every, it seemed like every time I would go into a dealership, mostly in Washington in the beginning, where I grew up, the state of Washington, I would get hired by the dealer to come in and train the advisors and work in the service department. And I would be there for a week, Right. So I'd come in on Monday. I would spend all day Monday in this service manager's office who had like the short sleeve dress shirt and a bottle of gin or whiskey in his drawer behind him and the cliff. Spend all day in there. Yeah, I would spend all day in there with him asking me like, well, what have you done, kid? And what do you know? And the whole time I just want to be out in the drive where the money's made. And so I would tell you that the thing that I learned is there's another way to influence the situation without taking it head on.

Oh, but come on, Chris, that's not fun though. That's not fun.

No, it's not fun. But you're going to learn that either way. So maybe just embrace it where you're at and see if you still can't create an outcome that is positive, but by controlling the narrative and creating momentum in ways that nobody can stop. Right. Creating a customer experience that nobody can compete with. Like the thing I always had going for me is I had more key throwers than anybody.

So you know what's interesting too is the, the other side of this is you've got to be covert with it. Which why he's running into roadblocks is because everybody resists change. It's, it's human nature. Right? We do not like change. So if you've been a manager or your dealer principal and your dealership has been successful for 20 or 30 years, who's this young new kid to come in and tell me that I'm not doing it right or we want to change. So anytime that you force people to change, you're going to get that natural resistance. So Chris, you're right. You've got to show them a little bit of success first. And you know, maybe just be like the stealth bomber and just come in under the radar and then just blow everything up. And then when the dust settles are like, man, that was really cool. Let's keep doing it.

Yeah. So I'm going to give you a couple examples of what I learned. So I, after getting trapped, you know, 10 times in an office with a service manager telling me, you know, I didn't know what I was doing, I'd never been a manager, I didn't understand and you know, it just, it wasn't a conversation that I ever won. I could debate it all day long and I could point at the results. Like I could sit there with their financial and point at the results, but in their head, there were a million excuses why they had the results that they had. And you know, honestly, even though the managers were 50 or 60 years old, it was like arguing with a two year old. It was a waste of my time. So what I learned to do is create an agenda. So I would send an agenda to the dealer and I would say, this is what I'm going to do on Monday. I'm going to come in, I'm going to interview everybody. I'd like those pre set up. And also I want to go to lunch with you because someday I want to be a dealer and I Want to learn how you did it. So now my first day I'm talking to everybody. Ends up after I interview all the advisors and the techs and I talk to them. I, I know more about the department than the manager ever would. All I've done is shake the manager's hand and get to work. I go to lunch with the dealer, the dealer's teaching me how they became a dealer, how they handle cash. Like I'm learning all kinds of things about how they got loans, what they did. But now the dealer feels more like he's mentoring me. And I have a direct line to the person who's making the decisions at the end of the day. And now the service manager sees me come back from lunch with the dealer. I, I have a different authority than I did as a 24 year old kid walking in on meek going, I'm here to train your advisors, right? So I changed that narrative by the way I planned ahead, by the way I came in, by how I framed it and the presence that I had. And you know, that sort of thing works. So you can do that, you can do that right now where you're at. And you're going to have to learn that one way or the other. But the thing that was great about going in and fixing service departments the way that, you know, we do and we did, was you have no gun in a gunfight, you barely have a spit wad, you're an outsider, you can't fire anybody really, you can't really change the pay plan even though we do. But you, you, you know, you influence all that stuff. But at the end of the day, you can't hand it to HR and say, this is the new advisor pay plan. It's got to go through the dealer and the manager and debate and all that. And so you start, you just start to learn over time how to influence situations where you have no, you're, it's not a fair fight, but it, it makes you think a different way, it makes you plan better ahead of time, it makes you execute it. You know, every little thing that you say and you do matter, like say for example, if I came in to a service department and I'm interviewing the advisors and they're like, are you going to change my pay plan? And I go, yeah, we're going to look at the pay plan. I'm done in the water. That advisor leaves that meeting, tells all the advisors that we're changing the pay plan. And now all of a sudden the thing is, how do we get this guy out of here. Even if my pay plan was better, they don't want me to change the pay plan. And so every little thing that you say matters, like, oh, I don't. The pay. Why do you like the pay plan? Like, I just flip it on them, like, tell me what's good about the pay plan. Right. And so you learn influence that way. I, I would. There's a great book called Winning through Intimidation that is about this real estate.

Guy who bought apartment buildings. And basically the whole book is about attention to detail and how you show up. Like, he would show up and contracts would go from lawyer to lawyer and things would change. So he learned to show up. He had a secretary there. And this is like in the 50s. Had a secretary there to type up the documents, had a lawyer there to do. Like, he got ahead of everything. So, you know, it all got done when it was agreed to. It was agreed to. And he, he has an analogy in that book that there's three kinds of people. There's the kind of people that tell you that they don't want your chips, but they want your chips. There's the kind of people that tell you they want your chips and go after your chips. And then there's the kind of people that kind of tell you, like, I didn't want, you know, I didn't want to, but I had to get your chips. But that's all there really is. Everybody's trying to win and somebody's a winner, somebody's a loser. And you, you have to learn at a very young age if you want to move up in management is unless you want to be a victim to the hierarchy for the rest of your life and your excuse is that you weren't in charge or you couldn't do it and you want to get real results, you're going to have to learn influence at a higher level. So I'd read that book. It's a good insight into that. Don't let the title scare you because it's not Winning Through Intimidations. It's an aggressive title, but it's actually a pretty well thought out book that will. Will teach you that it's attention to detail. The other story I've told it on here before too, is Johnny, who was an advisor with me, saying, you know, I always thought you were a douchebag because you wore a suit to work. Like, start thinking and dressing and looking the part you want to be now. Like, start. I was the only advisor in a suit.

Yeah, nobody else was wearing a suit. They're wearing KHAKIS and polo shirts that they got for free at the Volkswagen convention. Like, you gotta separate yourself.

Why do you have to pick on Volkswagen?

I'm just saying they're wearing the polo shirt that they got for free. Like, they don't even invest in the way they look, right?

Yeah, but, Chris, you don't understand. Sometimes we work on cars and we get dirty, bro.

None of these advisors were working on cars. They. Their fingernails. They wouldn't even work on their mountain bike if it broke. Trust me.

That's true. That's true.

I might have been the most mechanical one out of all of them. And that's not saying much.

You know what I love about just answering that question? He's got three different segments to go from, and if he takes a piece from each one, this kid is going to be very, very powerful. I mean, I can already see the tenacity that he has. Obviously, having to put up with Christian at work is just. I mean, that's in and of itself.

No, he's already been to hell and back. What, Christian, what would you say about our answers? Like, do you think that'll resonate with them?

I think it'll definitely resonate. The thing. One of my favorite things, thinking back on a minute, kind of brings me up to a history thing that I'm gonna get to in a second. But one of the things that always stuck about out about Calvin is how coachable he was and how he would sit. He would listen to you, he would listen to me, he would listen to. To the other coaches. And he was that person that would take that feedback and go out and change and execute. So he's not afraid of change. And I think that that's one of the advantages that he has is that he's got adaptability. And as Jeremy said, he's a super tenacious guy. And I actually really like your thought about, like, if he starts to dress for the part and then use his other advantages, I don't think anyone would stand a chance against him. But, yeah, speaking of that history thing, you know, as we kind of talk about this coronavirus.

You know, everyone wants to get political with it and everything like that.

They really do.

They do. It's crazy to me. And if we really stop for a second, we know, like, Trump didn't create the coronavirus. Right. And really, whether you're left or right, it doesn't matter. Obama didn't create Ebola. Right. And Bush didn't create sars. And. And Clinton's really only responsible for a handful of herpes Cases.

That's political. Christine, you got political.

Oh, man, I'm out.

Jeremy loves that a Democrat joke. Okay, voice of God, do you have another question?

The voice of God has many questions.

Not those questions, bro. Questions from the audience.

This next one comes from email. I am a service manager of a Kia dealership in St. Petersburg, Florida and I was wondering your thoughts about doing mobile services like oil changes, filters, windows and recalls and any other repairs we can do. We have a lot of retirees and families in our area.

Chris. I'll attack that one. I mean, I'm sure you've got some thoughts on it, but there was an initial thought that I have that I would love to share and that is when you're doing mobile service, I think you have to tailor it to the mobile environment. Oil changes aren't necessarily conducive to the oil change environment. Can you guys hear my audio? Okay.

Yeah.

Cool. So if I was going to go after mobile services, it would be towards things that, you know, because if you're going to change oil, oil out at somebody's house and it gets messy, that's just not very good. Right. So I would look for the services that we can do. Diagnostic services, check engine light, those are easy, right? We can scan it and then, hey, if it's something we need to get you to the dealership, boom, we provided a service and we got to get the car to the dealership and then maybe an air conditioning service. Those are something that you can do, especially down in, in the Florida area. I'm not a fan of oil changes and trying to work on a lot of cars on the side of the road or in parking lots just because it gets, you know, too, too messy. So look for the easy services that you can do to expand your market and then also the things that cars need service for, get those into the dealership. I think for oil changes and stuff like that, I want the car at my, my location rather than being out on the street.

I want to do the math. So if I do the math on it on, in a, in a Hyundai or a Kia dealership, Toyota, Nissan, it's going to be more cost effective to pick the car up and deliver it than it is to have a tech out there, right. So your tax are your highest cost here in this equation. So the math. And to be competitive in your pricing strategy, the math will work better if you have some, some younger college kids or kids that are lower paid, maybe not minimum wage, but a couple bucks above minimum wage out there teeing the cars up bringing them in, letting the techs have them lined up and keeping the techs in their stall doing oil changes and deliver them back. And you, there isn't a big difference to the customer. The customer is like, hey, if you take it and bring it back by this afternoon, I'm okay if you get it while I'm at work. And I understand maybe you're, you're dealing with clients that are more retired, they probably have two cars. And so you're taking away the, the inconvenience of coming in. But I would prefer to do it that way. The math will work out much better, and will we'll have our technicians being very, very efficient. Now, it's important in that scenario to have a process in place where whoever's going is doing a walk around the advisors, you know, just like we're doing in the, in the quarantine here. The advisors can call.