You Have A Tech Problem, Not A Traffic Problem!

Welcome everybody to the big show, Service Drive Revolution. Usually we're coming live, but this is prerecorded even though it appears to be live. You can see the live one on Wednesdays. Most of you are listening to this on Monday recorded because we up— what we do is we go live Wednesday and then we put it up on Monday. We take it down and we put it up. Because, uh, you know, Hoagie and Adam have a hard time showing up for things live. They're busy, they're out in the field, they're doing stuff. And so we're going live every other week, truly live every other week, even though we're going live— man, how confusing is this? If, if we're confused, the audience must really be confused, right?

Gotta keep them on their toes.

So funny. How are we doing, gentlemen? How are you doing, Hoagie?

Pretty good. I'm doing pretty good.

Did you see Stetson had a 250-year cowboy hat that they put out?

I did. I think I'm gonna order that one actually.

I thought about the same thing, I just don't know my size.

I gotta go and just go in, uh, go into like, uh, you guys gotta have a Cavender's or something like that locally. Just go on and try on some different Stetsons and then you'll know your size.

And no, I have, I have two Stetsons. I just got to go look at the size of them in the box. Oh yeah, but I have them in a closet at home. But it looks good.

Yeah, you should get it. It's a nice hat, uh, especially for the money they, they did. Uh, I thought it was going to be a $1,000 hat.

Yeah, you know, I like to dress up like that when I go to a country music concert.

What do they run, like a buck 50?

I think that one's like— I think that $275 or $300?

Yeah, something like that. Yeah, $300, $400 bucks.

But special edition, that's how you justify it, Adam.

Marco, right?

Yeah, sure.

But that— what'd those mounts behind you cost? We don't need to talk about that. Yeah, see, it's all relative.

Fuck.

What was a brewery school or whatever it was you went to.

That was $7,500 because he tried to get me to go to it.

Yeah, thanks, Chris.

Well, $7,500 for the class, but then the hotel and how many bottles or cases of whiskey did you buy while you were there in the— in the— because that's really the thing, right, is they get you there to teach you how to brew or distill, but they're really trying to sell you.

I bought zero bottles. Because I can get better ones around. Yeah, but definitely they do try to sell their merch or whatever.

So, so how much was the hotel and the— I don't know, did you fly there?

Yeah, all in. Uh, drove there, but all in, yeah, you're probably right, about $7,500.

But when Adam walks in a room, Hoagie, he can say, I'm a master distiller.

We can't. Yeah, it's true. No doubt about it.

Made like— made one bottle or like one batch.

It's more than I've made.

Yeah, me too.

Still got to chase that dream.

My grandpa used to make wine, which was way more like moonshine than wine. Oh man, he would—

I'm on some of these, I'm on some of these groups, and, um, the way some of these guys make, yeah, moonshine, they just throw some corn in a blender, put some sort of liquid with some sugar, put it in a big plastic tub. I'm like, all the stuff that I mean, I guess if you're willing to make it that way and don't really care what happens to you or whatever, I guess game on.

I don't know if it's true that you go blind if you drink the stuff that's got too much alcohol, but I remember when I was a kid, my grandpa would say, "Oh, you know, if you don't do it right, you go blind." So when he, you know, he'd passed away, but when my mom went to sell his house, there were bottles there still. That had never been opened. And boy, it smelled more like rubbing alcohol than it did wine. And I was just like, I'm not going blind. Just the smell told you that it wouldn't be okay.

And distilling it, they call it the, like, spoils or whatever. It's just the, the first ever so often of the beginning. It's ethanol. So yeah, you don't want to straight drink straight ethanol.

Ethanol is what you put inside your car, right?

Yeah, make fuel.

Yeah, yeah.

Very flammable. Well, most of it all is anyways. But yeah, I mean, the most interesting takeaway from that entire thing— I was talking to my father and brother-in-law too, just like probably if there are any farmers that are out there— but when you have these grain bins and a lot of the grain that gets so dry, they actually can get to a flammable, I don't know, flashpoint, I guess you wanna call that. I forget what the technical term is, but that's the same thing when you meal down or you grind down the corn to make it into meal. It can get to a, a flammable point. So like where you store it, how far away, there's a lot of like science that goes around it. So it's kind of interesting. So there's, they try the first 2 days that you're there in class, they try to scare you out of actually like making the stuff.

Smart. Yeah, safety first.

There you go.

Yeah, when I was doing research for this series that I wrote for The Syndicate, which was about a guy who inherited breweries from a daddy never met, kind of a thing, and the breweries were losing money, and it was kind of my way to teach you how to turn a business around, and I did a bunch of research and I went to breweries. I even paid a guy who owns a couple breweries to just teach me the business. And one of the things that, like, you always kind of overlook but is, like, a huge part of it is just the disinfecting of everything. Like, every time they make a batch, you know, they're— they are complete— it's like a hospital. Like, they're completely disinfecting everything. And bacteria and all that is the enemy of anything that's going to go in a bottle.

Yeah, for sure. I'd say that, uh, and distilling it, it can kill a lot of that, but it can definitely, uh, come out in the flavor. It's really kind of— it's an art. All that stuff's an art. Yeah, it's really kind of fascinating, um, to me at least.

I don't think there's enough alcohol in beer to kill everything though, so it's a little more precious.

Well, what I found really— what to that though, what was really interesting is a lot of the people that were in my class were chefs that either like were a head chef in a restaurant or owned a restaurant, and they were already doing brewing and, you know, making their own wine or whatever, but now they wanted to get into spirits. So like, I learned way more about the industry on that side of things and that Yeah, it was really kind of interesting on the processes.

So the thing we wanted to talk about today was when you say you need more traffic or when we say we need more traffic in our service drive, what are we actually saying? And we have a unique experience in that we see hundreds of dealerships and patterns of what is actually happening. Like what are the results? And then what are people saying? And there seems to be this huge disconnect. And if we just talk about the environment we're in right now, new car sales are dramatically down. I don't know that that's gonna change anytime soon in the, in the sense that people are just keeping their cars longer. And I think a lot of the manufacturers are just struggling with what they have to offer. Like, it's not a, it's not a car that meets the needs of the, of the market. I, I find, like, I think about if I was gonna go out and buy a new car right now, there isn't anything that's that exciting. Don't you guys think that?

Oh yeah, yeah. Just talk to salespeople. Just walk over to the sales floor and ask them. Like, nobody's really excited. Uh, brand enthusiasm in, in, uh, some of the brands where there was a big following has fallen way off. And, um, You know, I mean, you've talked about it. It's been a while, Chris, but you've talked about it before where, like, you know, just thinking about my oldest daughter and kids her age, they're not like fighting and scratching and clawing to get their driver's license. Just like we could unpack that a lot. But not only is there not enthusiasm or not anything to really be enthusiastic about, right now from what's being offered. But then, uh, you couple that with, uh, a big part of the consumer base coming up right now is just as happy Ubering as they are wanting to drive themselves somewhere. And I'm in Middle America, it's not like I'm in the middle of, uh, you know, a huge metropolitan area. And that's the case around here. There's tons of kids that just Uber everywhere. And so it is, uh Yeah, the enthusiasm from both sides, I think, is way down. It's so funny.

My sister-in-law is in college and she's dating a boy that just graduated and he doesn't have a driver's license. So he just graduated from college and doesn't have— and I was asking him like, well, how are you going to see him? Like, she's like, oh, he'll ride the train down. I'm like, no, he won't. Like, He's, you know, 4 hours away now because he's going home. He graduated. Yeah. And it's just so odd. Could you imagine going back to being 22 or 23 and not having a driver's license?

No, no, that was the first thing I wanted.

Yeah, like, I was 16 and I got— like, I got it as soon as I could. So yeah, I think that that's a big a big part of it. And then I just think the offerings aren't there. Like General Motors has done a pretty good job with some of their technology and keeping things fresh and new. But for the most part, the technology in the vehicles hasn't advanced. You know, if you buy a 2022, what's better about a 2026? In most cars, it's the same. In fact, I've, I've found that I think the technology is worse in the Ford than it was in 2022. It's wor— in the BMWs, it's not any better. In a Mercedes, it's not any better. In a, maybe in a Kia, it's better. I don't know. I don't have a ton of experience driving a Kia, but I just don't see that there to, to pay $80,000 or whatever these cars are versus something for $35,000 or $40,000. That's, that's used. It just doesn't make sense. The new car thing is in the leases aren't there either. Which I'm surprised a lot of the manufacturers aren't coming in with crazy leases because they're sitting on this inventory and the quickest way to get rid of, you know, a 6-month supply on the ground is to have— you're, you're gonna do better having them in traffic, right? Like Elon just played that card the last 4 or 5 months where there's zero down and there's all of these crazy incentives. And he's getting vehicle— like, his sales are exceeding what was expected in the sense that, you know, he's using his financial arm. Like, it used to be that GMAC or BMW Financial or Mercedes Financial, whatever, would be the difference maker, but they're not. And I think maybe that's interest rates and then residuals. The residuals just aren't there. Because the cars are just too much. And you, you're, you're financing for some of these cars that are imported, you're financing a tariff also. It's just the math doesn't work. So to make a very long story short, people are keeping their cars longer, way longer. And so the average car on the road has more miles on it, needs more maintenance, needs more repairs than ever before. The other thing is, is people are driving more than ever before because Flights, like that's, we talked about this a couple weeks ago, but flights are insane. The cost of a flight.

Yeah. Yeah.

It's just insane. So people are driving. So driving is up. They're keeping their cars longer and there's never been a better situation for the service drive. But then we hear, we hear this thing. And so what is happening? And I feel like we're always at the forefront of this and nobody listens to us. Until we're saying, oh well, that's, you know, that's what we were talking about. But it's always after it's already happened, right? Like, one of the things that I said about Tesla for the longest time is stop thinking about the adoption of electric cars and start thinking about the market share that they're going to have. Because if they take 10% market share from BMW, 10% from Mercedes— like, they took a lot of market share from brands And that market share ended up being their profit. Like you, these manufacturers have to make so many cars and sell so many cars or trucks in order to be profitable. And just like in the parts department or in the service department, if you discount 10% off the top or you lose 10% of your traffic off the top, that usually is your margin of profitability in most businesses. You know, if you're running at a 20% profit margin, that 10% off the top comes, comes, basically deletes your profit in that way. So, you know, that's the thing that, that, uh, a lot of times everybody seems to be talking about the, the, the wrong thing to me. And I don't know, it just, it always looks like common sense, but I feel like I'm the, or we are the, the only ones talking about it. So we continually see this pattern where, where people say we need more traffic. So they, they want to hire us and they, they say, hey, we need more traffic and we need advisor training. And 100% of the time, that's never it. The reason why you think you need advisor training is because you don't have enough techs in the shop and your advisors aren't selling anything because they can't get it done. And they won't tell you that. No, they're not going to come tell you that. But you think that your pay plan And whatever is going on, your lack of sales is because of the advisors not selling it. But you, you have to put yourself in the seat of the advisor for a second. And, and, you know, I was this advisor. When you can't get the work done, when you can't get the work diagnosed that you wrote up, you're certainly not going to flood the shop with a bunch of additional work. And so 100% of the time, even though people think they need more traffic and they're running out of work. They're not running out of work. They need more techs. And then the other part of this is the efficiencies in the shop have dropped. It is insane to me how often now we are seeing the efficiency in a shop be 70%, which is completely unheard of for a Toyota or a Ford dealership. Like, that makes no sense whatsoever. That a Ford dealership in Middle America, mostly working on trucks, would be at 60% in the shop. Can you imagine that, Hoogie?

No, no, it's crazy. It's a reality though. It's out there.

I think it's the same though with commercial truck though too, is we keep seeing like the 75 to 80%. It should be higher than that at best.

Yeah, but the, the difference I think in the, you know, when we compare a service department that's servicing cars and trucks versus heavy truck is for the most part, the techs on the automotive side, like 90-something percent are flat rate. And on the truck side, it's exactly the opposite. It's like maybe what would you, what would we, we're guessing, but 30% are flat rate, lower?

Well, probably.

Probably lower than that. Yeah.

Yeah. I mean, there's one group out there that is doing it that way, but for the most part, they're hourly. And so I think that has a big part to play in this conversation also, right?

I agree. Yeah, that's fair.

So now the thing is, is when we, and I've ran into this my whole career, is when we have a Ford dealership running at 60 or 70% efficiency in the shop, the thought process by leadership is, Well, we need more traffic or more work. But what has happened over time is they've lost their better techs, right? So you start talking to me, you're like, so what's the situation? Oh, well, we had a couple techs leave and ends up those techs that left were the more productive techs. And what you need is better techs. You need more productive techs in order to increase that efficiency. You're not going to get it by having more traffic. Or by most of the time by doing it with the techs you have. If you have techs that are okay running it, like if, if your shop is running at 60% efficiency and let's just say you have 10 techs, that means you probably have 2 techs that are running around 100, 110, and then you've got a bunch of guys running at 40%. And you're not going to get those techs that are running at 40% to run at 100% because They're— it isn't who they are. They're either not that talented, not that motivated, not whatever it is. That's too big of a gap to close. And you're certainly not going to close it by having more work.

Yeah.

And we're just seeing this time and time again is that we think that the problem is traffic. We think that the problem is advisor training. And the problem is your shop and techs and the mix of techs that you have and your inability to recruit really good techs.

So, I think one of the things that they struggle with, that one is tech recruiting, which is a big conversation by itself. And, you know, we could probably dive into that a little bit deeper. But one other thing you said that is not intuitive to people, but I promise is the case, is the fastest way to increase your efficiency is to hire techs. And, you know, there is a caveat to that with California, Washington State, and a couple other places where the laws are basically that the techs are all hourly and not flat rate anyway. And in those situations, there's minimum requirements and a couple other things that you can do that kind of help with that. But yeah. Most of the time, if you have a normal flat rate shop, the fastest way to increase production is to hire, you know, one more tech than you think you need. And another thing that I've seen time and time again, one of the cruxes of our system is we're looking at CP repair orders and looking at how much opportunity we're missing in maintenance. And for whatever reason, we have just like let go of maintenance as an industry. It's an odd thing. It reminds me of like the '80s and '90s, early '90s when they said we weren't in the tire business, you know, and then dealers got back in the tire business because they were losing all the associated work. And now we're in a time where we're not really offering maintenance and these shops you have like oil changes and you have like major league repair, like cylinder head replacement. But a lot of that like B and C work is, you're missing a bunch of it. And the reason I bring that up in regards to efficiency is, you know, we're going in and capturing a bunch of sales. It's not uncommon when we kick off a store for us to sell more maintenance in a day or a week than that store used to in a month. And one thing I see when they capture that maintenance and they're intentional about capturing that maintenance is efficiency takes a huge jump. And so hiring one more tech than you need and then, you know, focusing on the missed opportunities from maintenance, you can watch huge jumps in inefficiency that way. And yeah, it's an interesting thing to sit back and watch.

I was gonna say on the flip side, you might've mentioned this or not, but when you talk about kind of shoving everything in and the production isn't moving, at the flip side of that, the customer service index is going down, right? So the customer experience suffers because you can't get things out and you just keep cramming it in and you want more traffic and more traffic. Production facility can't meet that demand. Customer experience goes down. You don't get calls, all that great stuff.

So yeah. And if you do the math on this, right? So if you, if you really do have a service department that needs more traffic, the reason why you need more traffic is because you haven't retained the customers you have. Right? I mean, that's true. It's not negotiable. Like that's just a fact. The reason why you need more traffic is because you've lost customers. And you, you know, you can make as many excuses as you want. But the truth of the matter is, is when, if you're a dealership, 80% of your customers leave you after warranty. They don't like the experience. They don't appreciate it. There's no connection whatsoever. There's no loyalty and they leave. And it's just, that's just a fact. You can argue it whatever you want, but it is what it is. Now in the situations where I've gone in and had to increase traffic. It cost between $150 to $300 for every customer that you get in that's new. And then the thing that you figure out really, really quick is if you weren't good at retaining customers before, you're— if, if it costs you $300 to get a new client in the drive, and only 2 out of 10 stick, it's costing you thousands of dollars to go out and hunt for traffic. Mm-hmm. Thousands of dollars. So, you know, there, there should be a huge priority on retaining the customers you have versus acquiring new ones. And that's through the customer experience. It's through the systems that you have. That should make customers think, oh, well, this was a, this was a better experience than I've had anywhere else. And that, that is the best use of your time, of your money, anything else is retaining the customers that you have. Because if we go out and we buy traffic, we acquire traffic, you are in the same situation as you're going to see them once and then you're never going to see them again. And that one time that you get them in is usually on a loss leader. So you're going to lose money on them once and not retain them. It's a, it's a hard game to play. You can play it, but you got to be really, really good at retaining customers in order for that to work. Cause you're not going to make anything until the third or fourth RO. So it's, it's very risky. And so just, just saying like, I need more traffic. Whenever we hear somebody say that, you know, we tend to ignore it. And be like, yeah, okay, you need more traffic. And then, you know, as you dig into the numbers and you dig into the process, traffic never comes up again. It's like there's so much low-hanging fruit that you're not getting. Traffic is the last thing that anybody's thinking about, but it's always the thought up front that is said is, oh, we need more traffic. Even to the point, like I've seen it recently. Where they're booked out a week. So they're booked out more than 5 days and they, they say they need more traffic. And I'm like, I'm confused. Like, no, you need tax. Like more tax is more traffic, right? Because if you have the ability to pull that 5 days forward and get till you're booked out 1 day, not only are you going to pull that traffic forward, but you're going to get the, the, you know, call-ins, the drop-ins, the non-appointments. Like you're, you're going to gain market share that way too. Because if you, if you tell somebody, hey, you got to wait a week, they're going to call somewhere else. You're losing a pretty big percentage of your clients by not being available next day.

Yeah. Yeah. Yeah. There's a, there's an important connection to make there too. And I think people overlook it all the time is, uh, I, they'll, they'll be, they're like, man, you know, uh, a couple of years ago we were booked out 2 weeks and I'm like, oh, okay. So are you writing more ROs now? Than you were, you know, a couple of years ago?

No.

Well, no, we're writing about the same.

Yeah.

Maybe even a little bit less.

And I'm like, let everybody leave.

That's it. That's it. So, yeah, that's the crazy thing. And it just came up on a, on, on, on, on when we were live in Academy the other day where it was like, okay, how far are you booked out? And we were talking about a couple of different things and he said, oh, it's not bad anymore. It's like 4 days. And I'm like, okay, now hang on. Like if I'm a consumer and I got a check engine light on, I promise I'm not waiting 4 days. Yeah. Like I'm going to call around and figure out, yeah, who can get me in now.

And think about this, the worst thing you can do is go, oh, well you can drive it with the check engine light on. So then they just start to ignore it and they don't come in at all.

Yeah.

That's worse. Yeah.

There's a, yeah. So it is, there's a ton of different. Things that, that, uh, kind of come up with that. But like, you know, the other thing I think is, um, just looking at how you're performing per RO, right? Like, a lot of people will say we need more traffic, and you know, there'll be a Japanese import store that's just over an hour per RO or an hour and a half RO, and their effective labor rate is, you know, 60% of their door rate, 70% of their door rate, and, uh, so their performance per RO is awful, um, and, and think that profitability is going to get better with, uh, with driving more traffic. Um, and there's some pretty simple math you can do where you can figure out if you're not, you know, doing a good job with one RO, it's not a great idea at all. Not only from a customer experience standpoint, but also from a financial standpoint. To go do that thing more times, right?

Yeah.

So I would, I would just challenge everybody out there to focus on the systems that you have in retaining the customers that you have before you think about traffic. And if you do that, uh, in my experience, 100% of the time you forget about traffic because you'll start making more per customer. You start, start creating a better experience, spending more time with the customers, you have more quality time making them feel like they're not just a number and you're not just rushing them through the, you know, the quality of work. Everything improves. Mm-hmm. And that's the goal.

I think what comes, what comes to mind is build it and they will come. That's how you get their traffic.

And it, and by build it, you mean techs. You gotta add techs.

Yes. Yep. Build your processes, build, build your people, find your people, build that production.

I mean, it continually surprises me when we're talking to somebody and we're going to fix their business and we say, hey, we got to hire 5 techs. And they're like, huh? They don't, they don't, nobody sees that the problem is that they, their shop has shrunk. Like they used to have 24 techs and now they're down to 18 and they, their efficiency is down. Like everything is down and they don't understand. Like the, everything is driven by the techs. Like if you don't have the time to sell, you have nothing to sell in available capacity. You know, I, I would recommend everybody read that book, The Goal, the theory of constraints.

Mm-hmm.

Cause, uh, it explains it really well in there. And if you just think about the shop like a factory. You, you, you have to have downtime in order to increase your production. If you're always just trying to run it on the edge of disaster, you, you're, you, there's just too many mistakes and it just doesn't work. You can't sell more, you can't do more, and then you're just running 'em in and out like a number.

Yeah.

And that's what happens.

Yeah.

You don't sell the maintenance, you don't sell the additional repairs that they need. Then they're unhappy. They don't perceive quality. It's just a vicious cycle. Yeah, that's, I don't know. I wanted to talk about that because I've just been seeing it a lot.

Yeah, it's out there a lot. And if you're coming from the variable side, you know, um, when I have this conversation the most, uh, it's definitely with service managers, but a lot of times it's an extension of the service manager being pushed, whether it's by the manufacturer or a lot of times by their leadership also. Um, you know, it makes sense when, uh, when you're on the variable side to want more volume. Like, it's, it's a game of numbers and how many ups I have and, and, and things like that. Um, but when you come over to service, it really truly is the case. You got to slow down to speed up. Like, you got to go to do a good job with it, with the customer experience, um, and build it out, uh, add the techs, add the capacity, all those things. So it's not an— I, you know, I get it. It's not intuitive because there's a lot of other businesses where, you know, the volume covers a lot of sins. But there's a bunch of data that shows you it's not the case in service. It's not a bad thing to add it, but if you're not doing a good job with what you got, but it is, man, it is the topic of conversation right now. No doubt about it.

Yeah, well, I, I, I've seen that in the sales department too though, Hoagie, in the sense like when I took over a BMW store, the BMW dealership 9, you know, 9.5 miles away down the freeway was selling more cars than us. And everybody in the dealership was convinced that it was because the, the prices were lower, right? Meanwhile, we couldn't get cars. Like you didn't, you We could sell more cars than we could get, but the mindset was, oh, we got to be competitive on price. And what we did is we designed a system where the test drive was happening automatically. We were taking price off the table. Like, you know, it was all psychology, just like we do in service, but we were taking away decision-making. People perceived that it was the easiest buying experience they've ever had. And our grosses were continually $500 or $600 on the front. Higher than the market. And we were selling, you know, we went from losing to that dealership by 20 cars a month to beating them by 150 cars a month. And it had absolutely nothing to do with volume. It had to do with the experience. It was all psychology. It was perception.

That makes sense.

And it was, you know, the things that we thought were our disadvantage were actually our advantage, which we see a lot too, right? Like somebody will say like, oh, well, we're, we're just a dealership in the Midwest. And it's like, oh, so you sell a lot of trucks? Yeah. Okay. Well, I'd rather have a dealership that sells a lot of trucks than a dealership that sells a bunch of Toyotas, like cars. Right. So the, you know, the advantage is there's always an advantage there, but nobody sees it because, you know, They can't read the label of the jar they're in, basically. But I think on the front end, it's exactly the same. Gross is a state of mind. And if you focus on the customer experience, people, when, you know, they challenge the price because they don't feel value, they don't feel seen, they don't feel important. When they feel seen and they feel important, price is less the object. And also, like, if you put customers on a, on what I call a train, like there's just momentum and there's just steps in the process. They, they just go, they just comply. Like they unconsciously comply to the process when it's intuitive to them. When it makes sense, it's when they feel like things don't make sense. If they feel like they, that we're not listening to them, that they don't matter, that they're sitting there for an hour and nobody's talked to, like, There's just a bunch of things that happen that we lose trust and then it's about price. But there are ways to design processes in the new car department and F&I in service at a furniture store, software, like anywhere. There's a way to design a system to sell where people feel important and they spend more than they would have with your competition because of the experience that you create. But you have to design it from their point of view. And too often in our industry, the customers are victims to what is convenient for us, not them.

Mm-hmm. Mm-hmm.

It's just great.

It's crazy. Well said. It is.

Cool. Well, thanks, gentlemen. This was fun. A fun conversation.

Thank you.

We will see you, uh, next week. We will be in Iowa. We're gonna do it live from Iowa. Coming at you live from Iowa.

Sure.

No, Idaho. Indiana. We're gonna be in Indiana. One of the— one of the high states.

Swami Swami Samsonite.

I, I think what we're just gonna do is— I don't know, I think we're just gonna take a dart, throw it at a map, and that's where we're gonna be.

It doesn't matter. The Courtyard Marriott looks the same.

Yeah. Indiana, we're flying into Chicago. Iowa, we're flying into Chicago. It's all the same.

All roads lead to Chicago.

The only one we wouldn't fly into Chicago is Idaho.

True story.

Probably flying to Spokane, Washington.

I don't know.

We'll see. Well, thanks everybody. Hope you have a great week and we'll see you next time on Service Drive Revolution. I know from experience that a lot of our dealers, owners won't invest in training for fixed ops, but 8 service managers in our coaching group have been promoted to general managers, something that doesn't happen enough in our industry. Proof that when you're given the right tools and the right mentorship, you can do amazing things. And I'd like to personally invite you to something that should exist already, but unfortunately it doesn't. And that's a live FixDops Academy, a mentorship, a community. But what it really is, is a service drive revolution. Anybody can afford it. Anybody that wants to invest in themselves. We're going to teach what we know about running a healthy fixed-op service business. Our average coaching client performs well above the industry average, and a handful of them are in a league completely their own. In fact, if I told you their numbers, you wouldn't even believe it. They're so good.