Mike Minutes Mastermind 06/03/2022

Hello, Augusta Nation. Hope you're all doing super well. I'm going to go ahead and get started with some updates and then go into questions. First update is. Let me actually try to share this one second. On the training for Zooper. There is new training in relation to the review request email. We go to academy more training Zooper. It is basically the copy of the one that we created for the service Autopilot users. So this part right here. No, sorry, my bad. This one right here. Sending online review request form automatically part 2. So this is going to be really important. I highly recommend you use this one. This is the new email template. When they click yes and no, they decide whether or not they were happy with service. And the no goes to the Google form that comes to you privately. And then the yes, if they are happy with service goes directly to your Google My business reviews. So highly recommend you set this up for everyone that is solo operators. Highly, highly, highly recommend you do this. And there's a special way that Zooper is doing this on the back end and I show that in the second part here. And that is to make sure that it goes out automatically do when someone completes a job every 90 days instead of every time they finish service. So check that out. Highly recommend you do that. Next thing is plugin. So the plugin that we mentioned last week. Oh wait, I wasn't even sharing. I wasn't sharing my. Sorry, I wasn't sharing my screen. Give me one second here. Let me just point this out. Boom, boom, boom. Share screen. Okay, so back to what I was talking about real quick. This is inside of the academy. And so this is the ones that you need to watch to change over that email request, the online review request. I mean that email that goes out to customers on an automatic basis after every 90 days if they've completed service. So check those out. All super users highly recommend you do this. It's in the marketplace ready for you to download the email. And then this needs to walk. This will walk you through the process of setting up your Google Google form as well as making sure that the automation is set up correctly as well. So that's that. All right, next one was this right here. So if for everyone that has you've seen me already showed this, that is this plugin right here is now active on everyone's site. If it's not right now, it's going to be within the next few days. Unless you don't have enough Google reviews. If you only have, if you have less than five. We, we didn't put it on your your account. So unfortunately, there's like six or seven locations have less than five Google reviews, which I don't know what I got to do to convince I don't have to pay, coerce, beg, plead. But getting 30 Google reviews will double the impact your your digital marketing has. I just cannot overemphasize, cannot stress enough to get those reviews. I try my best to just say that over and over and over again, but this plugin will now be here. And what's cool about that is someone's like, hey, I want to write your review. Yes, you can send them an email, but you could also, if they don't have an email, just tell them to go to your site and click write a review and it'll take them directly to being able to write a review for you. So that's pretty cool. That should be active on everyone, if not now, over the weekend. And it will not be if you have less than five or six Google reviews and there's six locations or seven locations that they sent me, the team sent me yesterday that don't even have that. And I just, if that's you, please, I beg, I beg to go ask family, friends, people at church, anything you can possibly do. So.

It just literally will double or triple your impact on Google and any of your digital marketing. That's typically why those locations will be at the top of page two on Google. Because Google, like, man, this is great SEO. There's lots of traffic, there's great links, but there's no credibility to the site. So we're gonna put it on the top of page two and immediately go to page one within the top few rankings. So I just beg, I implore, I please, you can. The alternative is you do wait a year or two and then it'll get to the top of Google. But getting the 2030 reviews will just make that so much faster. So I highly recommend that I try to make it as clear as possible on the checklist once you leave training, that that's the first thing you must do. If you're spending a dollar in marketing and don't have 30 reviews, I would be stopping marketing. I'd be spending all my time on just getting into reviews. Okay, what else do I got? I got more, more updates here.

Recommending on, indeed, Craigslist, Facebook, whatever you're getting applicants on and you're setting up interviews, I highly recommend texting them in addition to calling and emailing them. A lot of the no shows, obviously there's going to no show, no matter what. But I've seen a better rate of showing up at interviews when you text them. So indeed they get a cell phone number. Most time if they send you a resume, they'll have a phone number on there you can text. So highly recommend you do that. Especially if you only have one or two interviews in a day. I would send them an email, I'd give them a phone call and if you leave a voice message, then also send them a text. The text message for me is the ones that people most of the time respond to. And I've seen some really good, just a better show up rate when you text them about those interviews. I had another one here last update. Raising prices when employees make good money. So this is something in the Facebook group I know I mentioned the other day the local shop is raising the price $5 across the board on all mowing services. And so Lee brought this up is a good point is like well our guys are making good money like the average like 22 plus dollars per hour right now and we're not even in the summer when they can crush it. And so remember that if you raise prices and it's, you're raising the price on mowing where 100% of it's considered labor. Yes, one third of that price increase is going out the door to the employees in the form of wages. But in this labor market, you know, we've been fortunate enough to have a huge amount of attrition at the local shop and I feel like part of it is because we are able to pay more in addition to the fact that we are overworking people. And we've talked about that before but we've been pretty, pretty fortunate with that. And I think that it's not going to get any better. So it's like let's just go get ahead of this by increasing the wages by that for them, by raising the prices. So I know Thomas had mentioned the same thing over in Littleton, like hey, I want a price increase but my guys are making good money. I don't think you're going to ever regret paying them like 1/3 more. Like it's still good for the business. You're still mostly seeing the upside for the business, but getting upside for the employees right now is not a bad idea. You still, the more delta you can have between your competitor's average wage and what you're paying on P4P, the greater you're going to have impact in terms of attrition like reducing that people leaving as well as more applicants and those Applicants will be vetted by the fact that they probably know from your crew that they make more money, not necessarily that you're marketing a higher base pay. So I just, I don't think it's a bad thing. I don't think I've ever said that frontline employees are making too much money if they're on P4P. The only thing is, if they are on P4Pmaking a bunch of good money and you're raising the prices, you need to be more and more hard on yellow slips. So instead of just saying, hey, go back to the property and fix it, you might take away $10 extra because the cost of command center calling back and forth the custom customer twice, setting up a ticket, you having to address it all, that's time. So we, we sometimes will. Like when they start making really good PvP and they're making yellow slips, we just go ham on yellow slips. We take the time it takes from a command center, the time it takes from a general manager. And then if they lose a customer, we go really ham on them. If they're making good P4P and making damage cases, that's the only way to keep quality high. So the more performance dollars you have there, the harder you can be on yellow slips and you can start taking out more than just making them go back to the property and fix it. It's like we're also going to dock you for the expense of command center and me getting involved as a general manager or whatever it might be. And you can do that when you have a high amount of performance pay in someone's paycheck. I think that's all I got. Cool. That's all I had. For updates, let's jump into questions. We'll answer these ones first, and there's several that came in on the Google form form. Hey, Mike, just curious. When we all switch to Zooper, is there a way to transfer our all cards on file over? There is not. And that's why so many people are locked into service Autopilot is because Clearant will not do that. And I don't think it's a big deal because Stripe is so easy to get a car on file. It's literally a click a button, they fill out their information and it's locked in. It's great. So I'm not. I don't think it's a big, big issue. Honestly, as much as I would love to transfer all the cards over, it's just not going to be a big problem. The first invoice of Next spring for all your mowing customers, they'll have to put it. But it'll be way easier for them in the future to do cards on file, et cetera, et cetera. So we won't be able to though. I think Zoo, I think Clearance has some sort of a service around this, but it's extremely expensive. I haven't even looked into it though. But ultimately that's what keeps people, most people locked into Service Autopilot is the fact that you can't see the card information and you do not own the data. Whereas with Zooper now we have a separate stripe account where we actually have all that card data. So if we ever move from Zooper because they go off the rails like Service Autopilot has, guess what? We will have all the card data. So that's really good. So many of my Google reviews don't actually publish. I would should honestly have like 20 to 30, but I think I have seven published. Why is this? A few things. If you have other franchisees that are also putting a bunch of reviews for other Augusta lawn care locations, those will usually come down. They will be removed. Second thing is if you're using like a bunch of your friends come over to your house and they're all on the same WI FI network or the same device, like same IP address that will also get flagged and removed by Google. So you really have to send the, send the link out to friends and family via text or email and just say again, don't lie, don't say that you did, I did work for you. Review me, the business, the brand, the professionalism, me, my character as the owner, whatever it might be. Or just leave me a five star review and don't say anything, that's fine too. But that's why they're being removed. Same IP address, same.

Network. And then also if it's from people that are inside Augusta Nation that are also leaving a bunch of other reviews for Augustas, they'll be taken down. Why are 2% of my customers deciding to pay, play lawyer and threaten to sue, etc. Etc. Let me see who this is because I. This has context. Let me, give me one second here. Ah, one second. No, no, no, no, no. Go away. Let me just pull this up. I just want to see who this is in Facebook. Sorry, give me a second.

Come on.

Let's see here. Who said that? One second, one second. Come on.

Sorry. This has, I know there's, there's a couple locations that are going through some stuff and I know this has context. So give me one second here. Make sure I answer this correctly. Let me repeat. Refresh this comments. Here we go. This is from AB. Okay, cool. So.

Stream. Cool. So in terms of customers threaten to, you know, play lawyer. Okay. So typically I would say, you know, if someone's threatening to play lower and they're doing it all the time, you just drop them, you move on. 2% of customers, that's 1 out of 50. Even if it's 1 out of 10, I just drop them and move on. The thing is though, you have to start asking yourself, like, is there actual problems with what's going on? And if there's a constant theme of why customers are complaining, then that needs to be addressed. And so I know specifically with this, with what's going on, this, this specific location, what, what's been happening. So I would typically say though, that if 10, 15, 5, 2% of your customers are doing threatening, they're always being, giving you a hard time, just cut them out and you move on. And you focus on the 98% of customers that are not going to threaten you. And again, 20% of your customers are going to cause 80% of your headaches. The faster you get rid of those 20%, the more you can focus on, the 80% actually create more profit for you and focus on upselling them, increasing their prices, having better service, showing up on time, et cetera. But if someone's not showing up to estimates on time, if someone is consistently doing a poor job, if they. There is no track record because it's not being done inside the CRM, I. It's very hard to say that we can't. We gotta step back and say if there's consistent issues that are being addressed or are being brought up by customers, we have to address them. And there potentially could actually be problems. Right. So it's the same thing like with Command Center. Like, if I see consistently there's issues being addressed or being brought up by franchisees, I have to address those things. I can't be like, oh, like it's gonna be fine. Like, if there's a theme, I have to address them. And so the same thing goes for our businesses. If constantly customers are complaining about speed of work, quality of work, people not showing up on time, invoices and estimates being sent out two, three weeks late. If it's consistent, we have to address the problem. Because not everybody is wrong, it might be that we need to improve. And so that's what I would say. Okay, cool, let's go ahead and open this up. Share There's I saw, there's quite a few questions. I have not seen these questions. So give me one second. Let me stop this share screen. Open this other one. Boom. All right, I have not read these so these will be just kind of a little bit raw. Let's jump into this. This is Dustin from Bloomington. A couple of questions here that I've been saving up. First one is a little. One is a little context. I have a rockstar employee that is kind of pushing me on becoming a gm. Let me just take this other question off. Give me a second. There you go. He has no interest in having his own location at this time, but once both more responsibly and more earning potential. I am nervous that if I don't make this happen he will leave and find something better as his wife is pushing him to make more. He is already great with estimates and can manage people well without going too long. Too long. Any thoughts on having him run the first location and make it grow while I start a second location? You kind of hit on this this a week or so back but interested in maybe more the number side of things on whether or not this is sustainable.

Up is raising prices, keep increasing prices, improving margins, cutting out services, simplifying systems. That is going to be an easier ship to run than one that is like adding services and adding more customers and you know, adding more employees. And we're growing the top line revenue. So I'm more inclined to find stasis and that plateau which everyone looks as a bad thing. But it's like that's usually when you actually make profit. That's where I'd be looking for. And if Dustin, you do that prematurely because you want to keep him, that's up to you. But say your location is going to be 5, 600,000 in revenue. You say okay, let's just keep it at that. Let's keep it with at several employees and let's raise prices, increase margins, not grow massively and then put this person in place. That would work. I really do believe that would work. It comes down to though, do you have the other 50, 60 grand to go start a second location, get that one up and running. And now again you're jumping into a massive amount of growth. So that's what I would recommend. And when it comes to GMs I would just recommend most of that be profit sharing and he should make good money if you're slowing down growth and focusing on profit at that first location.

Second question, if Bloomington location, if I if giving Bloomington location to GM I want to go start another location. I have a couple of thoughts. One thought was to look into purchasing an existing business customer list only, unless equipment is the right price. However, I feel due to my my own detriment, that it has been more of a pain to train my existing customers. How we roll it Augusta than just gaining new customers. Thoughts on starting a new location from scratch or looking for a business for sale, purchasing it so that there's some revenue coming in right off the gate? This is a good question. It really comes down to the acquisition, right? What are the numbers? If you're able to find a location that has a lot of customers that are recurring and the cut the employee the owner just wants out, you might be able to get it for 10, 15, 20 grand. A customer list that has 50, 60, 100 customers. That starts to be really, really interesting in terms of starting another location to start off with that revenue from day one. Have a couple trucks from day one. That's very interesting. It comes down the acquisition, though, every single time, and the numbers just have to pan out. And so it really comes down to your acquisitions. You come down. Whoever gets good acquisitions is usually down to who has capital and cash ready to deploy, right? So I would just say, look, if you're planning to start a second location, say next spring, and you're able to kind of use that as a way to keep this employee on is, but, hey, next spring you'll become gm. That was kind of what I would lean into is if this is what you're thinking, Dustin, based upon this, I would say, hey, next spring you're gonna become gm. Here's the package for pay you're gonna have next spring. Have him sign it. So that way you know you got him this year. Focus on growth now, but then know that next spring you're going to cap growth, you're going to really focus on increasing prices, cutting out services, etc. And then in the meantime, over the next eight, nine months, you now have the opportunity to look for potential acquisitions and not be in a rush because you know you have the capital to deploy against marketing if you need to next spring, because you don't want to do that now. You don't want to go start another location now. You wait till next spring rush so that your marketing dollars are height the lowest customer acquisition cost. And then you have the time, though, if you, if an acquisition pops up and you get an incredible contact list for really, really cheap, then you can pounce on it and you kind of buy yourself time with that employee. In the meantime.

Do you think that there will ever be a model to grow past that million to 1.2 million mark? I fully understand the model and completely support it. I do feel that my market could support a much larger, bigger business than this speculation. But I don't want to get out of the systems either. I. It can. It absolutely can. There's already locations over 1.2, right? Like the local shop is over that, Ryan Payne's over that, Brian Connor's over that. It's just a matter of when you get over that marker. You're now going to have at least you're gonna have more than one overhead person, right? I really like that like seven, $800,000 marker because I can have one GM as a, as a non revenue producing employee and then everyone else produces revenue. I really, really like that model. And that's what we're going to move Mount Vernon into is the person that's coming in as general manager is going to be out in the field working and estimates are going to be taken over the phone only like the growth will be much slower. To get to 7, 800,000 will probably take us three years instead of literally we could probably do it this year if we just accepted projects and really went into it. But.

It can, it's just a matter of you're going to need more than one GM as an overhead person, you're going to need an estimator or you're going to need an office person to assist because it's just going to be too expensive to have that much going on at command center. But then again, you're going to have now more fixed expenses. So as you start getting above that million 1.2, you're going to have to either A, start investing in fixed expenses like a shop, office, etc or B, you're gonna have to go find more than one person to manage it all or you're gonna be managing and somebody else is going to be. Because you can't have a 1 million or a, you know, a 2 million dollar company with only one general manager that if that person's on vacation, the whole thing just falls apart because there's no other non revenue producing sales. Stop. You can't have that because at that size you need mass amounts of incoming leads just to keep the machine running if you're doing projects. So I feel like the only way that you could have a location do $1.52 million in revenue is only over the phone estimates already none. And mowing and cleanups. The only thing being done Any sort of projects, mulch, sod, even the basic projects is going to require estimates. It's going to require non revenue producing person, it's going to require estimate videos to be sent out, all of that. So I think like I would love to have like a location that over time, one day down the road that I own as a corporate location, as a model that is doing 1.5 to $2 million and it just does mowing. I would love that. It's going to take longer though because you have to build up, you know, hundreds, thousands of mowing customers over time. But it'd be very efficient and you could be. That's the only way you could have it where you have one general manager and then all employees, anything. Usually though, taking projects above a million, you're going to need GMs, you're going to need estimators and you're going to need infrastructure in terms of offices and shop space and commercial buildings.

Okay, can you explain the logic behind charging everyone 500 for conference whether they go or not? You can be quoted, you can be quoted as saying it is not a money grab, but I have, I am having trouble squaring that quote with the fact that we will be charged regardless of attendance. To be completely honest, the conference feels like a place for you to showcase the brand and Mike Andes rather than a conference for those that have joined Augusta. From a purely percentage standpoint, the split for conference would, would 15 Augusta and 85% general public. I am actually fine with the split if I can say next year that wasn't worth. It wasn't worth 500 and chose not to go in 2022. Okay, cool. Yeah. So in terms of how we charge for conference, it's very common that this is the way that fee structures work for franchises that they require a. It's a monthly or an annual fee for conference, regardless whether you come reason why it is done like that is number one. So that is everyone shows up and it's kind of a penalty if you don't. I want people to show up because if they don't, they're going to miss out on the new things that are coming up. So all the people that had a lot of big trouble with over the phone estimates were people that did not show up to conference. And so charging the $500 is. It's basically $250 per person because you're allowed to bring two people. And that doesn't even hardly cover the cost of you know what, by the time we rent out the building and then the food that is with the public conference. The thing is too couple things. So in terms of why we do it with the public conference, so you don't have to come here twice or travel any place twice. I want it to be as efficient as possible where we do the Augusta Nation conference and then it goes right into public. So that way if you want to come to both, which most people do that you can just come and just come one time. It's more efficient. You don't have to fly out here twice. And so that's why we put them back to back like that. And that will always be the time when we have a massive shift in we'll put those on conference. So for example, last year we did the over the phone estimates. That was the big shift there. This coming one is going to be switching to Zooper. And so our plan is that Thursday obviously would just be Augusta Nation. But then during Friday if you don't want to be at the public one, we're actually going to have a different room where command center will be able to help you with Zooper switching over. So moving clients over and helping you with that transition in case you don't want to be in the public conference or you don't aren't interested in certain keynotes, you just be able to go in the room, you'll have your computer and get help transitioning over. So the number one reason why it is mandatory or the $500 is like regardless whether you come is because I want people to show up. The second reason is because the 500 divided by two people that can come, that's 250 bucks. Basically. It probably doesn't cover our cost. Once I look at the rental, I'd have to look at all the numbers, but I don't even think it would cover our costs. And if someone does food and all the rest of it, it just doesn't so.

And yeah, my goal is to make it though where like on the Friday is if you don't want to be the public one, that there'll still be stuff for just franchisees to do that would be beneficial. And this year it'll be command center helping with that transition over into Zooper.

Who was that? They didn't put their name. Okay, Nick from Marysville looking for your opinion. Our original intention was to grow like crazy. This year we have only doubled. We have only doubled. We have only doubled our recurring client base and are no longer taking on work at this time. We still have the intention of growing, just not as fast as initially. Planned. We are only going to grow as we get solid, reliable team members in place. That being said, that could take some time. What would, what would you do in my position? Raise prices on existing mowing clients, $5 cut across the board and increase profitability. During this time we have slowed down or keep prices the same to retain more customers and sacrifice the profitability in the short term. Also, you know, you know this, but we have not slowed down due to lack of work. We have only slowed down to not having enough labor. That's an important distinction for people reading this. Yeah. So first and foremost, I think, Nick, knowing your market specifically, I would definitely raise Your prices by $5 across the board on existing mowing customers. And I would do it this week because I know your market and the spring rush is at the tail of it. It's either you do it now or you wait till next spring. What I would do in this case is turning off project based work or in person estimates is a great way to restrict the new projects coming in but still allow over the phone estimates to be done so that those can still trickle in. But I would definitely raise it. Raise your cuts across $5. I bet you'd lose less than 5% of your customer base, honestly. And that $5 extra is going to allow you to have higher P4P. So attracting people and retaining people is going to be easier marginally. And I would definitely be focusing on the five dollar cut increase. I'd be increasing your E fee. I'm still shocked at how some people don't charge E fees. Some people are charging 5, 10, $15. You can, you should just literally match up at the end of the month how much you're paying command how much you should be charging your E fee. And if you actually we're raising at the local shop, the Bellingham shop, we want to raise to a hundred dollars for the E fees. And what we're thinking of is doing is doing highest E fees during the spring rush when labor is like a premium. Because if we are saying an estimated there, they're not doing a job. And so we will probably do 100 or $120 e fees during the spring rush next year at the local shop because that's when our cost of command center the highest. That is when we need employees out in the field working the most. So we're going to increase EVs more. So I would do all of those things to slow down your growth. From a project standpoint, what you don't want to do is reduce or change the incoming flow of leads from mowing. So if you're trying to not grow as much because you. Because labor has been restricted, what you're trying to do is increase that percentage of recurring revenue against your project revenue so your total revenue will stay the same. But trying to increase what percentage of your revenue is coming from recurring compared to projects is the goal. When you're in that stasis and you're trying to increase profitability is keep the leads coming in over the phone. Estimates being done for mowing, keep those coming onto the book. But then restrict the project side. You don't want to restrict the mowing side side. You want that recurring revenue continuity to be building. I think that's all the questions I had. That's it. Cool. What's this raising prices? What about our market in Plano? Again, it really comes down to completely. If you are trying to grow, if you have, you know, 15, 20, 30, 40, 50 mowing customers and you're like, hey, if I get any more, let's say you're at 50 million customers. If I get more, I'm going to need another truck. Okay, well, do I get the truck now or do I wait until next spring and get the truck then? Well, if you're gonna wait till next spring because you don't have enough cash to get the truck, then it'd be a matter of, okay, well the rest this year, let's raise prices. Let's restrict some projects. Cause I don't need the work, I need to make sure I'm profitable. So I have the cash available for next spring to buy the truck. So every single situation is different. And this is why we have the coaching calls lead. This is why you go over these numbers so, so you can have someone else to bounce this stuff off. It completely depends on where you're at in terms of profit versus growth. And there's a decision you're going to make between those two. And if you're going after profit, you are going to slow down projects by maybe not accepting estimates for project or in person estimates. You're going to focus on increasing prices, et cetera. And I just truly believe that so many of us are. Could charge more. I really believe that. And people doubt themselves on it because they're looking at their close ratio of new customers. But if you take your existing customers that already have a established relationship with you, they're willing to pay more than a new customer because they already have done service with you. There's stickiness to our service. People don't want to Switch have a car on file. They're used to view coming. They know you do a good job. They don't want to switch. They're willing to just pay $5 extra per cut. I can't overemphasize the fact that you. Some people struggle with like, oh, if I raise prices, I don't get as many clo. My close ratio goes down. Goes down. You're right. But you gotta remember that if someone has already done service with you and their existing customer, their stickiness to our service, thereby allowing you to charge a premium price and even more so than the new customer from accepting of a. Accepting an estimate standpoint. So I'm a big believer in raising prices on existing customers. You gotta do it the right time. And if you do it, you'll hit a point where if you lose like 20% of your customers, you know you're at your threshold and you can't raise it more. So timing is important. And then making sure that you do it incrementally so that if you lose 20% of your customers, you stop like that is now the peak because it will drop off after that. I have a video coming out on that this weekend about pricing and how that works. Price sensitivity of a customer. We are completely at capacity. Can't even take on new mows right now. Maybe we can when we lose a percentage of mowing clients. Okay. If you're at this stage, Nick, raise the prices immediately. I would immediately do. If you're at this stage where you can't take new mowing customers, that. That's. That's when you want customers to leave. Right. So I would raise everyone $5 per cut. That's under $50 a cut. Anyone above $50 a cut, I'd be raising them 10, 100%. This is what you like. If that's where you're at, Nick, in terms of what you said on the question. And you don't want to grow. You just want to focus on getting the crude like focus on profitability immediately. Do that. If you have 150 customers and you charge $5 more per cut, that is $750 per week in extra revenue and 250, that's going to go to your employees. 500, that's in your pocket. That's $2,000 a month of sheer profit. They'll go to the business that over the next six months is 12 grand. You're buying yourself another truck next spring. Right. So.

We could take more. The challenge is having the time to do the initial MO's. Yeah. That's a challenge. I'm going to raise prices. Awesome. On it already. Lonnie is already helping. Perfect. Yeah. Command center, if you give them a list of what you want done. So like the other day command the Bellingham shop, what they did is said, hey, raise prices on all recurring modes by $5. Here are the customers we do not want you to raise on because they had just been raised. And then here's the list of customers. There's like 10 of them that are commercial contracts and we want these raised by usually 20 or $30 per month. So that's what they did. They sent one page very, very clear of who they did and who they did not want. And they sent it to command center. And within a day or two they should be able get that done for you. And you shouldn't worry about the fact that like, oh, it has to be done the middle of the month or the beginning of the month. It doesn't need to be. Because what you can do is just say, hey, effective immediately, this is the price increase. And this is a great thing right now. And that is because most price increases happened a few months ago when, when the war happened and gas prices went through the roof. People know there's been inflation and the cost of labor is through the roof. So we're just sending a couple of lines literally saying we've been trying to put this off for as long as possible, but in order to produce the high value product and service to you and keep our standards, we need to raise prices effectively immediately. Your price will be going up $5 per per cut. There's no further communication required. This will just, just do this happen. You don't need to respond back. And so that's what the email is going out and then what you're going to do inside service all plat or zooper is just change the prices going forward. I know that in Zooper they are fixing it next week where the price will adjust on all future jobs and not just the one you're fixing. So stay tuned for that. But in, in, in service autopilot, it'd be a matter of just change the budget hours, change the price, keep the cut, keep the job on the schedule. And if they call in and cancel, then we'll, we'll, we'll cancel the service. But otherwise you don't need to. I will attach a PDF and comments for others to use for price increase instruction for cc. That'd be a great one, Lee. That'd be great even if you did a JPEG file. So that way you can attach it in Facebook. That'd be awesome. Actually, you know what, Lee, could you just make a post. Make a post in Facebook and just say this is the. What we referred to in the mastermind. Just so they can all see that was just a nice, very clear, very concise and I don't know, Command center might have already finished it yesterday, but if not, they probably will get it done today. Several hundred customers that are getting a price increase. So those are, you know, I still believe that sending out price increases something that should be done one by one by one. I know you can automate it inside service, autopilot and in super using a workflow and an automation. But messing up people's price is the last thing you want to do. If it pulls the wrong number in or something weird or funky or emails the wrong person or does something we still go through one by one. It doesn't take very long. You're talking about like two to three minutes per customer, maybe five minutes if it's a little complicated. But just take the time. You'll make that money up in the first. First cut. It'll cover the cost of what it takes to do that change. So a little bit longer here on a Friday, but that was good. And if anyone else has any more questions, feel free to fill out the form. I hope that made sense about the conference thing. It's definitely not a money grab. We lose money on, on the conference massively. It's just a matter of anytime. Fitness has done this before and it worked very well. They were having no one show up for conference and then people were not implementing things and so they just made it compulsive, compulsory, where you either a show up or if you don't, you're still paying. And immediately everyone got on board. Way more people showed up and the year went way better this year because of that. And it's pretty common across other franchises as well. And so my goal though is to make for Friday. If you're not interested in the public side, there's still things for you to do and there's still value being provided by Command Center. So our goal is to get a separate room just for us as franchisees. So if you know zooper, we're switch over on Thursday. But it's like, hey, I still, I want to do everything here with someone over my shoulder. We'll have that for you and Command center can literally just help you right there. So we're working on that. Everyone at Command center will be trained up in December. So that way they can help you if needs be at the conference. Hope it made sense. Hope everyone has a fantastic rest of your day and a rest of your weekend. Happy weekend. It seems like the week just flew by because of Memorial Day and everything, but take care. Have a good one.