What Should Your Profit Margin % Be? - Ep.61

Hey, everyone, it's Mike Andy listening to the Landscape Business course podcast you might be watching on Facebook. Thank you for joining us here again. And today we're going to be talking about profit margin, something I don't think is talked about enough in our industry of landscapers, lawn care services, we always are talking about the number of gross revenue. So when someone asks, well, how much do you make last year? Well, we, a lot of times as landscapers, like, you know, we did 1.2 million or we did 300,000 last year. What I want to talk today about is how much money did you actually make? Because if you made 1.2, I promise that's not what you put in your bank account. Last year. You had a profit margin that comes off of that that is actually put into your bank account. And so there's two different ways of looking at profit margin. Today. I'm looking at really the structurally and the real what profit margin means. It's how much the business make. Another way to look at this, if you're really a smaller company, is how much money do you actually take home and put in your own bank account? But that's not the way I want you to think about it. I don't want you to think about profit margin as your paycheck because as your business grows, you really need to separate your personal finances from your company finances. And the best way to do that is not to think of company profits as your personal paycheck. One of the greatest things you can do is start taking a salary from your company. The sooner the better. You start thinking as an employee, which is actually a good thing because now you are going to make the same amount of money, make sure your personal expenses are covered. Obviously, you want to reduce those expenses as much as possible so you can fuel the growth of your business. However, when you start, there's a magical thing that happens when you start paying yourself a salary and you know your personal, your personal expenses are covered, you start utilizing those assets within your business differently. Because now when you make extra money, you don't just funnel that money into your personal business account and start buying a bigger truck or a nicer boat or a bigger house and increasing your standard of living. Now you're taking a set salary that goes to your personal self that you can spend however you want. And the rest of the money, that profit stays within the business and it allows the company to grow, get more equipment, hire new people, get another truck for the, the fleet, more trailers, whatever it is to grow, expand, get, do advertising, get Marketing materials. It's just part of the process. Now, today we're talking about gross profit margin. I know there's gross, there's net. Today we're really talking about net profit margin. So gross profit margin is a little bit different than net profit margin. Gross profit margin is basically if you take a job. The reason I don't talk a lot about gross profit margin is because it's very subjective as far as what do you consider expenses and things like that. And in general, gross profit margin is when you take the cost of a job, and usually you're on 50% gross margin. So it doesn't take into account your overhead. It doesn't take into account your insurance and a lot of the other hidden expenses of business. It doesn't take those into account. It takes usually labor and materials. And that's usually what people are talking about. Like when they say 50% gross profit margin, they're not talking about net profit margin. If you did 1.2 in sales last year, there's a very low probability you netted out $600,000, like 50% or so. Like, it's just not usually in our industry standard. And so let's talk about what you should be at. What are the kind of the industry standards? And as far as what I hear from business owners, what their net profit margins are. So this is now after your overhead's been taken out, after all of your insurance and your gas expenses and the office expense and the paper you had to print your estimate on and the web hosting and all the other overhead that goes into running a business, what is the bottom line of your income statement? That's what we're talking about when we talk about gross or, sorry, net profit margin or profit. That's what we want to talk about. Now, as an example, I have $50 bills here. And if you're not watching this, you can watch this on Facebook or YouTube. So if you're listening to this on Apple or Stitcher, some other podcast, you'll want to start. You want to start watching the videos because I'm going to start using this whiteboard more and more, for example. So today I'm using this whiteboard showing you some examples of profit margin. And we're going to break some things down. Where you should be with your business, where you should be at with each job. So I don't have a specific. Everything here is a little bit subjective because different markets dictate things. What type of work you specifically do. For instance, lawn care is going to be a lower margin than Landscaping. Landscaping is going to be less than hardscaping.

It's just how you play the game. So it's a little bit different in each industry. I'm gonna be in generic terms here as far as your profit margins, but here we go. So right here I have $50 bills. I have 20 of these $50 bills, and so that's $1,000. And so a lot of times this is what happens. People are like, oh, look at this. Let's say I made 1,000 bucks. Whether it be on a job, let's just say it's a whole year, $1,000. Now, this is the problem. When companies start getting big and they don't, the individuals don't have much business experience. And a lot of times in our industry, that is the case. We come as landscapers. A lot of times we don't have a lot of education, and that's not a problem. I have no issue with that. I don't think education is going to give you a whole lot of a leg up in this industry. I think common sense and a little bit of business savvy and being able to learn will give you a whole lot more experience. However, that being said, a lot of us don't come with a lot of business acumen, experience, knowledge, whatever. And so a lot of times you think, oh, well, we made $300,000 last year. I had one or two guys helping me. I'm making great money. This is a great job for me. The problem is, if you made $1,000 right away, there's this thing called taxes that's gonna come along, and it's gonna take a good 20, let's say 30% of this just whacked right off the top. All right? So there goes that 30% right there in taxes. Okay? Now we got all our other expenses we still got to deal with. We got labor. So let's just throw some of this out in labor, because that's got to be at least half of half of that right there in labor. And then you got cost of materials and cost of goods sold. So things like your mulch and your bark and your sand and your gravel. So. And if you're doing pavers and things like that, maybe it's cost of equipment. So let's throw some of this out. Okay, all right, and now. All right, let's put that there. And now we got insurance, we got overhead, we have market materials. We gotta get printed. We have to make sure we get bonded and licensed. Okay, all right. Now all of a sudden, we can pay ourselves and now we're down to three out of those 20 bills. We're down to 150 bucks out of the original $1,000. All right? So sometimes people can be thinking about the too much about. I know this is super, super simple. I know this is very, very, very basic as far as just what profit margin means. But think of it in terms of these $50 bills. If I'm making a 15% profit margin. That's what I just showed you right there. I had three $50 bills. So $150. At the end of the day, that was my take home pay or like my net profit margin which we're gonna be talking about today. Out of all of this. All of. Oh man, I'm not very good with cash cause I never carry it. But all of this money was made. And at the end of the day, after all of this money was transacted through my business, this is what I had to show for it. Alright, $3. Three notes out of the 20. Now the reason this is so important is because it's very easy to get inefficient within our business. The problem is if I'm 5% less efficient, all of a sudden my 3 gets cut down to 2, which is essentially cutting out a third of my profit margin. So this is the thing. Let's say Bob has a landscaping company. He makes $1,000 on a job. And Bob has a really very efficient crew. Very efficient.

He has cut out a lot of the inefficiencies. He's made sure that the equipment is the right ratio, has the right amount of people for the amount of work that's being done on this job. So at the end of the day, Bob walks away and he has a 20% profit margin. He takes $200 home with him. Now, let's say that Max comes along and he has his landscaping company. He does the same job. It's $1,000, but this time he's just 10% less efficient. He is 10% less efficient than Bob's Life Landscaping Services. So what happens now? 10% of this $1,000 is $100. So instead of having $200 like Bob did, all of a sudden 10% of the thousand is 100. We now take two of these away. We have only half the amount of profit that we had with Bob's landscaping. So essentially the profit margin was decreased by 50% because of a 10% inefficiency. And now you wonder why. I talk about efficiency and making sure that every little thing within your business has a system because having systems having procedures makes you more efficient. And what efficiencies does what systems do. This is how I want you to think about it is it protects your profit margin. Cause inefficiencies are what easily take this away and what dramatically reduce a 10% increase in efficiency made Bob 10 twice the amount of profit margin on the same dollar amount of a job, $1,000. One guy made $200, another made 100. The other guy made twice as much profit margin, twice as much profit margin because he had a 10% more efficient crew, a 10% more efficient way of using materials, a 10% more efficient way of using his assets to create that same job. That's why I think about efficiency so much within your business. If you're a course member, you hear systems, systems, systems, procedures. You see me making guides and procedures for pricing and procedures for making estimates, procedures and systems for your people and how things should be done and checklists. The reason for that is I'm trying to help you save your bottom line. I'm trying to help you save your profit margin. Because inefficiencies eat the profit margin up of your business. And just small little incremental 10% inefficiencies can dramatically your bottom line. I've seen so many companies as they get bigger, as you get bigger within your company, it's very common for your profit margin to get smaller. However, it's okay because your, your revenue is getting 10 times bigger and your profit margin is only decreasing a little bit. So you actually are making more money bottom line. However, your profit margin is getting smaller. If you the smaller that profit margin gets. As you're going to see in just a second, the smaller that profit margin gets, the bigger deal. Efficiency is alright, because on a 5% of someone that's making 5% profit margin, if they have a 1%, a 1% inefficiency, that's 20% of their profit margin. I'll let you do the math on that one. Okay, so anyways, here we go. I'm going to give some basic outlines. Very objective and or sorry, subjective. Very subjective numbers also, but some guidelines because so many of you ask what your profit margin should be, I'm gonna give you some kind of guidelines here on the whiteboard. Okay? So when we look at the landscaping industry and I'm losing my white. Where's my red marker? Can't find my red marker. But anyways, I'll use blue, so. Oh, here it is. Red Barker. Here we go. I like red better. Here we go. So when we look at the landscaping industry and we look at the profit margin range. Profit margin ranges. A common number on the low end is 5%. This is gonna be a lot of times companies that are doing high volume, they are doing a lot of commercial work, they're having low wages, they are constantly having high turnover cause they're competing for the lowest dollar amount of jobs. These are companies that are doing 5, $10 million sometimes in business, but their profit margin's low. However, their revenue's so large that they can get away with it because they can still bring a couple hundred thousand dollars to the bottom line even with this small of a percentage point. Because if you have a 5% margin and you are running a $4 million company, you can still make $100,000. You can still make $200,000 actually with that kind of a profit margin, you can still make decent money. All right? You can still pay yourself a good $2,000 a week salary even with a 5% as long as your revenue is large enough. And now this is not where most companies are. This would be a company that I would really fear. I'd feel like you're fragile. If you are in this market, if you're doing $4 million and that allows you to take a $200,000 to the bottom line. Now remember, so a 5%. Let's just for sake of numbers, let's do a million dollar. Let's pretend someone has a million dollar a year business, a million dollars in revenue. Okay? So we're gonna assume that this individual, this business owner is doing 1 million in sales. And this 5% margin is gonna equal out to a $50,000 per year net profit margin. So I'm gonna do profit margin, alright? So $50,000 profit margin for the year at a 5% profit margin on a million dollars in revenue. Alright? Now this is the first case scenario. You don't wanna be here. This is where you're fragile, all right? The reason for that is this. If an economic hard time comes, you're gonna get wiped out. Because when you go to reduce your price by just a little bit, because everyone else is, and you're gonna start losing market share immediately, your profit margins get knocked out immediately if you start losing people or you have to increase rate.

Your labor rates because you know in our state we got minimum wages going up to the roof. It's gonna go up to $15 here pretty soon. That's a real thing that kind of cuts into your profit margin. 5%. You're leaving yourself wide open with this Example of having these 20s, I mean these 20 bills here are 50. You are coming out the end of the day with one of these, just one. That means that everything's got to go right within the job. To get this one out of the 20 bills, that's just very risky. One thing happens wrong, you know, a callback, material isn't shipped on time, someone doesn't show up to work, you're all your profit margins gone. 5%, you're leaving yourself wide open for Jet. You're running very fragile. You're usually running. People are usually running on credit card lines because during the summer, during the winter you don't have enough money to pay your people and pay your bills and, and you're using a credit line, 5% very vulnerable. The problem with this, you're making 50,000. Some of you are like 50,000 sounds great right now. The problem with that is $50,000 is your profit margin. It's not what you're taking home. Because your business still needs money to grow, to operate. And you say, well I'm not growing, I don't need to take a bunch of my profit margin. I can just take that all home because I'm not growing my business. Well, guess what, I. On a million dollar company, you have equipment and that equipment gets broken and you need to buy new equipment and that's gonna come out of your profit margin. And so if that number isn't high enough, you aren't gonna be taking no money home out of that $50,000. Because you also have to retain a certain amount of money inside of your bank in order to just keep the money, keep the business afloat. It's called working capital. Alright, now 10%, this is where a lot of companies are in our industry. And as far as profit margin is the 10% range and so on a million dollars a year in revenue, this is going to be $100,000 in profit margin.

And this is decent because in $100,000 you can still keep $50,000 in the business, make $1,000 a week as far as take home money. So let's say you take a $52,000 salary per year. This is take home pay, take home pay over here. And this is $52,000. It's $1,000 per week in a salary that you take home. All right, this is at 10%, this is decent. You will survive, this will be survival. You will have hard times. The winter will still be hard for you. If you're not full, if it slows down at all, or if you Have a bad winter and you don't have snow plowing or something like that, you're still vulnerable here. All right, that's the 10% range. This. Now between the 10 and 15% range is where most, most landscapers are. In between this 10 and 15, somewhere in between that. That is going to be now $150,000 in profit margin, and someone's gonna still take home, you know, probably 60, 70 grand, let's say 70 grand. And what. See, this is the beautiful thing about it. You, you see here.

The profit margin as it grows higher. This individual now has $80,000 left over after they take their money home to now go spend on growing the business, they have $80,000. Cause you have 15% of your total revenue being your profit margins. This is your profit margin right here. This becomes profit. $150,000 out of the 1 million. 15%. That's your profit. Now you take home pay. $70,000 is a decent wage. You can get by with that. But now you have $80,000 left over to put back in the business. This is how you grow. And if you want your company to grow, you've got to get to that 15% margin. You've got to get there. If you want to have lots of money to grow. Not lots of money, just money to grow. If you want to scale up, if you want to get more crews, if you want to hire more people, this is your target 15%. So sorry, I gotta move my microphone a bit here. I don't wanna block your view, but this is where you wanna be at. You wanna be around this. If you're getting too far, close to this 10, you start getting a little bit fragile. You're getting a little bit. You're starting to risk things a bit. Now. Our company, this is where we're shooting for. And this is why we're franchising our. So this is probably where I was at about 12 to 14.

This is where I was at a couple years ago. And as we've scaled the business and made it more efficient and we've worked on our systems and procedures and really worked on things, now we're more up around 20 to 25.

So I know for a fact last year what our profit margins were. We were around 22. And I think this year we're going to be a little bit higher than that just because we're not going to be investing as much in equipment as we did last year. And we got a new facility this year, things like that. So 20 to 25% now you're taking home. Let's just, let's just call it 20% for now, just to make the numbers work here. So now at 20% profit margin.

You'Re going to take home is going to be 200k profit margin. And if you want to take 100 of that home, that's just fine and dandy.

This is what I do. I'll tell you what I do to make some people ask me all the time, how do you grow your business so fast over the course of the past three years? And you talk about your course going from zero to a hundred thousand in 36 months. How do you do that? I'll show you right now. I'll lower my mic there. Sorry about the audio, but this is how I do it. I basically eliminate this so I don't have to take any money home or very minimal.

Let's just say for the sake of getting by, I take $25,000.

Home. What that allows me to do is still have $175,000 sitting here in profit margin in order to allow me to grow the business. So people wonder, like, are you going in debt for the second location? All this? No, we were able to pay for it because I didn't take money out of the business. So you just have to make, you just have to ask yourself, okay, what's my profit margin? That's the number one thing you should be working on. Systems, procedures, efficien. How do I retain more of these dollars on each job? That's the number one thing you should be working on because that will fix this number here. How much money is your take home pay? Then figure out what you need to live and try to minimize that so you can retain money, retained earnings in the business. That's what you can invest and that's what you can use to grow your business. Now I want to make one quick demonstration here and talk about on a per job basis. I'm gonna make some really round numbers. But I think it's gonna help some of you. So let me erase this real quick. We're gonna talk about profit margin on a job, on a landscaping job. Let's just say this is a cleanup job. So we will take out because I know a lot of people listening here are not landscaping and hardscaping. You're a lot of lawn care cleanups and things like that. So let's talk about. And just so you know, a lot of times people transition. They go from lawn care and cleanups and leaf cleanups and things. Then they get more into landscaping and Then they kind of got to decide if they're gonna scale up the maintenance side or, or if they're gonna go hardscaping to scale their business. So that's a natural progression of our industry. So let's just say this is going to be a.

Thousand dollar cleanup.

And we're going to assume that there's going to be some leaves and we're going to be trimming some bushes and shrubs. This individual was a great mowing client and we mow their grass weekly basis. Now it's the fall, there's a bunch of leaves, all the trees and shrubs need to be trimmed. The rhododendrons need to be cut back, the hydrangeas need to be deadheaded, the roses need to be cut back. And so that's what we're gonna be doing for this client. Okay? So the thousand dollars is gonna be the revenue from this job. That is what is gonna be billed to the customer. Obviously there's gonna be tax on top of this, but that doesn't go into your pocket, that goes into Uncle Sam's pocket. So we got our thousand dollars. Here we go. Got $1,000. We're gonna start off with this job. This is the money that's gonna be given to us.

From this individual. Now I'm gonna work these numbers. I hope they work out because I have not ran these before. So let's just assume on this thousand dollar cleanup that we're making 1,000 bucks. Okay? So we are going to assume that a crew of two can do this in. Let's just say. Now, let's say a crew of. Let's say a crew of three guys are going to take an entire day and they're going to do this cleanup. Okay? So I'm just going to make these, I'm trying to make these numbers work and hopefully we come out with a good result. So I'm going to have three. Three guys, three employees, and they are going to work a total of eight hours.

For a total of 24 hours. 24 man hours.

Okay? So we got 24 man hours in the job wrapped up and we got that happening. Now let's just assume that we pay our guys pretty decently. Let's say they make something like 15 bucks an hour. But with payroll taxes and all the other workers compensation, all those things, you basically gotta say it's 25 bucks an hour. And so let's just say we got $25.

Per hour. Okay? So at this, this is gonna be our labor cost right here. So labor on this job of $1,000, we got 24 man hours because we got three guys at eight hours, $25 a piece. So if we do the math on that and get my calculator out so I don't make a fool of myself, it's going to be something like 600 bucks, right? Four. Yeah, it's going to be $600. So $600 is going to be your labor cost. Boom. That is 60% of $1,000. So let's get our money out here. We got a thousand bucks revenue. 600 of that.

Oh, man. Goodness. 4, 5, 6, 7, 8, 9, 10, 11. 12.

Of these bills. 12 of these bills just got eliminated because of labor. Now, you ask me, why do you emphasize so much about efficiencies with labor and talking about how you can save five minutes when the crew's going out? Because 60% of this job just got ate up in labor. Like, is there any way I could possibly make that 400? Is there any way I could make two guys do this work in the same one day? Eight hour day? Is there any way I can cut a guy out of this? Because if I can, I suddenly make this now 16 hours, which then allows me to save eight hours, which allows me to save $200, which allows. Which now makes this $400 in labor instead of $600 in labor, which reduces the percentage of my job going from 60% to 40% in labor cost. So that's why you gotta think so much about what your labor is and efficiencies in labor. All right? Now, labor isn't your only expense. Remember, you still gotta get dumping fees. So let's just assume here that we picked up clippings and leaves and all of that. Now you might say, well, that's fine. I just dump them on my property. Okay, that's fine. You're gonna save and dumping. But guess what? When the guys get back the shop, they're still gonna have to dump those clippings. They're still going to have to take the time outside of that eight hours to do the work. So that dumping fee you're probably gonna be looking at if you. Whether it be labor because they're just dumping at your shop, or if you actually have to go dispose of it at the. At the local dump yard, let's say it's 50 bucks. Okay? So now our total, we're at $650 in cost. We got $1,000 cleanup. A lot of people are like, this is great because I'm paying. I paid $650 in this job and I got $1,000. I'm making a 45% profit margin. Alright, well, let's break this down because on this job we also had some equipment.

We used some, we used trimmers, we used edgers, we used weed eaters, we used a chainsaw for cutting down some of the larger limbs. We had a dump trailer that was worth $8,000 because it was a 14,000 pound dump trailer. We had a one ton truck that was pulling that trailer because of the amount of debris that we had. Okay, so we got equipment, we have the truck, we got the trailer, we got hand tools and chainsaws and all of that. Alright, that's not free. Those things have a lifetime value on them. And by the way, that truck, you have to insure that truck and you have to pay for the gas that goes in that truck. So on this job, if you actually look through the cost analysis of this, that job, you're gonna have a, you could really break the numbers down a lot better. But if you take the cost of insurance alone on that truck, and then you take the cost of the fuel driving there and back, you take the cost of, of maintaining the tires and the brakes and all of that on that $1,000 job, there's a very good chance that $150 of that is wrapped up in your equipment. Because if you have a 7, $8,000 dump trailer attached to a $20,000 truck, and you have chainsaws and weed eaters and edgers, those things break, they need maintenance, they need repair, you got to insure them. When you have chainsaws, you're going to have to have more insurance. That's all part of this overhead. This is where a lot of people stop right here. And they start thinking that because the job, the reason they stop here is because on a day to day basis, this is what they make, $1,000. And then they pay the $600 to their people. They pay 50 bucks for dumping. At the end of the day, they have $450. The problem is their cash flow won't reflect it and they'll be, where's all my money going? Where's all my money going? The problem is they don't continue down this chart. They don't start thinking about the other costs involved because they aren't immediately attached to this $1,000 cleanup. They are called overhead. They're the cost of doing business. So you got equipment here. All right? Now there's other overhead because to get this $1,000 cleanup, we had to market to this client. You say, well, I don't do marketing. It's all word of mouth. But guess what? You had to do a referral fee for the person that paid, that referred them, or you did have to go do door hangers, and you have to put a thousand of them out to get this job. So let's just assume that you are going to do marketing for this person, and the marketing cost is gonna be 50 bucks. And.

Sorry, I gotta get this whiteboard nailed down so it's not making that noise. But you say, well, I don't pay that much in marketing. Okay, well, who answers your phones? Who does your emails? Because that person's got to get paid. And they're part of the marketing process because they sold the job. And I promise you, that's a low figure, that $50. Because an estimator, an office person driving out to get the job, we're not including that here. You might have taken. An estimator, might have gone out there. Even if that's you, you got to figure out these numbers. An estimator might have gone there for an hour, then an hour's worth of the office staff. Whether or not that's you or not, you still got to figure out these numbers. And because eventually, as you scale, these are going to be costs. And so that marking many times going to be a much, much more than 50% or, sorry, $50. Okay, so you're like, okay, this is fantastic. Now I am at. Let's see here, 100, 250. All right, so now we are at the grand total. So we have. We still have. After this, we still have 1, 2, 3, 4, 5, 6, 7, 8. We should have 8, right? 1, 2, 3, 4th, 5, 6, 7, eight. We have eight. We have still $400. All right, but now we have dumping fees. So there that goes. Then we got equipment costs and the cost of insurance for all that equipment. And we got the cost of bonding and all the other fun stuff like registration, all that stuff, and equipment and marketing. There's a lot of stuff I'm not even counting in here. But let's say, okay, $150 now of that thousand is now for equipment, overhead. I didn't. Insurance.

You got a fuel.

Let's see, there's maintenance, like a bunch of stuff wrapped up in that 150 bucks. Okay, then you got the cost of marketing. So let's say 150, so there's $50 more. Okay, so the grand total, after all of that work, your total cost on this job, I'M sorry, I'm blocking guys. I'm sorry. Let's see here. So your total costs on this job, your total expenses are going to equal $850. So at the end of the day, after that $1,000 job, you made $150 net profit margin at the bottom line. Alright, so this is the number you're thinking about. This is the number you're thinking about. This is really what's going out of your bank account. And at the end of the day, you, your Profit margin.

Equals 15%.

Which is going to equal $150. So I really want you to start thinking about this a lot more. When you come to these landscaping jobs, start asking yourself this question. And that is, how do I take labor and make this 400 instead of 600? How do I reduce the cost of dumpings? Is there a way to compost it? Is there a way to, to give the customer a $20 discount if we leave it on site, saving us time and the cost of dumping? Can we reduce the amount of equipment? Do I need a 1 ton truck? Can I get a used truck that does the same thing? Do I need the bigger trailer? Can I reduce the size of the truck and trailer, thus reducing the fuel cost and the maintenance and the cost of insurance of the bigger equipment? The marketing, can I make that more efficient? Can I do something that gets me much less? Do I even need the estimator to go out? Can I standardize my pricing so that I don't need to spend as much time selling the client, that it's just much more frugal? Like these are all things you gotta think about. And I didn't include a lot of stuff on here. And I think that we gotta start thinking more and more in our industry about net profit margin. What's the bottom line look like? Not what you're taking home, because what you're taking home should not be your profit margin. There's gotta be profit margin. And then you take a little bit of that, little bit out of that home so that you can pay your personal expenses so you have some stuff left over to grow the business. So just something I wanted to share. I hope you're thinking about this a lot more than just about total revenue. We talk about total revenue way too much in our industry. You should be shooting for that over 15% margin. We've developed a system within Augusta Lawn Care Services to get between the 20 to the 25% margin. And that's why we're franchising. So that is why we are trying to get this to really change. Like, you guys, if you've been with me for a long time, you know, my personal, you know, theme for Augusta, Our why statement at Augusta is to revolutionize the level of professionalism in the landscaping industry and to build a team that is inspired by the work they do. I've memorized it because it's our why. It's why we exist. And the reason is, is because if you can create a business that generates 20 to 25% profit margin, you have money to develop your team, make them more professional. You have money to develop the customer experience and give people gifts and have a referral program and give gift cards and have uniforms and better equipment. And like, that's why this is so important, because on a 20 to 25% margin job, no longer are you making $150. No longer are you making $150 out of $1,000. No longer are you doing this. Now, all of a sudden, you're starting to add.

More money in here, and that's what I want to see you do, and I hope you can do that again. This is Mike Andes. Thank you for joining on Facebook, YouTube, whether you're over here on the podcast, listening here through this microphone, thank you so much for joining me. Landscapebusinesscourse.com check it out. The new website is going to launch at the end of April. So you got about three months. I want to say a big thank you to everyone joining right now because I mentioned on the last episode, a lot of people have been joining because they want to get it at the $247 marker because it's gonna go up to 297 at the end of April, and that's gonna be a hard deadline as far as for me to get the complete website done. It gives me plenty of time to completely get all the bugs out and make sure it's perfect. It's gonna be great. The new website's already looking better. Just. I want to perfect it, get more content on there, make it look good. I. So the price of the course is going up to 2. 97, but I want to say thank you to everyone that's bought in the past couple of weeks since I made that announcement. I've basically paid for almost half of the development fees for this new website because so many people have just bought in the past few weeks because they know the price increase is coming. So if you're wanting to join the course, if you're wanting to lock in your price now, even though the website isn't as nice, it isn't as beautiful and as user friendly, doesn't have as much content as the new one's gonna have. Just remember, if you buy now, everyone that is currently members, a bunch of people email me, say, hey, do I have to become a new member on this new website? I'm like, no. All the new existing members of Landscape Business course will get a free membership. Just basically same username and everything over onto the new platform. It's gonna be so much better. But thank you all for joining. It's helped me a lot with just the cost of this new website. It's gonna be great. So thank you very much. Landscapebusinesscourse.com I'm Mike Andes. Until next time, be great. Nothing else pays.