Hey, everyone. Kumar Dattatreyan here with Agile Meridian. We're up to our next episode of the Meridian Point. I don't know what number it is. I'm sure you will figure that out when you look at all the ads and stuff. I'm really excited because today we have a special guest on our show. He's an expert in transforming customer service experiences to drive business growth and profitability. Vance Morris has worked with the iconic Disney company, designing and managing resorts and attractions that delivered world-class service and profitability. He now shares his expertise with businesses and professionals through intensive boot camps, seminars, and keynote speeches, while also running his own successful service businesses. Please welcome Vance Morris.
Hey, hey, hey. Hi, Vance. That crowd goes wild. Yes! So you still call yourself the Disney guy. I love that.
Yeah, well, you know, it took me a long time to finally come up with a business name that I could use and Disney wouldn't get me with the Disney police, you know, no cease and desist. It is now Deliver Service Now Institute. And if you just did the acronym, it's the Disney guy.
I love it. I love it. Yeah, I need to come up with a clever acronym like that as well. So tell me about the Disney experience and how that sort of, it seems like it was an inspiration behind your businesses right after you left Disney.
You know, it really was. Luckily, my time at Disney was at the beginning of my career. So I was completely moldable and I didn't have any bad habits to break. To say I learned a lot is certainly an understatement. But the number one thing that I learned from Disney that surprises most people is that Disney runs on systems. Everybody knows Disney for Cinderella and fireworks and great guest service and all that. But behind all those things are really solid, detailed systems that make sure that the show runs consistently. Same show every day, every night, and doesn't falter.
I took that lesson throughout my entire Disney career. It wasn't actually something that they taught us. I just kind of picked up on it, which might be a good lesson for Disney. I don't know. Maybe they'll hire me back to be a consultant. There you go. Right? Who knows?
Absolutely. As I progressed through my career, I did leave Disney. People do leave. I spent 10 years there. And at the time, that was like a lifetime because I was 35 when I left. So I mean, there was a third of my life. Everywhere I went, I put these kinds of systems, these kinds of experience systems into place, whether it was a restaurant, a hotel, retirement community. If you're dealing with people, it all fit.
After getting fired a couple of times, cause I make a lousy employee, I started my own business, which was a carpet cleaning business. I still own it. We've expanded to Oriental rug washing and I have a mold company now. I have a general manager that I put in place to run all that stuff. The only way I could do that was if I had systems in place that all he has to do is manage the systems and everything's going to keep running and going. That freed me up to get into the coaching and consulting world. And that's kind of how I got here.
That's great. I mean, systems are important. I used to run restaurants in my early days of my career. I was in my twenties when I was running restaurants and I was taught that everything that the customer experiences is because we do things in a certain way. It didn't hit me of course at the time. But they were all systematized, right? So how, when people came in, what the things that they did, getting ready for the shift, getting the kitchen ready, getting the food ready, getting everything that we did was because and the experience we provided was because we prepared and we planned and we did all the hard work to make sure that the experience with the customer was great.
Without that kind of preparation, I think businesses... I don't know about you being in restaurants or at least helping restaurants. I'm not sure which. When I go into an establishment, whether it's a restaurant or a store, I'm always looking around to see how it's being run.
Exactly. I try not to. I try to just enjoy the experience. It's impossible not to. I've tried. You see a misspelled word, or there's a fork on the floor, or the bathroom's dirty, and you just want to...
Yeah. So, you know, this experience that you've had, and of course you've had businesses that are successful so much so that you were able to establish systems that were robust enough to leave someone in charge of your baby. So you can focus on other things. What are some strategies, tactics that you employ to get to that stage?
Well, sure. I mean, it didn't happen overnight. Those home service businesses, we're in our 17th year. So it took time. But I started right when I started the business. I started with documentation. Because it was just me, I documented what I was doing. I documented how I entered a customer's home, documented how to answer the phone. I mean, everything. So that when I hired my first employee, I was like, you know, this is going to be easier because here are all the things you need to do. And I can give them a binder, I can give them the videos and say, this is how we're gonna do things. And of course, they trained with me, but they had that as a reference tool and that became our standard operating procedure, SOPs.
When I say document, I mean, I'm literally talking about how we scripted each individual thing. So I'll give you an example if that's OK. I mentioned getting into the customer's home. We've turned that into an experience. And so the scripting would look like this:
We park our van in the street. We don't park in the driveway because God forbid I got an oil leak and now I get something else I got to clean up. The technician gets out in a clean, crisp uniform because he carries extra uniforms on his van in case he gets dirty beforehand. He gathers up his tool bag, his magic carpet and a little gift. He walks up to the door, he lays down his magic carpet, and then he knocks on the door. He doesn't ring the bell because friends knock, salespeople ring bells. He takes two steps back from the screen door. Now we were doing this before COVID, so it's not a COVID thing, but my technicians are all big guys. So we don't want to scare 90-year-old Mrs. McGillicuddy and give her a heart attack before we even get in the door.
So we take a couple of steps back, Mrs. McGillicuddy answers the door. We say, "Hi, my name is Josh. I'm here to create your healthy home. May I come in?" And then once she invites us into her home, we do an exaggeration of wiping our feet on the magic carpet. We put little booties on our now clean shoes. We enter the home and we present Mrs. McGillicuddy with a gift. Now, when was the last time you had a home service person, an electrician, a home inspector, a carpet cleaner, give you a gift and they haven't even done any work yet that you haven't even paid them anything. They just gave it to you.
Never. My point exactly. And the gift is nothing tremendous. It's a custom little blue box. And inside the box is a bottle of spot remover, a bag of cookies, and a little note from me saying, thank you for allowing us into your home. Here's my personal cell phone number if you have any problems. And that's it. That is the entire script.
Now, the gift thing does two things for us. The gift starts a process called reciprocity. So I give a gift to you. You feel compelled to give something back to me when I ask for it because I've already given you something. So when it comes time for us to do our sales presentation in the home, customers now feel compelled to not be cheap and go with the lowest package, but choose a higher package than they had anticipated on. And when we implemented this gift, we saw a 26% increase in our mid-tier package, which for us was about $65,000 of additional sales every year just by implementing the gift.
So when I'm talking systems, when I'm talking documentation, that's the level of detail you have to get when you're trying to teach another person or teach the employee or whoever's answering your phone what to do. That's the level of detail you need to go into.
Yeah. I imagine that not only gives that person coming into that role the reference material to be successful in their job. But also for you as a business owner or the GM or whoever it is, even just documenting all the steps, it's a process. I would imagine that you're going to go through many iterations of this process to get it right and you change it. It's not like you write it and you forget it. Here's the SOP. Go forth and conquer the sales world. It's being revised all the time. It's a living document.
It is. Exactly. It's got iterations. We have process improvement meetings where we will pick two or three procedures that we haven't looked at in a while. And we literally go around the table and say, how do we make this better? That was directly from Walt Disney. He used the term plussing. When he wanted to plus something, that means to make it better, make it more interesting, make it more fun. So that's what we do. We have plussing meetings and we try and figure out, okay, how do we answer the phone better? How do we, you know, maybe it's a technical thing. How do we get this spot out of a carpet or whatever?
So yeah, we are constantly... and you've got to be intentional about it, you know, and you do have to include your employees because most of the time they have better ideas than you do because they do the job every day. They're the ones doing the work. So you know it's all about empowering them and making sure that their voices are heard in those types of meetings.
Now it's interesting. Most of my career prior to forming my latest venture Profit Sensei, which is really focused on business coaching, I was and still am what you might call an agile coach. I don't know if you're familiar with agile or lean techniques. If you're not, everything that you're talking about is really just common sense techniques to retrospect parts of the business or parts of the process that can be made better and being very intentional about that, doing it on cadence, iterating through a set of processes or documentation or whatever to make that better. And so what you're describing is very much what some companies have forgotten to do and they hire people like me to come in and teach them these more common sense methods to structure their work, right? So it's interesting.
Vance, you've been described as one of the best resources for learning how to merge customer service with direct response marketing. Can you share with us how this approach can disrupt traditional business?
So everything in your business that touches the customer is going to be an experience, whether you know it or not and whether you like it or not. If you look at the customer journey, what is the first point of contact that a customer has with you? Is it a website? Is it a postcard? Is it a billboard, et cetera? And what kind of experience are they having with that?
It has to be, I mean, even a postcard, it can't just be a plain Jane four by eight or five by eight, whatever they are. You know, "Hi, I fix broken pipes. Call me." Exaggerating, but we've all gotten that postcard that it's just, you know, "I'll come cut your lawn for $19" or whatever it is. There's no experience there. And it's certainly not what I consider direct response marketing.
For people that don't know what that is, that is sending out marketing or advertisements that require a response from the prospect. So whether that be, you see them all the time on Facebook ads, "Hey, here's a free blueprint on how to get better Facebook engagement. Click here and enter your name and your email and we'll send it to you for free." That's a version of direct response marketing.
The opposite of that is what I call Goodyear blimp marketing, which is all images. There's hardly any text if there is any. And I bet you if I went up to the marketing director of Goodyear and I asked him every time you fly that blimp over a football game how many tires do you sell, they won't be able to answer the question because they don't know. And as a small business owner, we can't afford not to know. We can't just go blow $1,000 or $100,000 on a marketing campaign and not know how to track the ROI of that ad spend.
And with direct response marketing, every dollar in your advertising is held accountable. I mean, you send one dollar out. You're hoping he comes back with a whole bunch of his little dollar buddies into your bank account. And with image advertising, you can't do that.
Now yeah, our image is bad. Do images play a significant role in any advertising? Certainly. I mean, I would be silly to say otherwise. But the image has to help the copy and the copy has to have a call to action that is a very specific call to action either enter your phone number or your email or call this number or visit this website or whatever. It's got to be a very clear call to action.
So the marketing pieces that I create are very entertaining. The ones that I create for my customers are very, or my clients, very entertaining in that they use experiences, but it is all centered around direct response marketing. So they have to do something.
And so this approach to combine customer service with direct marketing is what exactly? So you're sort of interacting with your existing customers with mailings and things that ask them to do something, to click something, to respond in some way?
Yeah, it certainly is. I don't use the word customer service a lot. I usually like to use the word experience because everybody has a different experience with whatever you're sending out. And if you have a good experience, let's take a website, for example, if you have a bad experience with a website, there's a broken link or the images are blurry or it looked like a three-year-old created the website. Those are all bad experiences. And so, you know, you've got to have a good experience. So, I mean, you got to check the links, make sure they work. You know, does it look like it was professionally designed? Does it portray what you want it to portray? And so that's really the experience of delivering direct response, if that makes sense.
Yeah, it does. It does make sense. So really, I mean, I actually like that definition better rather than customer service because it describes it better. It's like, what is the experience? What is the experience you want? What do you want it to be? And you're almost forcing yourself as a business owner, employees, whatever, to sit in that customer's shoes or stand in their shoes, sitting if it's a website, right? And force them to think about what is the experience that they are experiencing? How can we make it better? And then the direct response marketing, it could be an offer page. It could be whatever it is that they're looking at that prompts a response from them. That's cool. I like that.
So I like the way you've phrased it as well. What would you say is the typical customer experience at the typical business or I'd say the awareness of that of the customer experience in a typical business?
It's horrible. Horrible. Absolutely horrible. So I use a graphic. And these are real numbers. I think Forrester, I can't remember who I got the numbers from, but it was a survey, real scientific one. So not like me just calling up my friends and asking. So if you think of an inverted pyramid, down at the bottom tip is 30% of companies have what we call deficient service. Like, I mean, it's just God awful. Like, you know, Spirit Airlines or, you know, just, I mean, like going to Walmart. I mean, it's just bad.
And then there's another 30% that have what we would call ordinary or satisfactory experiences. These are ones that are not memorable. You go, you get your oil change, you leave and you forgot it. You don't even know where you got it changed because it was so not memorable. That's 60% of all companies just in those two sections.
So then we have, you know, 10% that are delivering good. And then we have another, you know, 12 or 13%. My math is off here. You know, that's delivering great. But there's only at the tippy top of this pyramid, there are only 3% of companies that are actually delivering experiences.
And so, you know, where are most businesses? Unfortunately, they're in the bottom 75%. It's ridiculous. Well, and the thing is, though, is that the lower in the experience realm you go, the less of a competitive advantage you have in your marketplace. Because, again, you're not memorable or you're just awful and nobody wants to actually do business with you. And you have no price elasticity. You have no way of charging higher prices because you're a commodity. And the marketplace determines commodity pricing.
But when you get yourself up to the top and up to the tippy top of the pyramid where you're delivering experiences, now you have complete competitive advantage over everybody in your marketplace. And you have the flexibility to charge whatever prices you want to charge because you're delivering something that nobody else is because you're no longer a commodity. You're an experience.
Yeah, I love it. You know, a lot of companies do these net promoter score surveys, NPS surveys. And, you know, I remember the last one was with, I don't remember, they said, they actually, it was a call that I'd made to get something resolved. And the person on the other end of the callsaid, "You know, there's a survey that's going to come your way and please give me a 10." Have you experienced that?
I've had that. Yeah. That is the worst way to do something.
Yeah. Most of them do this. I remember at a car dealer took my car in for service and the service rep gives me a card and he says, you know, you are thanking me for the service. And then he says, "You're going to get a call or an email or something." I forget what. And "Please make sure you give me a 10." And then "If there's anything I can do to, you know, if you have any issues or anything, just call me first, but give me a 10." And I think that is the most disingenuous way to try to earn a high customer service rating or high NPS rating.
So for the audience, would you mind talking about the NPS score? And is that something that you use? And if not, why not?
Well, yeah, no, certainly we use that. I mean, that's really important. It's the best and the easiest metric to use to measure how well you're doing. And I always get the phrase wrong, but it's on a scale of one to five, how likely are you to refer us to friends and family or something along those lines. And anything less than a four, you're in trouble, Bubba. And I think the sweet spot, though, for companies is like between 4.3 and 4.6, somewhere in there, because you can't be perfect.
So, I mean, if you think you have an NPS score of 5.0, you're smoking the funny stuff. Is it possible? Yes, if you only have two people responding and they both gave you a five, okay, fine. If you got 300 that are responding and you have a perfect five, I would be questioning the scores.
Yeah, I mean, probably buying reviews, you know, kind of like these people. Oh, yeah. I mean, it's a game. I mean, you can game any of the systems. But, you know, if you do it the right way, it is a great measure of how you're doing delivering the service that you say you're going to deliver. And the higher your score, the higher your ability to be referred because and which means more business, which means you didn't pay for the ads. So you're more profitable because you're getting your businesses from referrals.
Yeah. Yeah. I mean, it's I have a huge proponent of it.
I think it's so important and it's one of those metrics that you can track very easily as long as, to your point, you don't game the system, right? You actually collect the data in a way that's anonymous, if you want to call it that. Legitimate. It's not the salesperson or the cash register requesting a perfect score. It's maybe not even mentioning it. It's just part of the experience that you get this card, you get this mailing, you get something to say. Hey, let us know how we did. Did we wow you? And if not, what can we do better? You know, something like that. And so that I think is super important and it's a really important metric.
So tell me about the Disney model, right? So how can companies, is it really about the customer experience only? And how can the Disney model be applied to a small business in a way that will still ensure that they're not spending tons of money on training people to be smiling, happy people and hurt profitability in the process?
Well, I mean, it's certainly not all about just getting people to put on fake smiles and walk around all day with their cheeks hurting. It starts with the hiring process certainly. Disney and myself, and others, firmly believe that you hire people who have a heart for service. And so they already bring, and so you have to make sure the questions in your interviews are bringing those things out.
So I like to say you hire for attitude and aptitude, but aptitude comes second for me because I can't train somebody or teach somebody to be nice. I mean, it's just, you've got to bring that trait with you. And I mean, I can train you to do anything. I can train you to clean carpet. I can train you to carry a tray in a restaurant. I can train you to cook steak, whatever. I can train you to do that. I can't train you to be nice.
So you have to, in your interview process, be sure that you're finding out what this person is going to be like when they're dealing with customers. And that's a big part of what Disney uses Gallup as part of their Gallup organization to do their pre-employment testing. I strongly recommend you do something along those lines. I mean, maybe not to that extent, but a small business person. I mean, if you only got three employees and one of them's a jerk. That's a third of your business that's going down the tubes because you got one employee that's not doing it the right way.
It just takes one. I mean, the NPS scores for that one person and how many people they meet and provide a poor customer experience and how many people those customers tell, talk about the bad service they got at the restaurant, the drugstore, the whatever kind of business you run. And it has an effect of the impact of sort of drowning out the two great employees that you have real fast.
Well, I mean, bad news travels faster than good news. I mean, all you got to do is watch your local news station and all they lead off with is mayhem and fire and car accidents and all that stuff. Because bad news sells, good news very rarely travels. So you gotta work harder at it.
And so, yeah, you've got to be able to deliver consistently. And I think the other thing that separates Disney and a lot of companies that I consult with is what they do to recover from a mistake in service. And so Disney is a master at that. And so that's a lesson that we can all learn in service. And at the end of a service recovery, the customer should be at the point that they just got better service than if nothing had gone wrong to begin with.
So, I mean, you may be delivering, you know, Disney's humming along and they're delivering a 4.8 and then something goes wrong and it gets a little out of kilter and then they come in and they fix the problem and now it's a 4.9 or a five. So by fixing it, they've actually delivered a better experience through the fixing of the problem. And people will remember that.
You know, oh, my God. You know, and Disney will take responsibility for problems that aren't even their own. You know, like, people arrive at the resort at midnight and they should have arrived at three in the afternoon. And they're cranky, they're tired. The plane was delayed and then the Uber got lost and all this stuff. And the front desk person at a Disney resort can say, "Wow, you know, really sounds like you had a real crappy start to your..." Well, they might not use the word crappy, but "You've had a really bad start to your vacation. How about I give you two free tickets to this dinner show that's happening tomorrow night? I'd be more than happy to make reservations for you."
That's amazing. Now, in the grand scheme of things, I mean, how much did that dinner show cost Disney? I mean, you know, 50 bucks in food and entertainment, maybe. But then how much is a Disney vacation? You know, it's five grand. You know, if you're going to go there for four or five days with a family of four, that employee just guaranteed that that family is going to probably come back to Disney again and again and again for just that little $50 investment.
Right. Now, as I understand it, employees at Disney, I don't know if this is still true, but as I understand it, employees have the freedom to do these kinds of things without getting approval from their bosses up to a certain amount. Is that true?
Yeah. Yes. Yeah, definitely. You know, Ritz Carlton does the same thing. Every employee at Ritz Carlton is given, I think it was like $2,500 in discretionary spending to make a guest happy. Yeah. Without question. Now, if they blew it and gave a $2,000 service recovery when it could have easily been done with $20, you know, or it wasn't commensurate to the problem, then there probably is a coaching session afterwards. But no, nobody will ever say, no, no, you can't do that.
Yeah, no, definitely. And your employees should be, you know, first thing I do, like I consult with a lot of professional services and they have offices and they usually have a front desk person. And so she's the first point of contact for a lot of people. Usually, especially in a doctor's office, the doctor is what? Late, always. Even if you're the first appointment of the day, somehow he manages to run behind.
So what we do is we actually give Marge, the lady at the front desk, we give her a bunch of $5 Starbucks coupons. And, you know, when people come in and they sign in and Marge preemptively says, "Hey, by the way, you know, the doc's running late today. Really sorry. Here's a coupon to go to Starbucks and get yourself a free coffee on us. We apologize for the inconvenience." Now you don't feel so bad.
And by doing that at the end of the month, if the doctor's doing a P&L review, he's going to look at the line item for like customer service or coffee and say, "Why the hell did we give away $1,200 in coffee last month?" Because that's how many times you were late, buddy.
Yeah. I love it. I love it. You know, it was giving employees the freedom to make the right decision. Of course, you know, hiring the right employees in the first place and using some mechanism by which you screen for fit, personality fit, personality that fits the experience that you're trying to provide to your customers.
And then, you know, I've actually experienced this with you. When the first time you and I met, I got a card in the mail thanking me for the meeting. I thought that was fantastic. I love the touch. And I started to think about my businesses, right? Do we do that? And we do to a certain extent. We send our clients a nice mug at the end of the year and we thank them for their service. We send them some cards here and there. But I've never had someone send me a card thanking me for my time for just a one-on-one meeting. You know, I think that was brilliant. And I started to think about the questions I was going to ask you, sort of the customer experience. And you didn't ask me to do anything in a card, but it helped me remember you. And I imagine that when you meet with people, you do this, they're going to remember you because now they have this card that they got from you.
Well, you know, I mean, I think we talked about it earlier. I mean, it's common sense things and, you know, it's what my mother taught me, how to be polite and what's, you know, what makes sense. You gave time to me and I'm like, thank you for trusting me with your time. And actually, sure, I could have sent you an email, but it wouldn't have the same impact. And, you know, sending something like that shows that you truly valued what just occurred, whether it's a purchase, whether it's, you know, a meeting or what have you.
I mean, we still in the carpet business, we do handwritten thank you notes to every single one of our customers every week. We're writing like 90 to 100 handwritten thank you notes every week.
That's a lot of writing. That's a lot of writing. I mean, I'm not doing... I used to do it myself. And once I got above like 50 cards a week, I was like, I can't do this anymore. One, my hand hurts. But so we actually you know what? You know how you do this? Well, one, you could get a machine that'll do it. The robots that put the pen in their hand. But we go to the local senior center. We got a couple of boxes of cards and we have a couple of retired grandmas just go in there and write thank you notes for us.
I love it. That is so brilliant. I mean, it cost me some coffee to, you know, get them going, but...
That is brilliant. Really brilliant. Okay. So with changes in culture, changes in attitudes, you know, the Gen Z, the new folks that are starting to grow up, come of age to and start working. Demands, customer experience expectations are going to change. They change all the time. What would you say or do they? I mean, or do these sort of principles that you've built your businesses on, do they stand the test of time, if you will?
I think they do. It's becoming more and more infrequent. And, you know, and I can see a lot of businesses and we see this right now in the fast food industry, especially in California with the twenty dollar minimum wage thing. You know, and I'm not political. This is just realities of business. But did they really think that the service at the restaurants was going to get better by doing it?
Most of them, I mean, McDonald's have been doing it for a long time. They have a kiosk, you know, the screen. You don't even have to talk to anybody. You just push the buttons on the screen, doink, doink, doink, and, you know, your Happy Meal pops out. And on the way you go, you never even talk to anybody. You know, that is happening more and more frequently. And I mean, even in higher end restaurants.
I mean, we go to our local seafood place and no longer do they present the check anymore with a little thank you on it and a little smiley face and purple pen that you used to get from the waitress. Now they come over there with a doodad, you know, electronic thing. And while you're standing at the table, you stick your card in it. And then they put it in your face because you've got to add the tip while they're standing there.
Yeah, I know. This is not progress.
Yeah. And then you don't have time to sort of... The tip amounts or the percentages are 25, 22, and 20. There's nothing less than that. And so if you want to give them something less, you have to find the custom amount tip.
Yeah, it's bad. So I think, you know, I had a conversation earlier with an executive coach. And it was funny, you know, I said, you know what, if I'm walking around and I want to refer somebody to you, what word should I be listening for? And I wrote it down. She goes, if the business owner is saying "Nobody wants to work anymore." And I mean, that just hit me. I'm like, this is so true. I mean, you know, there's just so many people that they just want to make money, but they don't want to work for it. And so she does that. But you see that so often now with people just delivering adequate or below adequate service and expecting to be tipped or compensated for doing a great job.
Yeah. Well, there's still service-oriented businesses out there, and I don't think that will stop anytime unless everything gets automated or everything gets roboticized in some way, shape, or form. Hopefully not in my lifetime and hopefully not in my kids' lifetime. But what would you say, what would be a bit of advice you would give small businesses, medium-sized businesses, maybe something I haven't asked you yet or something that you'd just like to share with them?
Well, I mean, I think your pricing strategy has to be towards the higher end. I direct all of my clients, stop going low, stop competing on price, start jacking your prices up. Because when you have higher prices, you can provide better experiences. And to your point earlier, you said, you know, hopefully the robots don't take over. You know, the ones that are going to survive are the premium services.
You know, I saw the ad for the around the world cruise. It takes like, you know, six months and it's run by, you know, a high end resort, Ritz Carlton or somebody. And the darn cruise is, you know, three hundred thousand dollars. But the ratio of crew members to guests is like almost one to one. And so if you're providing experiences, you can charge premium for it.
Going the other way, I mean, there is no competitive advantage to being second cheapest. I mean, you can't write an ad, "Yeah, we're the second cheapest." That doesn't work, right? Because somebody's going to say, well, who's cheaper? We're going to go with them. So there's no sense in going that direction. Go high.
Yeah, that's great advice. Vance, thank you so much for being on the show. I really enjoyed the conversation. I'm sure the listeners will as well. How can people get a hold of you, reach you?
Yeah, sure. Best way is through the website, deliverservicenow.com. There's a whole bunch of free reports and strategies and things you can download that'll certainly get you started on creating experiences in your business, give you some ideas to think about and how to market them. So though, you know, even with the free stuff, I deliver good things. So deliverservicenow.com is the best.
All right. I'll make sure to include that in the show notes below. And we'll try to have you back again, maybe with some other questions about business building and building great customer experiences. Thank you so much.
That'd be a lot of fun. That'd be fun. Thank you.
All right. Take care. Thank you, sir.
