SSS - Episode 17 - TJ

The speakers discuss their podcast and the reasons why they do what they do. They talk about the importance of helping small and mid-sized contractors survive and the value they bring through their hands-on approach. They also mention their Facebook group and the need to find someone trustworthy to guide contractors in their sales process. The conversation shifts to a game where they discuss overcoming objections in sales appointments. The first objection discussed is the need for multiple bids, and they emphasize the importance of trust in the company and the product being offered. They conclude by highlighting the significance of making the customer feel confident in their decision to purchase. And remember to tell me what episode you're in. I got it written down. It should be on 17 and 18, right? Okay, cool. Okay. Episode 17. It's going quick. Yeah. I mean, and that's just recording two a week. Mm-hmm. You know? So, 18. So, I've been doing this for... How long? I was going to say, how long have you been doing this? Nine weeks, I think. Nine weeks? Yeah. Feels longer. Yeah. It's probably been a little longer because we missed that one week. Yeah. We should have at least one to two more cut. Yeah, we should probably be on 19, 20. Yeah. Yeah. But we're going to just... All right. And welcome back, everybody, to another episode of Superior Sales Solutions. I'm your host, Shane Nelson. Alongside me is TJ Moon. Thank you. Thank you. Welcome. I'm excited to be doing what we're doing today. You know, number one, I get to sit in the office with TJ and talk shop things and really get to enjoy ourselves here. Sure. But I want to start with talking about why we do what we do. Yeah. I think we've given a lot of information on the podcast, but we haven't really explained to people why we're doing this. What's the point? What's the point of doing the podcast? What's the point of working with home improvement contractors? What's the point of all this? Yeah. For me, personally, it's gratification. Right? We've both been in the field. We've done sales for a long time. Yeah. And when you get to help somebody who's struggling and you get to see tangible results from the training that you do with people, from the interactions that you have with people, I don't think there's a better feeling in the world. No. No, I completely agree with you, man. For me, having spent so much time in this industry, you see the good and the bad and the ugly and the do this right and the do this wrong and the ways you climb the mountain and the ways you fall down the mountain. And for me, I just see so many basic mistakes hurting or arguably killing contractors. And most of the time, it's just because there's disinformation out there. There's people spouting things that aren't based on experience. They're theoretical. I'm sure it should work in a test tube, but it doesn't actually work. Or they're listening. You are listening to other people all on the same level. You're all on the same journey. And so you're trying to share information with each other, but nobody's actually going out there and saying, no, no, no. Here's the way you do this. Right? Trust me. This will work. This is a time-honored way to go about doing it. Or they want to charge you a million dollars to do that. Right? I refuse to charge somebody something that you can Google. That's garbage. Right? Seriously. If it's on YouTube, if it's on Google, you shouldn't have to pay for it. Now, I get it. There's definitely a part of this where you have to get off your ass and go find it. But realistically, that's what we're trying to do here is bring this information. But everything that we do is just based on trying to help a small and mid-sized contractor survive. Right? Not even thrive. I'm just trying to help people survive in the first place. We'll get to thriving later. But so many of these contractors, so many of you guys are out there and you're running on the edge as far as day-to-day bankruptcy or payroll fail or whatever. And we just want to try to help you guys, try to help you make it through, be able to live lives you want to lead, not have to work 80 hours a week, not take paychecks for yourself. That sucks. That's why we're here. Yeah. Absolutely. And I think that's what makes what we do so special because there's a lot of stuff online telling you how to sell, how to overcome objections. But what we've learned through the last six, seven months is that nobody's going to these people and working with them hands-on. And that's what we do. We're going to be hands-on. We're going to be with you every step of the way. If you need help with something, we're one click of a button away. And we're going to help you and we're not just going to give you the information and let you do it yourself. We're going to be there with you. We're going to be, whether it's virtual, whether it's in person. So guys, if you're struggling, if you're not where you want to be, definitely reach out. There's a ton of information that we have in our Facebook group too. Yeah. Superior sales talk with home improvement contractors. It's a really great environment. There's a lot of people in there that are all trying to achieve the same goal. There's a lot of free resources in there. Sure. And that's what we do. We bring value. You know, another part about this before we move on, I was thinking about this the other day. You see big names, right? You see, and there's some phenomenal names out there. There's Chuck Thaki that's out there. There's Jeremy Miner that's out there. There's Ryan Steumann that's out there. A couple other pretty predominant names, right? Yeah. Here's the thing. I was really thinking about this the other day. There's not near enough of us. No. Of the Chuck Thaki, of the Ryan Steumann, of the Jeremy, of the us to cover everybody. It's virtually impossible. There would need to be like a thousand more of us in order for us, like let's be real about this. If we were to come do a live training at a company, we were to do that for, you know, we normally do it between three and five days long, okay? If we were to do that, we can literally, and we did it back to back every single week for every single day of the entire year. We could only help 52 companies that year. There's thousands and thousands of companies, right? Yeah. So basically what I'm saying is, first of all, there's lots of great people out there. I like to think that we're definitely one of them. If what we talk about resonates with you, that means we speak your language, probably a good fit. If it's not a good fit, totally understand. There's lots of other great people out there, but you got to find somebody. You have to try and find somebody that you trust and you want to follow, that you believe has the right information to help your company thrive. If you keep going and banging your head against the wall over and over, you're probably going to fail, right? We've seen it happen over and over again. That's why we're here. We're here to help you. Please let us help you. Yeah, absolutely. But today, I want to do something a little bit different than what we normally do on our podcast. Normally we give information. We go back and forth. We explain why we do the things that we do as far as our sales process and working with companies. I want to play a little game. I like it. One of the big things, especially in sales, is objections. Probably the biggest thing. One of the biggest things. I know the process that we've designed is catered towards eliminating those objections throughout the sales process, but you're still going to get some people who give you bullshit objections at the end of a sales appointment, or they're going to give you something that you're going to have to handle before you can make a sale. Sure. I want to play a little game where I'm going to randomly give you an objection. Yep. I have seven or eight of them written down, and I want to just hear your wrong reaction of how you would overcome that objection. Okay. Then explain to everybody that's listening why you said what you said or how the different word tracks relate to isolating the price and overcoming that objection. Got it. All right? The first one that I have, and it's a pretty simple one, one that I'm sure a lot of people hear, is, you know, I really appreciate your time, TJ, but I just feel like we need to get three bids. You're the first person that came out. Gotcha. Now, I understand. Everybody wants to make an educated decision, right? Normally, we're kind of programmed to get three bids, but tell me, what would be your deciding factor? If you're getting two other bids, I suppose, besides this one, what are the criteria you're going to make your decision based on? Yeah. I mean, the biggest one for us is making sure that it's a reputable company that we're working with that we know can do the job the right way. And, yeah, that's pretty much what we're looking for. Okay. Do you feel like throughout the presentation that we've talked about today and you've learned about the company and the history of that sort of stuff, do you feel like TJ's Exteriors would be a company that you find reputable and you trust to do on your home? Yeah. I mean, I feel like you guys are really good. I like what you talked about when you showed us the slideshow of your company. It's pretty cool, right? It is pretty cool. I like everything that you guys talked about. So, like you said, we just need to make an educated decision. Gotcha. Okay. So, if we take that off the table, what other criteria would you be making a decision based on? Making sure that what you're giving us is worth the price that you're asking. Yeah. And, yeah. I mean, we want to make sure that we have the right product. Absolutely. Are you concerned about the product that I showed you? No, not really. I'm just a little bit too familiar with Windows. That's okay. Nobody's ever asked me, why wouldn't you be familiar with Windows? I totally understand. So, we went all the way through it, and at the end, I asked you if you'd like to own the Windows for your home. So, are you not convinced? Because if you're not convinced that these are the right Windows for you, that's my fault. I made a mistake and probably put you on the wrong product or brought the wrong options. So, assuming, if we were able to make the numbers work, are these Windows, do you like them enough to own them? Yes. Everything that you said was great. Okay. Fantastic. So, it's really not about the product. You do trust the company, and it's not really about seeing other products. If we could figure out a way to make the numbers work, it's just about the numbers. Yeah? Yeah. Numbers always play a big part in everything. Okay. Of course. No, I completely understand that. I just want to make sure that I'm not selling you the wrong product or something like that, because if that's the case, you don't like the Windows, it doesn't matter what they cost, right? And we are now isolated to price. And that's how I would do that, right? And then you're going to go through the whole price presentation project, which is a different scenario, but you've got to take the other objections off the table, and three bids is never actually the real thing. Three bids means either I don't trust the company, I don't like your product, or I don't like your number. More often than not, it's I don't like your number, but you've got to get rid of the other two in the right way, which is asking them to make sure that you do. There's been times when I've been giving presentations, and for example, when I worked for Anderson, I had a vinyl window, a fiberglass window, and a wood window, and I'd be pitching a fiberglass window, and they're like, I want the wood window. I straight up botched it and was trying to sell them the wrong product, you know what I mean? And they're like, no, we want a real wood interior. Ah, crap. You've got to pivot and go back, but you've got to ask those questions and find out. Sometimes they don't trust you. Sometimes you haven't done a good job of illustrating why your company's better, or why you are better, or whatever. And they're like, they're not going to say that directly to you, but they'll just say, well, you know, we kind of like what you have to say, but we want to see what other people say as well. If they say that back to that question as far as do you trust the company, they don't trust your company. Right? It's not about the numbers, it's that they don't trust your company, and that means you haven't done a good job. It could be a lot of things. It could be insurance. It could be cruise. It could be longevity. It could be the way you present it. It could be a couple of different things. But you've got to go back through those objections and figure out, is it one of those, is it really one of those? Or we've just got to get it back to the numbers. I mean, and a lot of times it's never a real objection. Right. It's never, I mean, people just say things because they don't want to feel like they're pressured into it. And that's why you have to go back through everything and make sure that you can isolate the price and make them comfortable with everything again. Because they forget because now you're talking numbers. I was going to say, I remember I was in a house with a sales rep one time, and I was on the line, I want to ride along, and he kind of deferred to me in the house, right? And especially towards the back half of the presentation, because I was on a ride along and the guys always wanted me to close the deal because, I don't know, whatever. And so the guy, we went to the price presentation, everything was really good, and I knew this guy wanted to buy the thing, and he produced the three bids objection, which I knew was completely nonsense. And he goes, yeah, I just feel like we should get a couple more bids. And I looked at him and I go, do you? And he goes, yeah, I've done that. No. No. Like, it wasn't a real objection. You just needed to allow him to have the ability to say, no, I don't really need to do that. And I did. I was like, do you really? And it, you know, nope, we're good, and just moved on. So to what you're talking about, it's not real. A lot of times. In TV and radio, everybody tells people to get three bids. That's what's going on. It doesn't help on sales people. But yeah. So we're going to jump into the next one. And this one's a little bit tougher. This one is the spousal objection. You're running a one-leg appointment, and you decide to pitch it out. And you get to the end, and you go, well, Shane, to be honest with you, like I said, I'm going to need to talk to my wife. Of course. Well, so, I mean, first of all, I always would have set this up previously, because I'm going to figure out who I'm talking to in the first place. And this starts way back at the beginning of the conversation. I can't take credit for this one. My friend, Sam Wakefield, has got a phenomenal way to open this one. He sits down to part of the needs-based analysis. He goes, okay, and how many adults and children live in the home? Well, it's a very nonchalant way to ask, are there more adults that are going to be involved in this presentation? So then when you say, well, it's my wife and my two kids. Okay, fantastic. And will your wife be involved? Does she need to be hearing this presentation today? And if they go, nope. Okay, cool. Then that means that I have the designated representative of the family sitting in the room with me. And I'm going to be talking to her. I'm going to be talking to her. Because if you really think that this guy is sitting in front of me and didn't talk to his wife about having the window back him out, bullshit. Yes, he did. Right? So I can make some inferences already that you probably had a conversation. And realistically, they probably talked about a budget. Like, have you ever made a big purchase on your home or your car or anything that you didn't talk about a budget with your wife? It's probably not a conversation. It's probably not a conversation. It's probably not a conversation. It's probably not a conversation. It's probably not a conversation. It's probably not a conversation. 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It's probably not a conversation. It's probably not a conversation. It's probably not a conversation. It's probably not a conversation. It's probably not a conversation. It's probably not a conversation. It's probably not a conversation. But what would you say if someone gave you the objection at the end of your appointment where they need to see what else is out there? Okay. Well, I mean, immediately, I'm going to go try to question, right? So the seven steps to overcoming an objection are hear them out, feed it back, question it, isolate it, confirm it, answer it, change gears, get back on track, right? So the first thing you've got to do is you've got to hear them out. So hearing them out can be a couple of different things. First of all, it means shut up and let them articulate their entire objection to you. But then if they give you a real small snippet of an objection, yeah, we just want to see what else is out there. Okay. So when you say you're looking for somebody to see what else is out there, do you mean product? Do you mean company? Do you mean install? Are you looking like what – when you're looking for something else out there, what does that mean? And so then they're going to say whatever it is that they're talking about, which definitely takes – and now we're starting to isolate, right? So, okay. So then other than seeing other products, is there anything else that would prevent you from getting the project going today? I'm going to isolate it and make sure that that's the only objection, right? So then a lot of times that will flush more objections out of the equation because if you just believe that first part of the objection, then you think you overcome it and they're going to keep throwing objections at you like a grenade, right? So when I say – so other than seeing other products, is there anything else that will prevent you from getting the project going today that makes you commit to your objection and also isolates it down to just that, right? And then I'm just going to ask them, okay, so if you want to see other products, it normally means that you're not 100% sold on this product. Yeah? No? Well, okay, so what is it about this product that you don't believe is right for your home? And a lot of times they won't know what to say, right? And so I'm going to play the veto game with them, which is basically, okay, so do you like the material or do you want a different material? Because there's lots of different things Windows can be made of. There's different kinds of shingles, different kinds of styling, whatever you're talking about, right? Do you want to see different materials? Do you want to see different colors? Do you want to see different designs? Do you want to see different configurations? Do you want to see a different installation? Like, I need to understand what you're looking for because it's very possible that I'm showing you the wrong thing. If you're looking for something else, it's possible I took you down the wrong road and we, in fact, can do what you're looking for. I just didn't know that. Maybe I didn't ask the right question. So let's work on this together and figure out, is there a different way or a different product or a different something that you would like to see? Maybe I already offer. I don't want you to have to go through this thing three more times to find a product that I already offered in the first place, right? And usually, if that's real, they'll go, okay, what else is out there? And then I'm going to start asking more questions. Okay, there's lots of things out there. What don't you like about this? And then they're going to tell me, oh, I don't know if I like the color or I don't know if I like the grids or the glass or whatever it is they're going to talk about, right? But then you get that information back out of them. And sometimes you will find they were looking for something you didn't have. They just didn't know how to tell you. So like, let's say for argument's sake, you only sell a vinyl window and they want a wood window, or you only sell vinyl siding and they want LP, or they want a designer shingle and you've only got HTCs or whatever the story is, right? So they don't know how to say that because they don't know what else is out there. All they know is that the thing that you're offering them, it doesn't scratch the itch, right? So then you've got to figure out what is it about? So again, do you not like the color? Do you not like the shape? Do you not like the glass? Do you not like ... We're going to play the veto game until I can get you to tell me what it is you don't like. And that will lead me to either replace it with something that you do like, that I offer, or possibly just say, I don't have what you're after, right? Either one of those is fine, but now I'm operating with your agenda and your best interest in mind, and now it's me and you versus the problem, not me versus you. Which is a pretty common theme throughout our process. Yep. Exactly. No, that's really good. And I think, though, I'm going to give you one more that ... It's very similar to another one, but it's like, I need to think about it, but it's, I don't make a decision in one night. Don't make a decision in one night. Gotcha. So you first have to acknowledge that they're scared of something, right? They probably have made a bad decision before in one night, and that's usually the first place I'm going to go, is, yeah, have you made a bad decision before? Did somebody else take advantage of you? More often than not, that's what caused that. Usually it's because they did get jacked by somebody else, and they made a poor decision, and now they've got kind of analysis paralysis, and they freak out a little bit. So if that one comes out, and I just don't make a decision in one night, that means something is missing, normally, that they're not comfortable with. More often than not, it's the number, right? So, okay, if this was free, would you be able to make a decision on it? Yeah. Okay, if it was $5,000, would you feel comfortable making a decision on it? Yeah. Okay, so there is, in fact, a number that's causing you to say you don't want to make a decision. So what you're saying, essentially what you're saying to me is that you're not 100% sold that the value is there to justify what the cost is. It's not so much about making a bad decision in one night, it's about making the wrong decision no matter when you make it. Yeah, yeah. Okay, no problem. I totally understand where you're coming from. So can you tell me a little bit more about what you're concerned about? Because I don't make a decision in one night, it's just that I need to think about it. Essentially, they are saying I need to think about it, right? It's just different language as far as you think about it. But what are you concerned with? Is it just the price? Is it the way we put it together? Is it the project as a whole? Do you want to phase it out? There's a million different directions you can go, but usually I'm just going to start bouncing ideas off of them until I can get to the root of the thing. And more often than not, they're like, yeah, man, it's just more money than you want to spend. Totally. No problem. Then I go into isolated price objection and work down through the price. But you have to isolate the price. Nine times out of ten is a price objection. Sometimes it's something else, but you have to get to the same thing as I need to think about it. Okay, what is it we're talking about here? What is causing you to want to pause, right? And then once you get them off of don't make a decision in one day, you just don't want to make the wrong decision is what you're talking about. What would cause you to think you're making the wrong decision? Let's address that. And when you address that, then okay, yeah, no, we feel a lot better about this. Yeah. I mean, again, it's making them feel comfortable, making them feel like you're on their team. And I mean, not even making them feel like that. You are in fact on their team. Yeah. Like everything that you're doing when you truly believe it is for them, right? And that's what makes a truly great sales reference when they can eliminate that part of their brain where it's like, I need to make this sale. I need to go in here and sell this. Yeah. And it's all about, you know, you believe in your company, you believe in the product, and I really want to do what's best for you. I mean, that's, you know, as far as overcoming objections, there is a side to overcoming objections that has to come from belief. Right. Because let's look at this from an outsider perspective. First of all, we know that 80% of the market is real shaky. It's just that I hate to say it, but home improvement has a terrible name and it's received a terrible name because of factual information because there's scumbags out there taking advantage of people doing the wrong thing, selling shitty products, not installing things right, half installing things and they're never coming back, stealing their money. Like this is things that have actually happened and that's the reason that people can be generally apprehensive. Now, if you believe in your company, in your product, in your process, in yourself, if you actually truly to your heart believe that everything that you're bringing to these people is the very best, the very highest quality, the very best experience they can possibly have, you are almost obligated to overcome objections because you know that you've got any, we've already gotten you out of the way, which means, you know, one of the two people that could possibly be a quality person is already gone. What's the likelihood that in the next two bids that you're going to find the other person is going to do the right thing or more than likely one of the scumbags. Right. So if you don't, if you don't close them right here on doing the right thing, it's arguably possible that some other goop ball is going to come in there and it's going to give them a buy today, low price and force them to make a bad decision and they're going to regret everything they did. And one of the worst calls to get is when you've lost a deal and then the people come back to you. This happened to me a number of times in my career. They come back and they go, can you help us? We, we, yeah, we went with this other company. They had a lower price. We, we, now we're in this terrible situation. No, I can't help you. I'm sorry. I'll give you, I'll give you guys an example of this. Um, when I was working for Pella, uh, there's a lady that came in and she, we went out, I quoted her, I quoted her like 34,000 for a big window package. Right. But it was, it was product only. It didn't have anything to install to do it. And, um, uh, Lowe's also sold the Pella products. Right. And I gave her a product quote and I told her, you can totally get this from Lowe's. Problem is they're going to box this or they're going to mess it up. They're inherently, this is a complicated order. There's a lot of things that go to it. He's made a lot of selection. They're not going to take responsibility for anything. They're a product flipper. They don't care about the rest of it. They don't care about your size and you have to give them everything that they see responsible for assuming they're not installing it and they're going to absolve themselves from all responsibility. She was like, so basically she went and got a quote from Lowe's. They were, we were like 30, 35% more. See, I was taking responsibility for everything. Right. She comes back and she kind of laughed and she was like, I got this quote. I'm never buying anything from you. Right. I was like, okay, sounds good, man. Do your thing. Do this. Uh, so she went off about four months later. She come back mad as a four inch net boy. She comes back and fussing at me in the showroom talking about you force people to do this. I'm in this situation because your prices are so high because you forced me to go to Lowe's. And I'm like, man, I told you do not do that. You wanted a lower price. I was openly honest with you and told you they're going to give you a lower price. You wanted to go with a lower price because that's what you thought that what I'm writing doesn't offer value. Now in the, in that moment I felt like I had won, but in the grand scheme of things I came to realize I had lost. I felt awful because if I could have showed her more value, she would have seen that it's a better option to go with us and she would not have been in the situation. It's our home. Her home is now jacked up because she can't fix it. They're not going to fix it. I can't fix it. So what's she going to do? Right? So now you've got a helpless woman in a terrible situation because I didn't force the, not force it, but I wasn't forceful enough to show the value of what we do and convince her to make the right decision. So when you guys are out there and they're giving you these goofy objections, if you walk, understand you're walking away from a homeowner that needs you. If you're a good company, if you're a good sales rep, if you know your product, you believe in what you do, keep going. They need you. They need us. Just like contractors need us to help them, customers need you to help them. Exactly. So one thing I wanted before we end the episode here, you gave the seven steps to overcoming an objection. Yep. Can you give the audience those? Of course. Seven steps and then we'll give them some actual tips before we end. Yeah. No problem. So let me, I'll expand on it a little bit. We've got like two more minutes here. Okay. So the seven steps to overcoming an objection are hear it out, feed it back, question it, isolate it, confirm it, answer it, change gears and get back on track. Right? All right. Step one, hear them out. Don't cut them off. What they'll do is they'll go, especially when it comes to price, they'll go, wow, that's a lot of money. Don't worry. I got discounts. Okay. What they were going to say is, wow, that's a lot of money. Do you offer financing? Those are two radically different conversations, but you just opened the door to discounts when they didn't even think about that and all of a sudden they're like, well, that price isn't real. How far can I actually push this? Right? You did that to yourself because you didn't hear them out. You got to hear them out and let them articulate their entire objection. Then how many times have you been talking to somebody and you hear them say something and then all of a sudden you interpret it one way and they meant to say something totally different? Happens all the time. Right? So what you want to do is feed it back. So if they say, wow, that price is really more than we wanted to spend. Okay. So what I'm hearing you say is that the price for the project is more than you want to spend. The project's okay though? You're happy with the content of the project? It's just more than you wanted to spend in the first place? Yes. Sometimes they'll be like, no, no, no, what we meant is we really don't want to pay for it. Or we maybe want to phase it out or whatever. You know what I mean? So you got to hear them out, feed it back, then question. Okay? So what is it about whatever it is you're objecting to me, whether it's the product or the price of the company or the timeframe or whatever the deal is, what is it about that that is causing you to feel like you're not comfortable with this? Right? Isolate it. Got to isolate to that objection. So aside from needing to think about it, aside from wanting to see other products, aside from whatever, is there anything else that you're concerned with right now that will prevent you from getting the project going? I need to make sure, because they will. You'll overcome one objection and then they'll pull out another objection. Right? And you're like, damn it. Isolate and make them, and I don't care if you give me four objections. We want to get three bids. We want to talk to my brother. I want to go see other products. Okay, cool. Give me all that. I want to make sure that whatever the objection list is, I've isolated so that when I overcome those, we're good to go. Right? So hear them out, feed it back, question it, isolate it, confirm it. So again, based on everything that you told me, if we're able to solution the price, if we're able to solution the product, we're able to solution whatever the story is, then you would feel comfortable moving forward today. Right? I'm going to force you to commit to that objection. You're not going to be wishy-washy with me and I'm not going to assume anything. Right? We're trying to do business here together. That's how this is operating. Right? So hear them out, feed it back, question it, isolate it, confirm it, answer it. This is where you're going to use one of the techniques that we just went through to overcome the objection. Right? And whatever that looks like. And then the last part of this, which happens a whole lot, you, the customer is not responsible for then figuring out the next step. Right? You, the sales rep, are responsible for doing the work for them. So doing the work means showing them how to buy. Now that you've overcome that objection, don't just assume that they're going to say, okay, here's my checkbook or here, let's get this going. You have to ask another closing question. Okay. Fantastic. I'm glad we were able to take care of that. Would you like to buy some windows today? Would you like to use cash or financing? How would you like to go about paying this? Which plan would you like to use? I don't know. Whatever your closing question again is. But you have to ask the closing question and that's changing gears and getting back on track to signing a deal. Awesome. All right. All really good stuff. I really appreciate that, TJ. Hopefully you guys get a chance to listen to this and be able to use all of that in your own world. Absolutely. Go take those seven steps. Listen to this a couple of times and really figure out what each of those seven things are and go out and implement it in your next sales appointment. But like I said, all we're trying to do is make sure that everyone in our circle of home improvement sales can all be successful together. 100%. Thanks, guys. See you later. Bye.