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Episode Description

All too often, vehicle dropoff becomes a rushed interaction. Instead of exchanging keys and phone numbers, make drop off a time to connect with your customer in a positive manner and prepare them to make a good buying decision. In this week’s episode, we will take a look at some simple yet effective practices to improve your engagement with your customers at this crucial moment of customer engagement.

We have a star-studded lineup of experts this week with Matt Fowler (Airport Automotive in Colorado Springs, Colo.), Doug Brackett (Downtown Automotive in Nelson, British Columbia), and Jamey Whitlock (Whitlock Automotive in Dripping Springs, Tex.) joining the show to discuss how their shops excel in this department and how you can turn to drop off into a mutually beneficial experience.

Episode Transcript

*This transcript was generated using Artificial Intelligence. Errors may occur. If you notice an error, please contact [email protected].

Tom Dorsey (00:02):
Good morning and good afternoon. Welcome to this week’s edition of The Digital Shop Talk Radio. My name’s Tom Dorsey, September 11th, 2019. Hey, on this 9/11 Memorial Day, just really honored to have some fantastic shop owners here. Still want to give a great show and also recognize that it is a solemn day, somber day, and hopefully you’re being able to memorialize this day in your way in your shop. But thank you guys for coming on today. We’re going to be talking about dropoff critical touchpoint, and one of my favorite touch points, by the way, when I like to give and really kind of get the gears turning on, how do we really leverage that touchpoint to get the result that we’re looking for? And how do we use the digital inspection program in that touchpoint to really benefit your operation? So I’ve got some great shop owners on some regular faces. We’ve got Doug Brackett joining us from downtown, Jamey Whitlock from Whitlocks, and Matt Fowler back again from Airport Automotive. Welcome, gentlemen. Thank you very much for coming on.
Jamey Whitlock (01:17):
Thanks for having us, Tom.
Tom Dorsey (01:19):
Yep, sure. So let’s just dive right in. It was funny, we just got out of a workshop. We were out in Phoenix over the weekend, and I’ll tell you what, when we get into roll up the sleeves and start talking drop off, sometimes it goes for an hour, two hours long, that conversation can go because everybody has a different on what they’re doing. So if we can, let’s just kind start off with the basics. Jamey, I know that we had you on back in the past and we were talking about getting that program adopted, and then we’ve been fortunate enough to see your progression and success that you’ve had over the last, gosh, it’s been six, going on about six months now. How has that working for you? What best practices have you been able to adopt it drop off, and what are you seeing from an ARO increase or a performance perspective?
Jamey Whitlock (02:19):
Well, first of all, I mean obviously we made a big change going from being a paper shop to a digital shop. Correct. So we want to make sure that the customers know how we’re going to communicate with ’em. Me personally, like you said, everybody’s got their own opinion. I’m a little more candid than probably most, so I don’t give it this robot version of how we’re going to communicate to you, but I keep it very candid with the customer, but also it’s also very purposeful. At the same time, I wanted them to know that they’re going to get a text message and that they need to opt in. And I basically say it like that. You’re going to get a text message, opt into it. This is how I want to communicate with you. This is how we’re going to send you information about your car. You’re going to get your report that way, and when your car’s done, we’re going to text message and let it. So I may not go that far, but I always am pretty candid. I want them to pre handle all that. I don’t want them to get a text message and go, I just left there. Why are they text messaging me and opt out? I want them to opt in because that’s what we’re trying to accomplish here. We want to be able to communicate with them easily.
Tom Dorsey (03:32):
Do you opt them in right at the counter
Jamey Whitlock (03:35):
If it happens that fast? Yes. And sometimes it does. I mean, they’ll get it while they’re standing there and if I have to help ’em with it. But I mean, the thought that people don’t want text messages, that’s years ago and people want to get that instant gratification, I think. So I don’t find any road bumps there at all. If anybody else does, I think it can be easily overcome with pre handling that whole message right there at the counter. This is what’s going to happen. This is what I’d like you to do, and then this is how I’m going to communicate with you.
Tom Dorsey (04:10):
Yeah, man. It’s funny because back, you’re right, in the beginning of the internet days, it was like, oh my gosh, I don’t want anybody to be secretly spying on me. Well, government’s already admitted to spying on all of us, so it’s just, here’s my text number
Jamey Whitlock (04:24):
Over email addresses. For years, you couldn’t get a customer to give you their email address, and they were, why do you want my email address? Whatcha going to do with that? I just want to email you. That’s all I want to do. Yeah, right.
Tom Dorsey (04:37):
So Matt, what goals do you have at drop off that you’re trying to get accomplished each and every time?
Matt Fowler (04:42):
Sure. I mean, there’s a few objectives. We don’t really do scripts. We just have a handful of things we want to accomplish. The big thing is that point of communication, so making sure I’ve got a good number, a good email set up a timeline dollars to get things off the ground. And then I’m also going to check in on their technical ability, how savvy they are with just a phone and an email in general. And so I jump right into, our communications are going to be digitally formatted. So right now you’re signing a piece of paper, but after this we’re going to, like Jamey said, we’re going to notify you with text. And then I’ve got the dual screen. So I swivel the screen around and I show ’em an example, a live example of how a diagnosis reads, how the DBI reads with photos.
And then again, if they’re just kind of like, oh, yeah, yeah, yeah, okay, okay, okay. If they’re feeling that, then I’ll just tell ’em photos are interactive. If they’re really get that look in their eye like, oh my gosh, this is like everything’s caving in now. I’m like, okay, we got to slow down and then I’ll touch the photo and this is where, and so it kind of depends on how they’re receiving that information. But I mean, this is our process. No, we slow it down for some people like this is how it is, this is how you’re going to communicate. And really this is start of the sales process. I want you to know what you can expect when you’re going to be hearing from me and when I’m going to be starting to bring in the punches as far as pricing and stuff like that.
Tom Dorsey (06:12):
And so you do it more like bullet points for your guys at the front. So at the front counter, you’re going to be more like, we know we are going to in this kind of order, instead of having, like you said, a script, we’re going to capture this data. We’re going to show them how to use the inspection sheet. We’re going to get more deeper into customer concerns. We’re going to hopefully start to pre-sale. Are you using the appointment confirmations to start that conversation online before they get into the shop and tell us a little bit about how that’s working?
Matt Fowler (06:40):
Sure. So even to back up a little, if it’s just a phone call coming in off of that phone call, we’re already trying to make that connection and build that rapport. So even if it’s just a price shop or whatever, we’re trying, what’s your name? What’s going on? We try to back that up a little bit. So we’re making a connection. So I’m different than the other four people that are just dropping numbers over the phone. So I try to make that connection. And then in that communication, I’m getting a phone number and an email so that when the booking happens, they’re getting the 24 hour notification. So if you get the person that still maybe isn’t fully convinced when it’s backed up with that, you now have an appointment, we will expect to see you on Wednesday. It just kind of follows that flow of we’re taking this serious. We’re not just answering the phone hoping you show up, we’re going to fortify it.
Tom Dorsey (07:30):
Yeah, that’s fantastic. Go
Matt Fowler (07:32):
Ahead. So then when they get there, then we roll into, okay, now let’s get everything figured out. Who’s the primary person? Are you making decisions? Are you at work today and I need to talk to your wife? What’s going on there? Again, timeframe is a big deal dollars to even get things off the ground. We have signatures, so we’re settled there. And then of course, we also pay a lot of attention to how did we acquire you? Did you find us online? Were you referred? And then we’re also using that in the sales process. Well, hey, I know Tom sent you down to us to check us out. Here’s what we’re saying. You can see it for yourself. You can trust us that that timing belt needs to be done, and Tom, your boy hooked you to me. So now let’s make this what it should be. So we tie all that together.
Tom Dorsey (08:20):
And so then talk a little bit about how communication to the text, so you capture all that great information each and every time. How do you tie that back to the technician so they get that same experience and the techs understand what the expectations are?
Matt Fowler (08:34):
Sure. So once we have the customer ushered out, then we start rolling on walk around photos, and then right away, once it gets assigned to the technician, a little delay. And even on a waiter, we’re trying to get the technician assigned right away. We already have an idea of where it’s going while the check-in process is happening, the technician is clearing a bay. So all of that is starting to happen. And then the communication, once the technician is assigned an AutoVitals, now I have my messenger to where I can say customer is waiting, need diagnosis by noon, and then I’m allowing that to happen. So then I have a half hour to 45 minutes to tailor the technician’s inspection to make it presentable to then put it into the customer world. So the service writer is to build in all of that timeframe of, okay, how long should this take me? Technician needs to fall in slot here, this is my slot now, customer slot, et cetera.
Tom Dorsey (09:31):
So Doug, are you doing the same thing
Doug Brackett (09:34):
Or, yeah, I mean,
Go ahead. Both these guys touched on some really super key concepts involved in part of the dropoff as well too. And one of the big things that has always been really important for us is using that time to start setting up expectations with our customers, building those expectations so that both they have realistic expectations for us and the other way around that our expectations for what they want are realistic and in line with what we can provide as well too. The reality is that a lot of us as digital shops are forging the way forward for our industry. And one of the big challenges that we have in doing that is we’re undoing a whole lot of training that these customers have had at shops that are maybe a lot less professional than your typical digital shop. So we really have to work quite hard to blow away some of the myths that are already in their head about what their experience is going to be like. This is pretty straightforward when there’s customers that know us really well that have had the experience before, but to our new customers, we really have to retrain them on the whole process involved. Here’s how we’re going to go about things. Laying those steps out on the drop off very clearly for them is absolutely critical to them doing what we need them to do as well too.
Tom Dorsey (11:04):
No, that’s a great point is you have to train your customers and when they do, because I talk about this in my workshops and it’s just, Hey, it’s evident, right? Is that millennials, gen Z, they follow instructions. It’s almost like they’re guided. They’re so used to kind of service oriented apps and just kind of knowing what the process is before they even engage with a business. If they don’t have that expectation, they tend to go find it, right? They tend to find that type of an experience. And if you don’t provide that, you’re almost antiquated, right? You’re almost an old type business and they’re looking for that more modern experience. And guess what happens is when you do that, they just follow the instructions. And so if you plan it outright with the instructions, you give ’em the instructions onto their phone before the drop off, you follow up with them during, we’re using the notifications, you send those reminders to ’em. What they tend to do, they just tend to go, okay, approve. Oh, thanks. That’s the next thing I need to do. It’s almost an assumption. If you set those expectations, train ’em, right, and then just let them follow the instructions that come onto their phone because, Hey, my phone told me to do it, so I’m driving to your shop. I mean, are you getting that experience? Have you been able to take that kind of front to back and then capture millennial and even Gen Z customers as regular customers in your business?
Jamey Whitlock (12:45):
Yeah, definitely. I’ll tell you, go ahead. I had a customer that’s not even even a millennial, she’s not even close, probably my mom’s age, and she showed up one day with her car and said, she says, I need my car serviced. I said, okay, what did you need? And she goes, I don’t know. You texted me. I was like, okay, yeah, we did. Sure, yeah. Took her car. I looked at the text and I mean, it was just a text, a reminder about service, but she literally just did what her phone told her to do. It was kind of fun. It was pretty cool.
Tom Dorsey (13:24):
No, I’m telling you, I mean that we’re getting conditioned, right? And so that’s the power of the digital shop is to leverage that to have their phone tell ’em what to do, and as long as you tell ’em to keep coming and giving you money, then so Matt, I know you guys are digging it, and so are you getting that same experience? Are you starting to see now what we’ve been out there beating the bushes and screaming from the mountaintops to say, if you build it, they’ll come. Is it paying off for you? Yeah,
Matt Fowler (13:57):
Yeah, absolutely. Whether if they didn’t do everything the time before, they’re getting notified of that and really, it’s crucial. The digital shop will aid in that continuation with the AutoVitals product quite a bit, but there’s still that internal where your point of sale system for us, we annotate everything in there. That’s where all our estimates are. So there’s still that degree of when they’re booking that appointment or right before they come in to just get acclimated. And my staff is now building to where showing that practice of, okay, let’s look at what they said last time, what the point of sale we built for estimates, and let’s just get right into that super seamless like, Hey, I know we held off on that fluid, so it’s time for the fluid with the oil change, and it’s changed from this thing where the customer still has it in front of them, and all we’re doing is just ushering that we’re not necessarily needing to really go back to the sales energy. It’s just, Hey, this is what we talked about. Remember you had the photos. Let’s just do it. We’re here, blah, blah, new fresh inspection. And they’re like, yeah, yeah. Duh. I can’t believe I didn’t even do it last time. Yeah, duh. Let’s go.
Tom Dorsey (15:14):
Exactly. I’ve been talking about this more and more because what, in my mind, if you’ve set the expectation at Drop-off, and by the way, we’re going to be talking pickup here in a couple weeks and these guys are going to come back on because they got a bulletproof process again, that they really, what we’re hoping is you’re taking notes, you’re implementing, at least try it for a pay period or something in your shop and look at the results in your business control panel because you’re going to move the needle. It’s going to work for you, build it, and they’ll come. But what I’m saying is if you’ve set ’em up correctly, if they’re driving into your shop, they’ve already approved the stuff that’s on that list, they already know you’re going to talk to ’em about it. They already know what to expect. If they’re driving in.
Your job is to not disrupt that or give them, if you’re consistent in the delivery, it’s that hit by the bus principle. Again, no matter who’s standing at the front counter, if you can access the data and give them the same experience, manage those expectations that they had driving in, you get the approval. I was in the workshop in Phoenix last week. We had a guy says, Hey, you know what? This just happened to me at the front counter. Guy comes up, holds me accountable, and says, what about that transmission flush from last time? You didn’t mention that. Oh gosh, sorry. Let me make sure I get that on your ticket for you, right?
Matt Fowler (16:33):
Yeah. It’s like that harvest, that harvest mentality of where if you plant all the seeds and water it properly, they’re just going to continue to pop out of the ground. And that’s a metric we measure. So when we’re on the front end, when we’re having that initial writeup, we do all the estimating what doesn’t sell. We take that, we monitor that on a weekly basis of what all got written up, what all got sold, the percentage of success in that, and that’s tracked through point of sale. So if it did not sell, there is already an estimate in there. It’s built that work is done. So then when they come back for that oil change, now it’s the 1, 2, 3 or the whatever that didn’t happen. And so that’s something we watch real closely because you can diagnose, do we have an inspection issue? We have a writeup issue on the back of the house, or do we have a lack of estimating on the front end or a lack of selling. You can really start to get some perspective on where the business needs some help if you’re losing things.
Tom Dorsey (17:31):
Yeah, no, that’s a great point right there in the business control panel, I mean, gosh, you can just set a notification. You get a text message that says, Hey, this critical metric is slipping a little bit. Come focus over here. And just like you said, make sure that you’re consistently applying the process, and it’s really about management of expectations at this point. It’s just if you set those expectations at dropoff, like you said, for a brand new customer, this is how we do business here. I got to tell you, it’s a relief to people. It’s funny. We really work hard to try to change that mindset away from, oh, people don’t want to be pressured. They don’t want to be pushed, but that’s kind of what you’re doing if you’re not educating at drop off or to a new customer, if you actually educate them. Again, it’s that whole feeling of comfort of now I don’t really have to think my phone’s going to tell me what to do. Matt’s got me all hooked up. I’m going to come and get this done, this done, this done. My car’s going to run a top and I don’t even have to worry about it. I can figure out where I’m going to go drive and take some more selfies so I can post ’em on Facebook or something on Instagram.
Jamey Whitlock (18:37):
Doug said it earlier, and I think that it’s probably a good point to bring up about the importance of Drop-off, and he said, Hey, we’re having to basically teach customers what a digital shop really is. We throw that term around, I’m a digital shop, but customers don’t know what that means. So we’re having to educate them to, Hey, I think Doug said we’re, I don’t remember the term that he used, but we’re driving our industry into a new world. But when a customer comes in, I mean just like all of us, a lot of the successful shops that either use this or don’t, we’re always trying to give customers an experience they can’t get somewhere else, at least in.
So when we explained to them that we’re a digital shop, I said, I’d do it candidly. I’d do it because I want it to feel good. I want them to walk out going, wow, they’re going to text message me a report on my car, and that’s kind of cool. But the other day I had a guy walk back in my door and go, Hey, how come that guy’s taking pictures of my car? And I was like, oh, man, that’s a bad job on my part. I should have pre handled that. I should have said, Hey, we’re going to send you pictures of your car, and he would’ve known what the guy was doing. So it wasn’t that he was something he had never probably saw or expected. So he had to ask where what we need to be doing is going, here’s the experience you’re going to get, and this is why we’re going to text message you.
You need to opt into that. We’re going to send you a report on your car. It’s going to have pictures, it’s going to have explanations, it’s going to have notes from the technician, so exactly what’s going on with your vehicle, and then that short conversation, and we get this car fixed for you and back on the road, and we just want to be able to communicate with you really, really well and convenient for you. And that makes it all, like you just said, Tom, they kind of settle down. They don’t have the stress of my car’s broken. These guys are going to take all my money and they’re probably going to try to ask me to do a bunch of stuff that I don’t need. Where now we’re just going to give you all the information and we want you to tell us what you want to do
Tom Dorsey (20:54):
And when you want to
Jamey Whitlock (20:55):
Do it. But that’s the experience. And I mean, I know that Matt and Doug and probably a lot of people watching have gotten a lot of positive replies back from customers, and I think that’s our report card. I mean the business control panel, definitely we can utilize that on the back end, but on the front end when the customers are responding to this effort, oh wow, you’re going to text message me? And then they get the, that’s the coolest thing I’ve ever seen. I have customers leaving me reviews. I think about that last time I was on the show. So it’s an experience that is different, and that’s what Doug was referring to earlier, I think, is that our job is to say, Hey, we’re different and we think we’re better and this is how we want to do it, and this is what it means to you.
And in the end, maybe at pickup we can talk about later that the next transition of communication with them is, Hey, they appreciated what they got. Now here’s what we’re going to do with that information. But I think the experience is what we’re all after, and with the digital shop, we’re able to do that. And I didn’t mean to take over the whole show, but Doug probably, I can’t mention his name, but I think that’s kind of what we’re all trying to accomplish, is that we want to give the customer something that they can’t get anywhere else.
Tom Dorsey (22:23):
Yeah, exactly. And then they tell their friends, and then you get more, and then pretty soon you’re opening up another shop just so you can handle the volume. That’s the expectation. Right. Hey,
Doug Brackett (22:34):
Doug, can I chime in here a little bit, Tom?
Tom Dorsey (22:36):
Yeah. Yeah. I was just going to ask you if you could tell us a little bit about how you’re introducing, and I don’t want to take away your point, but also if you can follow up, how are you introducing doing that education at Dropoff to set the expectations for your business?
Doug Brackett (22:51):
For sure, and I wanted to kind of touch on those expectations as well too. And really the small easy wins involved in those expectations and that that’s really where we build the customer confidence right off the bat. From the moment they book the appointment that we tell them about the appointment reminder that they’re going to be receiving, they then receive that appointment reminder immediately. We’re now people that are doing what we told them we were going to be doing, taking those little wins one at a time and building on them, building on them, building on them, they’re going to trust us when it comes to the big things that we’re doing for ’em, which is repairing their vehicle, which is not,
Tom Dorsey (23:35):
That’s a great point. That’s brilliant. Deliver value immediately deliver the first win immediately. And that’s how that digital text, that’s brilliant because you can get it right to their phone while they’re still standing there and they go, these guys are delivering.
Doug Brackett (23:50):
Absolutely. And then they extend that confidence into the whole interaction. They trust our technicians, that our technicians have that same skill that we say, we’re going to do something, we’re going to follow through and do it properly. Right? Huge wins for us for sure. Building that means that that customer confidence is there in almost every situation. It allows us to take people that are inherently distrustful of what our industry does right off the bat and see that we’re doing things differently from every other interaction that they’ve had in any other shop previously, especially from those people that sold them the car.
Tom Dorsey (24:34):
Yeah, no, I mean, what a relief it is when you come up and you’re like, oh my gosh, here he comes. They’re going to, oh, it’s going to be $2,000. And the guy’s like, oh, we can take care of these things. And then, Hey, a couple months down the road, let’s do this stuff. And if you don’t really need, can’t afford it, can’t have the time to get this done today, we can push this down. What? Well, okay, my wall comes down, and now I’m so much more open and receptive because again, if you’re educating, you have to have ’em, folks, you have to have ’em open to information. Once you have ’em in that stage, then they’re educating themselves for the most part. They, they’re able to make the right choice and decide what they’re going to do in some fashion and in some order, and then you just help manage that versus really try to get in there and twist their arm to try to pressure them to make a decision.
Doug Brackett (25:29):
Absolutely. We’re in the industry that we create stress in our customers. That is a big part of our job is to create stress in our customers and then provide them an outlet, provide them with a reasonable means to take that stress back away from ’em. Doing that with the education is really that first step that their stress just starts to go away. The more information they have in their hands, the less the stress that we created of here’s what our technicians are recommending, the less that stress affects them and they leave with typical aros that are fantastic and smiles and handshakes like the guys we’re talking about, that having those customers leave the shop, spending the money that they needed to spend us doing the work that we needed to do with smiles on the face. That’s why we’re all here, right?
Tom Dorsey (26:29):
Yeah, 100%. And you made me think of something. There’s a great book, it’s called Challenger Sales, and it talks about, I highly recommend it, find it on Audible book or whatever, and listen to it. It’s going to apply to your business. But it’s an interesting thing. It talks about developing what they call constructive tension or constructive tension. And it is really what, if you think about it, it’s what drives you to make decisions, and you can easily create destructive tension if two things happen is I don’t understand what it is that you’re trying to tell me. And so there’s tension that develops, but I feel I have no power, and so I get mentally I’m on defense, a fight or flight. The other thing that can happen is you can almost start to argue about something back and forth, and that’s destructive, right? But if you use the educational process where you’re able to show them, Hey, here’s the way it should be.
Here’s the way that yours is, and then they can create their own, well, gosh, I shouldn’t have that poor quality. I want to have a maintainer. And then they create their own internal, it’s constructive tension to try to make a solution. Like Doug said, all of a sudden they take an action because it’s their decision. And so if you can create that in your sales process, you see that. And that’s how we lay out the digital shop educational process is to say, let them take the information, create that constructive tension in their own mind, and then drives them to make a solution. And if you give them the option of, you can do it today, you can do it next week, you can do it next month, then once they have options, they’ll fill in those options and you’ll have them exit scheduled. And we’re going to talk about that in the next, I don’t know, a couple weeks, whenever we can get you guys back on. But in the meantime, for folks in the audience, and if you guys haven’t taken a look at that, it’s challenger sales. I forget the author’s name. I got to laying around. I don’t have it laying around, but I highly recommend that book. It’s a great way to take what Doug just had mentioned, brilliant point, and take it and put it, actually implement it into your process. Thanks, Doug.
Matt Fowler (28:43):
One thing just to say along with that, Tom, is that timing is also everything as far as when to kind of intervene or jump into that process. And so that timer on the inspection, when you send it, you can see when they’re looking at it, how long they’re looking at it and when it stops, and then kind of getting in to help move that and that kind of thing. I think timing is a big thing. There’s windows of time to where you can jump in, let it simmer, let that kind of breathe a little bit, and then jump. I think there’s timing in there too.
Tom Dorsey (29:15):
Oh no, a hundred percent right? If you’re too early, again, they’re back on defense. If you’re too late, well then maybe they’ve already hit Google and then they have a whole bunch of misconceptions that you have to try to overcome. So yes, timing is critical and you want to let it marinate, right? You got to let it marinate, but not too long. And then again, the trigger for me, of course, is if you’ve done it at the dropoff and you set the expectation and they have that, and it’s in the text, right? Review this information, call me, respond to me, and then that’s really that trigger, right? If they’re not in the inspection results anymore, they’re not educating then, and you’re not getting that inbound, then go ahead and reach out.
I had a great conversation with a guy in the workshop, says the exact same thing, Hey, have you taken a look? I saw you were in there. You were in there 70 seconds or something. Did you get, oh, I’m alright. Go ahead and take a look at and then call me back when you’re done. That’s hard to do, right? It’s hard once you get ’em on the phone to not just try to power sell ’em to say, go ahead and take your time. Call me back when you’re ready and I’m off to the next customer. Have you ever done that?
Matt Fowler (30:29):
Yeah. Usually I’ll jump and when I see it stop, then I’ll kind of call up and just, Hey, I know I sent that report. Did you have a chance to look at it? Okay, did you have questions and super light? And then, oh yeah, I’ve looked at it for a few minutes. Well, actually it was 280 seconds. I’m watching it, but I don’t show all my cards.
Tom Dorsey (30:50):
What the heck are you doing?
Matt Fowler (30:51):
Yeah, yeah. What
Tom Dorsey (30:53):
Are you doing to me? Right? That’s awesome. Well, I think our time’s up. We came to the top of the hour, the bottom of the hour, but fear not because we’re going to follow this up with the pickup episode eight. Dustin, when are we going to do a pickup?
Dustin Anaas (31:11):
It’s going to be on October 9th, and these guys are actually going to work on some things over the course of the next month and kind of update us on their progress. And it’s going to be an awesome episode. So look for some familiar faces for that one.
Tom Dorsey (31:21):
Awesome. No, I appreciate it guys. It’s fantastic. And I’m getting the message. I know it works, right? Because I’m getting more and more communication where people are saying, man, hey, that was a great show and I tried this thing and it’s actually working for me. Go figure. And so I really think it’s a great thing that we’re doing and that you guys are doing is to come in here and give some ideas and put stuff out there and really help people to take a look at how they’re communicating with their customer, running their operation, make some changes that you guys are seeing great success in, and then it helps them to get that success as well. And one hand washes the other. So I know it’s a great thing you’re doing and I’m looking forward to talking to you again about pickup. And until then, get out there and make some more money and show us how it’s done.
Matt Fowler (32:11):
Cool. Thanks Tom.
Tom Dorsey (32:13):
Thanks, Dustin. Till next Wednesday. Digital Shop Talk Radio 10:00 AM Pacific, 1:00 PM Eastern. See you then. And then of course you guys can reach out to these guys on Facebook, so don’t be shy. If you got some questions, you got some topics or some tips for that drop off topic you want to share with the community, go ahead and put ’em up there on Facebook. Hey, and maybe we’ll ask you to come on and talk all about it here in an upcoming episode. Thanks a lot guys. Thanks Dustin. Great job.

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