Business Performance Tuning – Part 2

SUMMARY:

In this episode of Biz Bites with CommTogether, the discussion revolves around the impactful strategies for business growth, focusing on systemisation and engaging customer relationships rather than merely adding new tactics. The insight revolves around the need to focus on retaining existing customers, as highlighted through a case study where personal engagement significantly uplifted sales. It explores the importance of making customers feel valued and connected through personalised interaction, leveraging emotional needs like feeling welcomed, valued, proud, and involved. Moreover, it delves into the concept of ‘I should hope so test’ for marketing messages, emphasizing the essential, yet often overlooked, facets of service quality that should be a given. The episode further discusses the realization of taking a six-week vacation from one’s business as a litmus test for its efficient systemization and the unexpected benefit of likely doubling the business size by doing so. Lastly, it criticizes the outsourcing of customer service experience and calls for a culture shift towards genuine service engagement.

00:00 Introduction to Biz Bites Part Two 00:24 The Art of Simplification in Business 01:01 Mastering Client Retention Strategies 02:25 Personalized Marketing: A Game Changer 04:34 The ‘I Should Hope So’ Test in Marketing 06:19 Learning from Customer Feedback 18:05 Emotional Needs and Business Systems 25:23 Wrapping Up: The Path to a Six-Week Vacation

TRANSCRIPT:

Anthony Perl: I hope you’ve had a chance to listen to part one of this interview on Biz Bites. Stay tuned now for part two. Welcome to Biz Bites, brought to you by CommTogether. Helping businesses like yours build their brand through telling amazing stories to engage and grow audiences on multiple platforms.

Azim Sahu-Kahn: All the greatest sculptures in life that we have around us were all made by chipping things away rather than adding to, right?

And so the greatest masterpieces come from removing the material rather than putting material on it. So in a lot of cases it’s removing stuff that’s in the business that actually creates the masterpiece. Because people are like, Oh, what’s the latest tactic? What’s the new thing? What do I have to do? I don’t know.

And they’re just trying to add all this stuff. I was very careful not to say the other S word on your show, right? But all this stuff that just creates confusion. So that’s just gives you a background because when somebody comes up to me, she says, I want to grow my business. I want to grow my client base by 15 percent this next 12 months.

That’s fantastic, Anthony. How many clients did you lose last year? And then you get this blank look. I said, well, what do you mean? I said, well, the average business loses between about 25 and 32 percent of its clients every year. And not because you did a crappy job. You were no longer relevant. They, um, moved away.

They found somebody else or whatever it is, right? So if we could stop 25 percent of those people leaving you, because by the way, you already paid to get them, They’ve already opened their wallets and spent money with you. They’re 10 times easier to sell to. You just need to talk to them. Then you’re probably halfway towards your goal.

People, so many business owners are filling a bucket with holes in the bottom. And like I said, not because they’re doing a terrible job. So as an example, you know, one, one company that I worked with a franchises that I worked with, um, what 25th of January? So they’ll be, they’ll be looking at their databases now.

For everybody that they did work with in February, 2023, and has not bought in there, they, they do, um, uh, home maintenance has not done something with them since for a year, and they’ll be sending out a simple message. So everyone take notes because it’s a really great tactic and it works a treat generates thousands of dollars, right?

They’ll send out saying, say, Hey, Anthony, can you believe it’s been a year since we came out and fixed your sliding door, hope everything is okay. That’s all the message is. And they go, Oh, wow, I haven’t heard from Azim, Azim’s right. It was a year since he came out and did that. You know, we need something else done, blah, blah, blah.

We’ve seen like about an 18 percent uplift in sales just from sending that message out. We’re not saying we’re here to help you, all that rubbish that you get.

Anthony Perl: What’s interesting about that is it’s personal though. Yeah, it’s personal. And I think this is the mistake that a lot of businesses make. Cause I, I, I.

I’ll trade to the perfect example, right? Um, I think anyone that’s, uh, has been dropped magnets and all sorts of things in the, in the letterbox from various trades people and get this off and all that sort of stuff. And invariably at one point you’ve, you’ve had to, you need an electrician. So you rang one of them and get what’s fascinating is, is you get after it and you go, well, I did a pretty good job and I was happy enough with them.

But then you absolutely forget who they are when. 12 months, 18 months down the track. It’s, oh, well, we’ve got to get something else fixed. I can’t remember who it was and you go back through the whole process again, because at best you’ve got to standardize something in the mail. Um, at worst you’ve got nothing, but it’s, and, and it’s that simple act of that reminder that feels personal, that is just such a game changer.

Azim Sahu-Kahn: The fact that I remembered what you, what we did for you a year ago, and it took two minutes on, on their invoicing system to see that is worth. than buying more stuff, right? We actually found out in that franchise system, 30 percent of their revenue comes from existing clients. And now we’ve uplifted with the ones that have been working with me.

Now we’ve uplifted that to about 45%, right? Because you get that ongoing thing. And it’s really interesting because that actually leads to a, to a, um, another thing is that promotion, like when you mentioned the magnets, um, so here’s another tip for the listeners, right? Is, um, run your marketing through the, I should hope so test.

Right. And the other should have, so I just, I’ve just pulled the brochure off my shelf here because I keep it just for this reason. Right. It is, um, uh, I won’t name the company, won’t embarrass them on air, but you know, they, they, uh, they do, um, home cleaning. Right. Let’s just say they do home cleaning. And, uh, so.

One of the headlines says they’re reliable, they’re professional, they’re affordable, and they’re thorough. Well, I should hope so. Yes. I should hope so for everyone. Well, reliable, yes, I should hope so. When I ring you and say you’re going to turn up, be there. Now, in trades, that can be a real challenge for people, right?

But that’ll get a few people, a few of your listeners going, oh, yeah. You know, when I, when I ring you up, I should hope you’re professional. Of course I should hope you’re affordable, right? And I should hope you’re thorough. And then in bold there it says, you know, our customers are always happy with us because we are, wait for it, in bold, friendly, on time, and honest.

That presupposes everybody in the cleaning industry is dishonest, right? Nobody’s on time and everybody’s very aggressive, right? So, but my point is for the people listening, listening to us today, Anthony is. If you just look at your own marketing, look at your own websites and go everything onto that you’re highlighting is a feature or a benefit, say, will it pass the I should hope so test?

Anthony Perl: I was going to say that it’s, I’ve had a similar experience to this and I think that there’s the, there’s the flip side of when you don’t get that right of how much damage it can do. So, in my past experience, I worked for a, a, a funeral company and worked for them for many years.

And part of my, my role was overseeing the surveys that were sent out to every family that we’d conducted the service for. And it’s a large company. There were thousands of these that went out every year. There’s one question in there that was a real telltale sign. So the question was, is asked, was the, was the funeral vehicle, the hearse clean?

Now, that’s, that’s got to be a, I hope so. I should hope so. What, what is really interesting is, if the vehicle is clean, it had zero impact on whether people would recommend the service, the services of the company or not to anyone. However, if the Vehicle was not clean. You could have got everything else spot on.

They could have everything else in the survey could have been perfect. That is the one thing that will leave a lasting legacy with people. And that and so the disproportionate. Um, you know, that would happen and the vehicles were always clean, you know, 99. 9 percent of the time. But on the old occasion, when something, you know, someone had left something in there and I hadn’t noticed it or whatever else, it has such a detrimental effect on people.

They notice it. And I think that’s the point about the I hope so test is that. You have to get that right, because if you don’t get that right, the impact that those things can have is way more out of proportion than some of the little bonuses that you

Azim Sahu-Kahn: might do. A hundred percent. And you know, and that leads to a discussion for another day, but, um, that leads back to what leads to the other thing around the I should hope so test is using your example of, of, of the, um, the funeral vehicle being clean or not is, Is that an assumption or was that facts, right?

And your clean may be different to Mrs. Jones’s clean, and Mrs. Jones might see a little bit of dirt on the floor, which she actually brought in on her shoes, right? From the cemetery, right? And go, Oh, no. And that’s all she remembers in her emotional state. And she goes, No, no, it wasn’t clean. Right. So

Anthony Perl: by the way, by the way, I hope I, I, I hope that your company wasn’t dealing with my mother years ago.

Um, I know she used to be terrible with cleaners because what, what she would do is, is she’d strategically leave something to see if they cleaned, actually clean it properly. Yes. So that was the true test. Right. On a week to week basis, where would she hide something to see if they actually noticed it this time?

The old white

Azim Sahu-Kahn: glove thing? Yes. No, it’s, it, but it’s really interesting because it really boils down to, to having a look what is. You know, and of course, of course there’s subjective things, when we’re talking about how people feel, of course there’s subjective, you know, how you feel about something and how I feel about it.

I mean, uh, one of the slides I use in, uh, um, in one of my talks has got two ladies on a rollercoaster. One of them, you can see on her face, she’s scared to death and she’s, that she’s going to die. And the other girl right next to her at the same point in time and space, well, almost the same point in space.

This is the best thing that’s ever happened in your life, right? So, you know, the differences between fear and excitement that the, your, your, your internal pharmacy, you know, what it’s throwing out into your system are almost the same, but it’s the context that changes how you feel, which comes back to this whole brand promise thing.

You know, you can write as many nice words as you like, but if my first interaction with your business is a promise. It just makes me feel a different way than I don’t care what’s written in your band prompts, right?

Anthony Perl: Yes. And I think one of the keys, I learned this many years ago as well, is don’t use too many of those words either.

I hate it when people say, Things like, you know, it’s like when they do an introduction going, I’m really excited about this. You’re going, you don’t have to say you’re excited. You have to demonstrate it. Cause it’s really easy to, as to your point, to use some of these words, it’s much harder to demonstrate it and to make sure that people have that emotional response that you want them to get so many businesses that use leading.

Well, what makes you, who’s defined that you’re the leading, whatever, and Is that is that going to be the experience that someone has on the other end? Don’t say it. I don’t know why they why people say it unless you’ve got something to really substantiate it. If you’ve won a Telstra business award that says you’re the leading such and such.

Fantastic. Absolutely use it to death. But if you haven’t got anything to completely substantiate why you are that, focus on the things that you know you are going to deliver and why people like you and why people will continue to come back to you, that you can definitely demonstrate and you don’t have to prompt them about and,

Azim Sahu-Kahn: and what we’ve just discussed in the last five minutes.

is also part of systemising your business, right? How do you make sure that the systems in your business deliver that feeling that we were just talking about? Because that’s the feeling the owner wants, the original founder wants you to, people to feel when they interact. And that can, despite, A lot of people think you can actually systemise that experience.

I mean, I had an example many, many years ago. I, I, what was the name of that company? Uh, Daimaru came in from Japan. They’re huge shopping centres and stuff. And one thing that really impressed me was when we went in there, aside from having greeters at the door, right? Everybody at the start of the shop were there greeting everybody, which is wonderful.

But you’d have your person, you know, you’d be buying a shirt or whatever it was, or you know, a bit of kitchenware or something. And then that person would say, would you like this to be gift wrapped for you? We’ll wrap it for you. I would love that. Then they would personally take you to the person that was doing the wrapping and say, and by that time they’d know your name, right?

And they’d say, whoever it was, you know, this is Anthony, he’s bought this and we’d love to wrap it for him today. And they would hand you off. And, you know, you do get this on some, in some, uh, because having set up call centers and stuff, you do get it on some call centres. Hey, look, I’ve got to talk to so and so, there’s a specialist area that’s not really me.

And they get you on the call with the other person and they say, look, I’ve, uh, you know, Anthony, this is Azim, I’ve explained to him your situation and I’m be handing you over now. It makes such a difference. You actually feel like a person. Yes. Okay. And, uh, well,

Anthony Perl: but it’s interesting, isn’t it? Because, uh, that culture, particularly if we, you know, I, and I know your reach is beyond just Australia, but, but when you talk about it, I know in a sales culture in Australia, I remember my first job was, uh, in what is now Myers was Grace Brothers in those days.

And, uh, my job was in the menswear department. And I remember first week or something in the job, uh, And, and give a perspective as well. This was one of the smallest stores that exist for them. That doesn’t exist anymore. That particular store and someone came up to me and said, can you tell me where and I can’t remember which department it was.

Can you tell me where the such and such is? So I did what you were just suggesting and I started walking across to the department, which wasn’t that far away to hand them over. Well, I was, um, you know, wrapped over the knuckles by my manager at the time saying the most you’re allowed to do is point in the general direction.

That’s it. And, and that goes to the heart of what. Happens in Australia. I think with a lot of customer service, it’s, it’s, you know, it’s got to the point where a lot of those department stores, you’re lucky if you find someone at a cash register, these days that it’s even that’s becoming more self service.

It’s like you, you know, the old days of someone looking in and, and helping you try a few things on and pointing to a few new shirts and have you tried this style or that style is, is very difficult to, to find. I know that’s not necessarily the case in other, in some other countries, certainly in the U S it’s a very different sales kind of culture, but it’s very interesting how that personalisation that we can control in our own businesses doesn’t happen, uh, to the same degree that it

Azim Sahu-Kahn: should.

So here’s some sandpaper for you, Anthony. Why, as a culture in Australia, have we, are we outsourcing good service to the customer? Meaning, we’re making the customer responsible for the service experience. Right. Like, whether it be a self checkout or whatever it is, like, go over here to scan the barcode to see what the price check is.

And as you said, pointed out before, we go into some of the department stores and you know, you, you, and you just can’t see anybody anywhere to give you any assistance until you’re about to leave and they want to check your bag. Right? So, so why, why are we making the assumption that everybody’s going to steal stuff?

Well, if you provide a better service, that probably wouldn’t happen. You know, that’s a different discussion. But that’s what I mean is we’re, I don’t mean outsourcing service to another country. I mean, making the customer responsible for what’s a good shopping experience.

Anthony Perl: And what’s fascinating about that is, so um, for listeners who don’t know, I float between two locations.

So I live part of the time in Sydney and part of the time in the central coast. Um, which is about, for those that are not in Australia or not familiar with the area, it’s about 90 minutes north of Sydney. What’s interesting about being here, the, the shopping in a supermarket in Sydney, shopping in a supermarket here and you doing the same thing, you pick all your stuff off the aisle and then you have the choice of you going to the self checkout usually.

What’s different is same, same brand, same store here in the central coast. You will get someone as you are leaving, smiling at you saying, thank you. Hope you had a nice day. It’s a, it is. Part of it is the people and the way they’re brought up and the way it’s around, it. Being a not a major city, um, means that, and, and again, give people perspective, the Central Coast is a very large area.

There are lots of little smaller and larger. Suburbs for want of a better term in it, and there’s a lot more space between between it and this experience is completely different. So it’s actually a lot to do with the people in the way the people are the way the expectations are set for the people, because it can be different as I, as I’m, you know, gather firsthand within 1 brand and.

You know, and, and I think that’s a, uh, it’s a pity that that doesn’t exist because that makes our shopping experience so much better and wanting to go back to that particular branded supermarket, as opposed to one of the others that we have a choice of going to. And, and,

Azim Sahu-Kahn: and, and that’s, that’s so bang on because we had, um, the cafes we had back in the early two thousands, um, we, we had the most award winning cafe in the upper North Shore of Sydney.

All right. And the interesting thing was, we knew nothing about cafes before we started them. In fact, my wife and I went and bought another cafe, a little one up on the central coast in Etilong, right? It was only open on the markets on the weekend, so that we could practice and make all our mistakes there.

Because we had a DA, um, we built our own down here in Barara. And, uh, but we worked on the basis of satisfying emotional needs rather than physical ones. Because we can all make a cup of tea and raisin toast at home. Yes. We go out to feel good. And it’s not, even then, even then it’s not totally convenient because it could be drive thru then, you know, generally, you know.

And, and that’s just a, just as a little segue, that’s one of the amazing pieces of marketing, right? Putting the S and making it fast food. Because if you take the S out, what do you get? Anyway, I digress. But the point was this, was we looked at satisfying a number of emotional needs. And one was, we wanted people to feel welcome in our cafe.

So what did that look like? Well, everybody had to be, it wasn’t a huge cafe. It was like 50 seats or whatever. Everybody had to be greeted within 30 seconds of entering. coming in the store. I never had to enforce that part of it for the simple reasons we hired people from the local area who that was their personality.

Yes. So we want, so that was one thing. We want you to feel welcome. All right. If there was a line waiting for, you know, coffee or whatever, we’d acknowledge the person in the line and say, Hey, look, really sorry about today. We’ll be with you in a minute. And that’s all that needed was that they saw that we saw that they were waiting.

Right. X, you know, this is why we won the awards. So feeling good was one thing. So feeling welcome was one thing. The second thing, they wanted to feel, uh, valued, right? And what did that mean? Well, that meant we kept a, uh, I’ve got a picture somewhere. We kept a Rolodex. This was before all the great laptops and things.

We kept a Rolodex. of like 1, 200 different regulars, right? And we had their card and I can even remember the verbiage now. So you’d come in and say, Anthony, look, sir, do you have a card here with us? And you’d say, no. And then I remember exactly what the ladies would say. Oh, we think you should have one. So we’d write out this card and then we’d say, um, what’s your first name?

We don’t need your first name. You say, oh, it’s Anthony. And now Anthony, we’ll keep your card here. So you don’t lose it, wash it, or forget to bring it, right? And then we’d keep it there. So then when you came in, said, you know, I’ve got a card there. And as my staff, I’m giving the secrets now, as my staff would pull it out, now we knew what your first name was.

Yes. And so we said, Oh, Anthony, great to see you again, you know, we’d see how many coffees you had. This is like, if I had the stuff that they have now, we would, we would have just killed it. But we had a date stamp on a 21 piece card that we kept there and, you know, who used to sit there and look through them every Friday night to create the loyalty program.

Anthony Perl: Cause, cause by the way, now you can get facial recognition software as you come in the door and tell you who that tell you that it’s, It’s John walking through the door and he had three coffees last week and they were all, you know, so,

Azim Sahu-Kahn: so that was feeling valued. And another thing about feeling value was we ended up with our own coffee blend at one point.

And, uh, so I would raise that to you. So Anthony, Anthony, I really need your help today. And you said what? What? I said, look, you normally have a, um, what do you normally have as a coffee, Anthony?

Anthony Perl: I am, well see, I’m terrible ’cause I don’t drink coffee, but soy chai latte. When I go, when I go out and I soy chai latte.

So

Azim Sahu-Kahn: doesn’t, you know, so let’s hallucinate that you have a flat wine. Okay? So, so you come out there and you say, and so Anthony, you normally have a flat white, but today I am gonna give you two and I want you, and we taught people how to taste coffee. So we got you involved in the process. So you were, you know, you, you, you were valued and therefore involved.

So you were valued because we valued your opinion. We wanted people to feel like they were involved. What am I pet hates in a cafe? is when you’re sitting there by yourself, um, and you’ve got the people behind the counter talking about whatever it is, the latest TV show or, you know, something that happened.

And you just feel like you’re on the outer, you’re not in that thing. So one of the things I said is if there is someone in the cafe sitting by themselves or even something else, they’re going to be able to hear the conversation. By all means, guys, have your conversation. But it would be, so Anthony, what do you like to watch?

Or, you know, what do you think about this? And people were involved, right? So that was important. And the last emotional link that we wanted to satisfy, that was really the, the one that I had to explain the most, but once people got it, they got it, was we wanted people to feel proud. And what did that mean?

That meant was, when you recommend the cafe, or a cafe, or anything, Anthony, it’s actually, to me, It’s actually a reflection on you, rather than the place you’re, you’re recommending. Because if you say to me, Hey, Azim, let’s go to this cafe, you know, the food and, and, and soy chai lattes are amazing, but the waiters are like faulty towers, right?

We’ll go there together, and then we’ll come out and we’ll have a big laugh about it and say, Yeah, you’re absolutely right, but yeah, the food was Amazing, right? But if, if you say, we’ve got to go to this great place and we go there and, and the food’s not great, the coffee’s cold, and, um, the people are worse than Fawlty Towers, I’m going to come away thinking, God, Anthony’s got interesting taste in what he thinks is good, right?

So, for people to feel proud that this was their place, right? And all I said to my team was that, I don’t care what you have to give away, if it fits, you know, being proud meant that the toilets were clean. Being proud meant that the tables were cleaned not long after somebody left them, right? Um, and this is a weird thing, and I think it goes back to the watering hole days, um, Anthony, is that, People always sit down at the table that hasn’t been cleaned yet.

Just an old thing going back all those decades ago, right? Maybe because it’s safe, because the last person there didn’t get eaten by a tiger. I don’t know, right? But the thing was, if you could satisfy those emotional needs. So there were systems there, even then, and I didn’t realise that they were systems.

And systems in a business, are really important because it takes the personality out. So you can imagine in a cafe in a local area, a lot of my staff were young ladies between the ages of like 18 and 28, right? Um, so by having a system, and I remember one particular example was one of the, uh, the girls worked at a different cafe, she loved chocolate milkshakes, right?

So she would always do three pumps of chocolate, whereas the system at the main cafe was two. So this, one of the girls said, Hey, you know, this lady’s doing three pumps. And I said, well, just explain to what the system is. So she went over and she said, um, rather than having to say, you, you, you, you’re doing it wrong.

It’s just two. She said, okay, look, the system we use here is two pumps for every one of the flavours. Two full pumps of the, of the, of the flavouring. And so she thanked her because it took the personality outta it. ’cause now you could point at the system. Mm-hmm, , right. The way we do things here. Yes. Is this.

It’s not that you’re a bad person, you just didn’t know, but come back to the system, right? So we were doing that back in the early 2000s in terms of systems and, and that really helps because now you have a level of reliability in, in, in the business. So, you know, that, that’s the interesting thing.

Anthony Perl: Azim, I know we could talk for a long, long time still, I wanted to do two things to wrap things up.

So one is to say to the listeners that, um, you’re going to have to, uh, um, check out the link for the bonus content to find out about how you can make sure that you can have a six week vacation. Um, the step, the, the step process to making sure that happens as someone who had a six week holiday last year.

It’s the best thing. So please listen in and make sure you, uh, you get to that bonus content. But I wanted to, to wrap things up just by asking you a question around, uh, going sort of almost full circle. You know, we started off the introduction and talking about supermind and, um, I’m, I’m intrigued as to what is the real aha moment that your clients have When they come and start working with you that you wish more people should know about in advance because you’ve talked about so many different things, but when do the lights switch on for people?

The lights

Azim Sahu-Kahn: switch on for people and I’ll just people often wonder where that six week vacation comes from. So let me just explain that very quickly is we talk about managing energy, not time because we can’t manage time. It’s going to keep ticking, but you can manage your energy. What you do, right? What you do in your business, where you focus your stuff.

Um, so if you can recover one hour of energy per day, five days a week, give yourself a month off 40 weeks, 48 weeks a year, that’s 240 hours of energy. You’ve recovered divided by 40. We’ve just found six weeks. of time. Now the trick is to be able to take that in one block, right? So we work towards that. So the aha moment is if there’s something that you you don’t like doing, there’s something that you’re not very good at, there’s something that somebody else could be doing for you, and I have a formula for that as to how to value that.

I won’t go into that right now. Um, um, You should be getting somebody else to do that. And you’ve got the systems in place. Okay. So that’s going to free you up, but here’s the thing. And this is the side effect is the aha moment is this is for you to be able to be away from the operation of your business.

Somebody else needs to be accountable for that, right? And for them to be accountable means we’re going to have to pay somebody to either bring them in or lift somebody up from within your organisation, okay? So the profit has to be there, right? So, one of the things I love to say is, your turnovers, your vanity, your profits, your sanity, but the cash in the bank is the reality Anthony.

Right. Okay. And people say, you know, we made 200, 000 profit last year. Great Anthony, where’s that money? Right. Oh, well, we, you know, so you’ve got to have, The profit to be able to pay the person to take your accountability, not your responsibility, but be accountable for the business when you’re not there.

Right. And the second thing is for that to happen, your systems need to be rock solid. Now, here’s the aha moment with all the case studies that I’ve done this with is that the side effect of you taking a six week vacation, Anthony, is we end up doubling your business. Right. Gotta love that. You gotta love that.

That’s the aha moment that you get. And also, Anthony, reality is, some of that is just getting you out of the way. Right. Okay.

Anthony Perl: Well, I, I love all of that. And I thank you so much for being so generous with your time. As I said, everyone, if you would like to, uh, have the step by step process of how to get that six week.

Uh, holiday happening, then you’re going to have to, to, uh, unlock the bonus content that we’ll have. And we’ll have a link to that, uh, after on, but let me just wind this up by saying, thank you so much again for being so generous with your time and exploring so many things. I think anyone that wasn’t sitting there with pen and paper, writing down a whole bunch of notes is kidding themselves.

Um, and go back and have another listen if you, if you’ve missed it. So thank you again. We’ll definitely. Obviously have lots of details of how people can find you and get in touch with you in our show notes. Fantastic. You

Azim Sahu-Kahn: know, I’m always happy to share Anthony and, uh, and, and, and thank you very much for having a great show and having me on