Are you running your business by the seat of your pants? Are you running in every direction without a plan? Or maybe you've avoided making plans for fear that they would rob you of the freedom to change direction.
On this weeks podcast Michael Harrison shares a simple and powerful four step model for building a strategic plan that will fuel your business success. If you want to create your own roadmap and plan, one that will that help you be more purposeful and profitable take a listen.
00:00:11:12 - 00:00:26:29
Warick: Welcome to the marketers club podcast. The show all about helping you work smarter earn more and accelerate your success. And now here's your host Paul McCarthy.
00:00:29:27 - 00:01:46:03
Paul: So hello and welcome to Episode 23 of the marketers club podcast I am your host Paul McCarthy and I'm here to help you market your talents so you can earn what you're worth and ultimately make more of a difference in the world. Great to have your company again for another episode. You know when I started out in business I think I was a little resistant to the idea of strategy to strategic thinking. I was a real creative person I'd come off the back of being a musician and so. For me the thing about business that was really exciting was the chance to explore and express myself to really go out there and do creative things and I've always lived by this kind of ready fire aim motto I really like the idea of just firing and making things happen. And I was always concerned that I guess a strategic plan having plans would lock me in they would cause me to lose my flexibility my creativity was at risk but it was thanks to the wisdom of a early mentor that really taught me the value of strategic thinking and that it wasn't something that was going to box me in but it was actually going to allow me to truly channel my creativity and help me drive my business in a in a purposeful direction and really start to achieve meaningful results.
00:01:46:05 - 00:02:33:28
Paul: So I'm really grateful for that advice and I wanted to share that same advice with you in this episode. So I've gone out and got one of the best strategic thinkers that I know Michael Harrison to join me to share a simple strategy plan for you to help you to really put some meat on the bone if you like to really start to get clear about how you can channel your energies track and measure what it is that you do to really drive your performance and how you can really leverage the creativity that you've got and make it really purposeful out there in the marketplace. So there's a great conversation that I've had with Michael I'm really keen to share it with you so let's not take any more time let's dive into my conversation with Michael Harrison. So hello Michael welcome to the marketers club podcast. Great to have you on the program.
00:02:34:00 - 00:02:35:10
Michael: Great to see you Paul.
00:02:35:12 - 00:03:12:13
Paul: Now we're going to have a conversation about an area that I think is really important for a lot of business owners a lot of listeners to this program potentially have never gone down the pathway of building a strategic sort of plan for their business. And so you're a man who's helped many companies over a long period of time to really devise and design strategic plans a strategic thinking and helped guide them to greater success. I couldn't think of anyone better to get on the program to share these insights with us so I guess let's kick off Michael with. Why is it important to even have a strategic plan why do we need one
00:03:12:19 - 00:05:16:28
Michael: Problem in business is that if you don't know where you're going you likely do end up anyway. My view of the world is that you need a truck to run on and a plan in fact gives you a track. So many businesses the challenges that business owners especially small business owners tend to just let things happen. The business evolves and as it evolves people keep working in the business instead of on the business. They keep on grinding away at whatever they're doing and often they do it really successfully until something happens that completely changes the world that they live in. That you saw that happen with the taxi industry for example when Uber came along and they were taxis weren't prepared. They didn't understand. They hadn't actually thought about it and thought what our customers really want in today's world what customers want is convenience. I want to be able to go on to an app call up a car charge it straight to my credit card be able to identify the drivers and see what other people thought of that driver. Very simple process. Taxis should have been doing that and there are numerous examples of businesses like that. I mean look what Amazon has done to retail every week in Australia. We see retailers that are struggling or closing down. We've just seen a jeans chain shut down. We've seen Harris scarf closed a whole lot of stores. I mean these are things that have just happened in the last month so. And this is going to get worse because in today's world, you've got to understand things have changed. Communication is instant. So if I want something else that happens to be a pair of shoes or some clothes that I know I would try on everything else I can buy online. And I don't have to leave my office to do it. So this is the world. So businesses that don't start thinking about the future and planning for the future are just going to end up being part of the past
00:05:17:15 - 00:05:30:09
Paul: Strategic plan and if I'm hearing you correctly is about future proofing ourselves about taking a look at our industry is looking at trends where things are going to go and building a plan that make us relevant at that time.
00:05:30:16 - 00:07:50:27
Michael: Yes that's exactly what it is. And I follow a formula for this. So my formula is basically summed up in the word cost which is a very simple word to remember because everyone understands costs. The c in costs stands for current situation. What is their current situation and I'll talk more about that in a minute. The O is for opportunities. What are the opportunities for them to do things differently. S is for strategy. What's the strategy you need to put in place to achieve these opportunities and T for tracking how do you track to make sure that you're on target. So if you look at the current situation for a business I like to look first at the management and say you know what sort of knowledge and experience skills do they have. What sort of systems do they have in place. What sort of what's their attitude. What's their ability to change I actually keep a little dinosaur on my desk and it reminds me of some of my clients. I think about their ability to change what's there and what's their ability to innovate. And then I'll look at their marketing. This is your department and I'll say you know how much time do they spend looking at new opportunities. How responsive are they. Do they have a competitive advantage. What sort of knowledge do they have all of these sorts of things which are probably straightforward for you and I. But not so much for our clients. Then I'd take a look at their product management and say how are they managing their product. Do they have a research process. Do they understand what it is, do their staff and their people understand how their products can work best. And that's assuming that they are producing a product that is distinct from a service and then customer management. Are they managing their customers. Do they have a relationship. It's all part of marketing. Do they even have the ability to present effectively to new customers. The process is a fairly straightforward one. Take a look at their finances take a look at the human resources and what experience they've got and whether anybody spends any time developing them or mentoring them or doing any of these sort of things.
00:07:50:29 - 00:09:29:11
Michael: And then when you've finished with that you start to look at another dynamic and that is what's happening in the world of technology and how might it apply to this business and what's happening on the political front and how might that apply. A good example of that is I do a lot of work in the financial services industry and banks insurance companies mortgage firms all of these sorts of people have been hit with a huge amount of political change as a result of the Hayne royal commission in Australia. A lot of businesses haven't moved to understand how that's changing. All the things that they have to be thinking about then you look at the economy we see in Australia right now that there's been no wage growth for a number of years. So we need to take that into account and say you know low wage growth economy. How does the business need to respond. What does that have to do differently. Then you look at social issues and in particular the way people are communicating today using social media as distinct from reading a newspaper all sorts of things so. So there's a whole range of things that you need to look at just to review the current situation of business. I actually find it takes me the best part of a day to discuss with business owners what their current situation is and to identify where they might be opportunities before you start to do any research. So it's it's not a short process.
00:09:29:13 - 00:10:04:28
Paul: There's a lot of pieces to that and as I say I could take a full day of examining and a many business owners perhaps haven't ask themselves any of those questions I think too that many of the listeners to this program might be running small businesses maybe solo-preneurs and they might be that tendency to defer from doing any of this thinking oh well this only applies to larger businesses. There's there's no one else to bounce these ideas off. So for people who are thinking that strategy is a thing that's only for business big business what would your advice be to those smaller players.
00:10:05:00 - 00:11:37:23
Michael: I think it's more important for small players. I think right now there's a huge growth in small businesses because frankly big business is retrenching people and so people need to start to think how can I make money. How can I survive. The other thing that's happening of course is that people are working a lot longer. You've only got to look and see how much money people have got in superannuation and life expectancy and how it's increasing. To see that people have to work for longer. Now these people are all for the most part individual solo-preneurs or individuals with small businesses just a little bit of support. Often a husband and wife. They need to think about the future more than that just as much in fact as a big company. Because that if they can come up with an idea that anticipates what people will want. Going forward they're going to have a very successful future and you're seeing now a lot of people who are setting themselves up as solo businesses. Now the challenge for many of them is they're setting up in businesses that are exactly the same as their competitors and you can't do that and survive. So for example the lady who I know set up a business online selling handbags she managed to get in touch with some Chinese manufacturers that made some pretty impressive looking handbags and glasses cases and ladies wallets and things like that.
00:11:38:01 - 00:12:39:29
Michael: One person imported them stored them in a garage and eventually made a lot of money and sold out to a major retailer. What she did was she sat back and she thought about it she said. What might my friends want. What might they want that they're not able to get at the moment and how can I display it. And she used social media very effectively. Another person I know and I've worked with did the same thing with baby clothes. I wouldn't have thought of baby clothes as a business but what they did is they said well baby clothes are pretty standard sizing and I have babies coming up pretty much the same so it's not a size issue. So how do we make baby clothes that look good. And how do we market them in a way that is different. And again they were very successful using social media. So these are all one man bands effectively who might have added a little bit of outsourcing or might have got some VA support from overseas VA company in relation to their admin. But this is the world today.
00:12:40:01 - 00:13:13:08
Paul: If we go back to your cost model you've outlined many of the components that go in to the current situation and I guess what I'm hearing is that a big part of the next the opportunities will probably connect to things like what our competitive advantage is going to be and a lot of people perhaps start businesses because of things they are passionate about but they haven't really thought about the market opportunities. Who's gonna buy this and what need they're fulfilling. I talked to me a little bit about opportunities how do we strategically get clear about opportunities in the marketplace.
00:13:13:10 - 00:15:32:21
Michael: The first thing is to follow trends and the way you follow trends today is to look and see what's happening on social media. What are people what are people asking about. There's a lot of sources using Google for example will tell you a lot about what people are looking for what are they searching for on the Internet. This will often give you a clue. The other thing is I like to watch new technology very closely so this week or last week we had CES it's the Consumer Electronics Show in Las Vegas and I looked through all these gadgets now a lot of them are very far fetched. Some of them are dreams pipe dreams even but some of them you say to yourself gee this an idea maybe I can use that in my business with my customers in some way. And so you look for an association of ideas that is that the world today is driven by a number of things. Firstly what is it that will emotionally trigger somebody. So in other words what makes them feel good. What makes them look good. What makes them feel more intelligent superior whatever. And how can I use technology. A great example of that is if you have a look at Facebook at the moment and look at the number of diet plans that are being advertised and there all of them based on very simple to use apps. So are you male or female. Are you at this age or that age are you. Very simple stuff to use. And at the end of it there's always a thirty nine dollars subscription or whatever the cost is what these people have done is they've said what do people want. Emotionally they want to feel better. They want to look better. How do they want to get to that. I want a very simple way of being able to find the result that they want in this case the result they want is how do I fill in this. The simple number of questions and get an answer and then it moves to fulfilment. It might be sending you a diet pill or it might be sending you a diet program which is even cheaper you going to to write it once and so many copies as you still are all clear profit.
00:15:32:23 - 00:16:42:10
Michael: And then how do you stay in touch with the customer after that. Continue their relationship so they keep on working with you and you know the best way of doing that is to develop an app that people subscribe to. Which is exactly what Weight Watchers have done Weight Watchers and how it's gone over the years. Started off as a diet program. People used to go to meetings. They have a supervisor or a person there that was running the meeting. These days most of it's done online using a subscription where people pay a subscription they get an app and they fill in what food they eat each day and so on so it's relatively easy now. Every business is different so you can't use that model for every business but if you use those principles what's going to make the person feel good. How can I deliver something to them in a simple way or effective way. No one wants to deal with complexity. So how do you simplify everything that you're doing with people and I try and follow those principles but I'm always looking to technology because I think that's the key.
00:16:42:17 - 00:18:10:26
Paul: I'll return to my conversation with Michael Harrison in just a moment but first if you've been wanting to create a plan for how you're going to market your business to attract more customers and grow your business in 2020 then you really need to get along to our next brand voice workshop. Over the course of three days 72 hours we'll get your message clarified we'll design your marketing funnels and help create a clear roadmap for your success. You know it's never been harder than it is right now to get attention in the marketplace and that's why it's so important to take the time out to really clarify your brand voice so that you can really get your business growing this year. You know it's really affordable to do and you'll spend three days with a small group of business owners people just like you. You'll leave with a year's worth of marketing done. Now if you know that it's time to build your brand voice one that will be heard. If you want to nail your marketing copy and automate the sales processes that will make winning business much easier then go to the marketersclubacademy.com today and register for our next brand voice workshop. It's happening in Melbourne on February 28 29 and March 1st. Now I can promise you it'll be the best investment you've made in the growth of your business in a very long time. Go to the marketersclubacademy.com and register today and I'll see you there.
00:18:10:28 - 00:18:18:14
Paul: The next in your model is strategy so talk to us about strategy. What does that what does that mean to you and what do we need to do as a business owner.
00:18:18:16 - 00:20:02:29
Michael: This strategy is basically a trap. If where you are today is that you're at the start of a race and you want to get to the finish line. The question is What do you have to do along the way. Now if it's a if it's a sprint it's simple you're just making a dash point A to Point B. But in a business what you're looking for is effectively what I like to call checkpoints. So if for example what I want to achieve is to provide a service that say manages consumer complaints what do I need to do on the way. What sort of staff do I need to employ. What sort of skills do the staff need to have. How will I get the complaints in the door. So what I'm going to do is I'm going to create a series of checkpoints. The same would apply if I was manufacturing something. Or alternately if I was setting up a consultancy business. The first question I would ask myself is who do I want as my clients. What's their profile. So I need to look at them first and I'm going to say okay well I want people who can afford me for starters how much income do they have. What sort of business do they need to have what are my skills. What can I add to that business and in. If I don't have any what I have to go and get what do I have to learn in order to move into that market. The next thing is I'll have a second checkpoint. The checkpoint might be the number of clients that I want to get and I'll go out and I'll look for that number of clients. And then the third checkpoint might be the model that I use to service them. So I just believe in having make you make the steps as simple as you can.
00:20:03:03 - 00:22:10:13
Michael: You know if you want to lose weight the best way to do it is to have a really good day today. Don't eat any rubbish today. And then when it's not when you start tomorrow see you go tomorrow and do exactly the same. It's a checkpoint. It's one day at a time. I remember I used to. I used to see a lot of a guy named Alan Weiss in the States. I admire him very much. He used to talk about the one percent rule. If you can improve one a day for a day for 70 days you'll be twice as good. That's basically having a series of 1 percent cheap points. What's the next step in the process process might be. Do you need another skill. Do you need another person. Do you need to outsource something. You need to write it down and check these things off as you go. That's basically part of a strategy. Now that's its simplest form of strategy. I have to say because if you're a big company you're going to be looking at things a little differently but then you're going to have a whole lot more people to do it. You know what is the first point for you. I'm currently building a contact database for one of my clients. It's different in to a an ordinary CRM because they know what the sales by pipeline or anything. That's what they want. It's just the information about when I spoke to someone at such and such a time. This is what happened and they want to have for example a mobile app that you the guy on the road can dictate after he sees a client and then automatically transcribes into English and attaches to the database and he can do the same with a text message if he sends it to the client automatically gets on the database. All this needs to be integrated. So what I did is I said I will. What I need and what are the what are the checkpoints. What are the steps I need. What are the components that I need to bring this to fruition. So strategy is about mapping out the journey and then identifying each of the components that you need and then starting one by one. Don't try and beat the whole thing at once. Try and do it bit by bit.
00:22:11:15 - 00:22:50:21
Paul: One of the parts I'm hearing that I think it's best to unpack a little bit Mark with the idea of targets you mentioned you know how many clients am I going to want. There a means to pay for me all that sort of thing so clearly it's important for us to set targets. I think a lot of business owners potentially they wake up in the morning and they press go. They just start going and they hope that something comes out at the end. But what I'm hearing is that for us to set a strategy is part of that. A big part of it is having some targets having some numbers having some goals and and there's checkpoints that are moving us along to those targets being reached.
00:22:50:23 - 00:22:56:06
Michael: Absolutely right. If you don't have any targets or checkpoints you never going to get there.
00:22:56:08 - 00:23:25:26
Paul: How important or where does things like vision statements mission statements that people would hear thrown around as part of a strategy. And again I think a lot of people have heard about them. A lot of people see them as little more than a platitude that maybe get stuck on a wall and nobody knows followers or lives. So what's your view on the importance of a vision or a mission statement and how does that fit into us achieving a strategy.
00:23:25:28 - 00:23:41:09
Michael: To be honest on their own I don't think they mean much. If you're a big company it's a great thing to have a vision statement because you can add it to your prospectus and tell your shareholders what you're doing and all of that. It doesn't it doesn't earn you a dollar.
00:23:42:02 - 00:24:29:09
Paul: So we're talking about the brass tacks here. The things that are really going to move the needle for a business and perhaps we don't need to spin our wheels too heavily on vision and mission. At this point I think one of the things that perhaps prevents business owners from doing the work of setting a strategic plan for themselves is the fear that a plan locks you in and that that you you still need to feel that you can be nimble that you can change that you can pivot. And I'm I'm assuming that in terms of your checkpoints and these markers that we're aiming for where does that fit into the process of when I've made a plan I've set a target. And things aren't working in terms of how long do I persist with something when do I pivot.
00:24:29:11 - 00:26:13:19
Michael: The first thing you've got to do is ask yourself why is that working. I guess I guess there are two answers to that. If you're a small business you plan needs to revolve around how do you get business in the door and how do you process the business. Once you once it's in the door so it doesn't really matter a part from financing the business doesn't really matter what business you're in. So the first thing you've got to do is you've got to attract customers how do you get customers. That's number one. And there'll be a whole range of ways that you might go about getting customers. The second thing is once you've got a customer how will you process whatever it is that you supplying them with effectively and the other two steps. And I've ignored I've ignored obviously the financial aspects in that. So for example one of the things that I I say to my clients is what do you think your customers need to know about you. Don't give me a whole list of things and then I'll say well you know how many of those to the customers actually know. And the answer is very little. A lot of what we do is is basically just common sense but common sense is not all that common. For example if I said to you Paul how could you use your existing customer base to grow your business. I'll bet you you've got a half a dozen ideas that you do that. If I asked someone else who's a solo-prenuer setting up their own business. They've never even thought about the answer to that question. So this is the thing that we we all think differently based on where we are. I actually think growing your business is about asking yourself better questions
00:26:14:00 - 00:27:02:09
Paul: Better questions are a big driver of many things than ever in our life and I think one of the things that stalls a lot of small businesses particularly from a marketing point of view. If I put my marketer hat on for a moment that the challenge I say for many is that particularly in a service driven industry is that they get busy selling something and then as soon as they've found the client and they've won the business they're now busy in delivery mode and the marketing and the selling stops and so they leave this feast to famine. Roller coaster life. And they find that very difficult to get off. So from a strategic point of view is there are a strategy a tactic you could share with us that could help. If I'm living that life or I'm a little feast and famine at the moment.
00:27:02:18 - 00:28:19:14
Michael: Well that comes back to time management. The biggest single thing that small business owners in particular need to do is to allocate time and they've got to allocate time to marketing their business every week. It's not enough to say I'm busy doing this doing that for this customer or that customer. You actually need to say on Tuesday mornings and Friday mornings I'm going to spend the whole morning marketing the business Tuesdays I'm going to phone my existing clients and while I'm on the phone I'm going to ask them for a lead or a referral or something. And on Friday I'm going to look for new clients I'm going to send out letters I'm going to send direct mail I'm going to contact them by some method or other I'll need my my preferred method actually at the moment is sending a video attached to a text message short video. So I find they're really effective. I spend half a day a week still with the clients even though right now I'm full for the next 12 months. But if you don't if you stop eventually I'll run out of clients that's it. That's the reality. So you know you've just got to keep on looking to keep that pipeline.
00:28:19:26 - 00:29:21:28
Paul: It was a good mutual friend of ours Keith Abraham was on an earlier episode of the markets club podcast and Keith shared the strategy which he shares often when he's speaking about his seven calls a day. You know there was a episode 10 and I'll put a link to that episode in the show notes where he was just talking about we put that focus. But Keith has religious focus of making seven contacts to new clients existing clients follow ups reaching out and as he likes to say that if you're that busy somebody is gonna be confused enough to buy from me. So he just makes sure that you're doing the activity which I think is great. Great advice so we've covered off Michael. Three of the four that you've talked about in terms of your model current situation the C O four opportunities S for strategy. The last was tracking the measurement that keeping a tab on how you how you're performing so tell us a little bit about some of the ideas of the strategy behind tracking what we do.
00:29:22:03 - 00:31:45:01
Michael: As I said earlier the if you don't actually know what the result is that you want to get you're not going to know if you've got it. It might be as simple as saying I want to get one new client a month. Well at the end of the month did you get a client. And if you didn't get a client you need to work hard in the next seven days to get that client to make up the last month. You've got to stay on track. So you should track is one client a month. And if your track is to phone in my case I find every client all under my regular clients every week. I never miss because I need to keep in touch with them for a whole range of reasons. I need to know what's changing the business what's going on. So that's an example. You've got to set these targets every week towards reaching that target that well I mean tracking. So if for example I'm building a new app and I work they know that in week one need to watch this week to I need to assure you that you map it out. Get back to my contact database. I need the graphic work done over the first two weeks in the second week. I need the programming started in the third week. I need to start testing the programs for example in the fourth week. I need to make corrections whatever it is you need to set up a track for everything that you're doing. Let's face it. Success in business is measured by the bank balance. That's reality. Call it whatever you want. You need to have those individual tracking points all the way along. But the biggest thing of all is that if you find that for some reason you haven't reached the point that you want to run like hell to catch up because when you do that all of a sudden you start reaching that end the next one. And if you happen to have a really good week and or month and say you get three new clients you only want one. Don't stop. Next month don't think that next month you don't have to keep finding that one new client that you want every month. Because what happens is then you become complacent and the minute you become complacent you fall off. So that's what I mean about tracking tracking is keeping you honest. It's also getting you feedback for yourself. So you just have to keep on doing it.
00:31:45:15 - 00:32:33:14
Paul: Whenever I travel and there's those escalators they're flat they move you know through the airports. It just absolutely astounds me the number of people that step onto an escalator and stand still because now it's doing the moving for me. And they go back in cruise mode. So I think it's really important for us to make sure that we do keep hustling keep pushing keep moving and we've got to be energised by these activities there are about this growth and that's gotta be part of what's driving us not simply doing the work we've got to be paying some attention to the Business Essentials say in terms of final thought and strategy ideas around strategy or things do we need to keep in mind as we apply your cost model to helping us to drive a better business.
00:32:33:16 - 00:33:56:19
Michael: To me it's about looking for new opportunities. Every business today is challenged in some way. It might be challenged by the fact that more people are buying online. It might be challenged by the fact that people have got less disposable income example is have a look at credit cards and have a look at after pay and tell me what the difference is. Well the only difference is that with a credit card you're incurring a debt today and you're paying it off over time with after pay your incurring a debt today and you're paying it off over time. Tell me what the difference is. There isn't one except on the one hand you've got a credit card business that became complacent and all of a sudden somebody came along and said here's another way of getting people to pay for something. In the old days we used to call after pay lay by. Yeah. The only difference being that now they take the good time at the beginning instead of taking them home at the end. So what's the opportunity in your business to do something differently. And that's the question I keep on asking all of my clients. What's the opportunity. Is it an opportunity that's driven by political change social change technology. What is it. There's always an opportunity.
00:33:56:20 - 00:34:15:08
Paul: Great advice. And I think a great place to to leave our conversation but before we go because you are a man of great wisdom and I think many of our listeners would love the ability to stay in contact to learn more from me so if they will want to connect with you Michael what's the best way for them to follow or stay connected.
00:34:15:10 - 00:34:28:02
Michael: My Web site is strategies.com.au or send me an e-mail to [email protected] S T R A T E G I E S.
00:34:28:05 - 00:34:34:00
Paul: That's wonderful. Thank you so much Michael for making the time sharing your wisdom with us so generously. Really appreciate it.
00:34:34:02 - 00:34:35:06
Michael: Great chatting with you Paul.
00:34:35:08 - 00:35:45:23
Paul: So I hope you enjoyed that conversation with Michael Harrison and I hope that you'll go away now and think about how you can apply his strategic cost model to your business. What's the current situation in your field in your industry. What do you need to be thinking about to make sure that your future proofing your business getting ahead of the curve rather than chasing it. Maybe there's some opportunities that you haven't been looking at or been missing that you need to start exploring and investigating. Maybe it's about simply getting a little bit more strategic with what it is that you are attempting to do well that you need to start tracking measuring and really paying attention to the little milestones along the way. What are those things that you need to be working towards to make sure that you're staying on track and hitting your targets. You know I love the quote that he shared from Alan Weiss who's an author and an expert that I admire greatly too who said you know if I can get one percent better everyday that in 70 days you're twice as good. What a great concept that we can just do those little tweaks just a little bit every day. And that's what I hope for you that you will get busy just working on it a little bit every day. Now I wanted to say thank you.
00:35:45:25 - 00:36:58:05
Paul: I've received a whole bunch of e-mails have been coming in from listeners of the show and I can't tell you how much I appreciate that feedback that people are providing. Just a little note saying that they're really enjoying the show. I thank you for taking the time to share that with me to let me know that it's really positively impacting you and I thank you all for sharing the show with people in your world and of course if you have the chance and the opportunity to provide a review that always helps the show. But I appreciate those e-mails very much. Now next week I'm going to be joined by a good buddy of mine and another great strategic thinker in his own right. Brad Tonini. And we've been talking about all things trusted advisors selling Brad's going to be sharing with you some great strategies for how to maximise the value of every sales opportunity that comes your way. He's a great sales professional and a master at it really the trusted advisor selling platform and he's going to walk you through exactly how you can improve your sales skills. That's a great conversation I'm looking forward to sharing that one with you next week. So until we meet again I wish you nothing but the best of luck with your businesses. But much more importantly with your lives. Until then take a bye for now.