I'd like to share some additional information with you to illustrate why the success of the Rent-to-Rent department is so important for a dealership today. So what you're seeing here is some trend lines associated with the typical new machine sales, used machine sales, rent-to-rent, the parts business, and the service business. If you look at those comparative points, there's only one of them that is on the increase, and that is the rent-to-rent business. The gross profit margins created by the rent-to-rent business is critical for a dealer to basically boost their entire gross profit margin, which means we have more money left over after each sale to be able to pay for our bills, our overhead, salaries, employee benefits, those types of things. So if you look at new machine sales, it's basically flat at about 11.2 or 3%. If you look at used machine sales, it's flat at about 12 to 12.8. You see an increase there in the rent-to-rent business. Typical gross profit is, in some cases, 2.5 times what a new machine sale gross profit margin is. And if you look and compare that against the parts gross profit, it's equaling the parts department in gross profit. Most people wouldn't necessarily think that. And then, as you might expect, in the service department, our gross profit margins are pretty strong because we're selling labor. And then, ultimately, what we're trying to do in the far right-hand column is the mix of those revenues and the margins we make on each one of those gives us a blended gross profit margin. And so what you'll see is the last reported survey results showed that there was a decline in gross profit margin by dealers. So at the end of the day, dealers need gross profit margin, and that's what rental can do for them. So I want you to look at what's going on with revenue trends by the average dealer. So new machine sales and rent-to-sell has been somewhere, as I said earlier, about 68%, so it's relatively flat. The rent-to-rent business is coming on, as you can see a slight trend there, but it needs to go faster. And you'll also see that the parts business, as a mix of revenue, is relatively flat, and you're also seeing a decline in service. Why is that so important? It's because the service department gives us the highest margins of anything we do, and yet the overall mix of revenue coming from the service department is in a steady decline, and there's a number of reasons for that. So now we want to look at the revenue mix from a high-performing dealer. And so if you look at their new machine sales mix, and also the rent-to-sell activity, it comes in right around 60%, but the rent-to-rent business is more like 10 or 12%. So those high-performing dealers have gotten very intentional about the rental business, and that is really the significant difference in how they generate profits. You'll also see a slight decline in their parts business over the last three years. And in the service department, relatively flat at somewhere, probably an average of about 8% of their total revenues coming from service. So these are the categories that were reported in on the AED Cost of Doing Business Surveys, the most recent one. And there is the typical dealer, that's the far left-hand column, showing that about 68% of their revenues come from sales and rent-to-sell. The green is the parts business, and the purple is the service. And you can see the rent-to-rent is a modest 3.3%. And then, believe it or not, there are some dealers still in AED members that do no renting. But now they're more dependent upon the sale of new machines and rent-to-sell that's coming in at margins, as we saw, about 11 or 12%. And then we've got a category of dealers that they do 10% or less of their revenues comes from rental, and that's that middle column. And what I'm going to suggest to you is where you want to be is to achieve the best profitability for your dealership is that you need to be working towards the rent-to-rent fleet generating at least 10% of your revenues. And you won't be able to do that accidentally. This has got to be an intentional effort by the company to continue to invest. That means that we've got to be real diligent about our processes and our products and our people so that we generate profits, which would encourage the stakeholders to continue to invest in this activity.

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