Hey, my name is Barry Himmel, and thank you for joining us for Secrets to Legendary Service on the Job Site. This is a great topic. Just a couple of administrative things. Everybody sees a chat window, and there's an area that has audience questions. So you are welcome to send me a question at any time, or if you're having any challenges, please do, and I might even ask you a couple questions along the way. I'd love to get your feedback. So this is me, and I work for Signature Worldwide. If you're familiar with Signature, we are a company that specializes in customer service and sales training. We've been in business since 1986. I've been with Signature for almost 20 years now. We are a worldwide company, so we have licensees all over the country, and we're headquartered in beautiful Columbus, Ohio. And we specialize in all sorts of customer experience training programs. So we've been fortunate enough to work with AED for many years, and do several webinars, and speak at the conference, and write in the CED Magazine. So again, thank you so much for attending. I hope it's a good use of your time this morning. So our objectives today. Looking at legendary customer service as a job site, and if we look at the big picture, we need to find out what legendary is, and why that's so important, and talk about the role of the field service reps. Typically, when you look for a field service rep, you look for folks with technical aptitude, and that makes perfect sense. So they need to know how to fix a piece of equipment, or have that skill set. But what's, I'll say, just as important, is their ability to interact and build relationships with customers. It can make or break them. They are the personnel within your organization that may have the most contact with your customers, and certainly at critical times. So we're gonna talk about maybe setting up some guidelines and behaviors for them, and part of that interaction is it could be potentially confrontational situations. So, it's important to see, and if you're having any problems seeing the PowerPoint, let me know. This PowerPoint will be available after the session. So if you could type in your chat box, if you would, tell me how many field service technicians are in your organization. Be nice to get an idea of the scope of that. Okay, so one person has 35, another one has eight, another one has eight, someone has two, thank you. Couple people have four, excellent. So you have a wide range, and these are folks that interact with your customers all the time. You are trusting them to get in their trucks or when someone comes in and represent your company on that particular day. Sometimes it's in a tough situation. So let's talk about the importance of it. And to me, this is the most important slide that we have. And sadly, I don't know, I guess you have to ask yourself this question. How much of a discussion do you have with your folks on what their role is? The obvious thing is they need to repair the piece of equipment, and I'll never diminish the importance of that. But they also need to be responsible for these functions. They're getting in a company truck, they're driving to the customer site, the customer is thrilled to see them because there's an issue. So they're the face of the company, they're representing your brand. There also is their job to build a relationship. And I don't know if you've had situations where, and I'm sure you have because you signed up for this, but when maybe that field service tech hurt the relationship. And they came out there and they weren't positive, they didn't tell the customer when they were leaving, maybe they said something they shouldn't be, like, yeah, this should be under warranty, or we see this all the time. Those are the types of situations that will hurt a relationship. They might think they're doing everything good, but they're actually not helping. And they want to be able to provide solutions which help your customers achieve their goals. So what is it beyond this service interaction that's going to help that customer get more out of their program? And then lastly, and I don't know, this could be the top of my list, is they're responsible for customer retention. You know, I'm going to pause for a second and let you think about, have you lost customers because of a bad field service expression? Matter of fact, if you have, maybe type that into the audience question and let me know how prevalent that is. A couple people have indicated that, yeah, it's an issue. And that's something that you need to address. All right. So looking at from, you know, this previous slide talked about what customers get out of this, excuse me, or what you get out of it. This slide here talks about what the customers want. You know, they want someone with a good reputation, they want someone with expertise, and they want someone who's focused on the value of that experience. You might get pushback that you're charging me over $100 an hour and this is what you did. Sometimes we lose sight of the fact that the piece of equipment that the employee is working on is their livelihood. And every minute they're down, they can't do work. And I don't care if it's routine maintenance or there's some issue going on. Every minute they're down, they can't do work. So from the customer's perspective, they need someone who is prompt, professional, can get the job done, and will build that relationship. And then all of a sudden, they've been turned into an ambassador. All of a sudden, they've been turned into the most trusted employee in your organization. Conversely, if it doesn't go well, then you got other issues that you're fighting. Reputation, 87% of the customers indicate they base their decisions on words of mouth. So it's a much smaller world today and if someone has a bad experience, then everybody knows about it. Everyone does research before they call. And they may have to use your organization or maybe they don't, there's other options. And you need to be sensitive of that because it's easier to get those other options. If they're fixing that piece of equipment, are there competitors or do you have a closed market? At one point, you're gonna get some competitors and you're word of mouth. I know when I shop, I'm always checking online. When I go to a restaurant, I'm always checking online. And when you Google search your company, you see how people rated it. So 87% indicate they base their decisions on word of mouth. 40% of the customers begin purchasing from a competitor because of reputation for great customer service. And a lot of times, that's the basis for people to continue to do business. So your reputation is key and that really was gonna focus on the customer retention part. Of course, expertise, and that's where you have a leg up. You could be the dealer of choice in that market. And again, I go back to this premise that the piece of equipment that you're working on is the most important piece of equipment that they have. And this is what their livelihood is. So if you have a rep that's tired or grumpy or indifferent, then that's gonna come across to the customer and the customer's not gonna appreciate it. Conversely, if you have a rep, field service tech, who is passionate and engaged and asking the right questions, that's gonna come across too, even if they might have challenges fixing the piece of equipment. They want the equipment fixed properly. So we like to talk about in our program this concept of legendary service. And if you think for a second, when was the last time you got legendary service? And what impact did that service make on your buying? We want your folks to understand the important role they play in their own personal success as well as the success of the company and ultimately the success of the customer. And that's what legendary is. So think of that restaurant that you go to quite frequently that gives you this level of service. And think of one that doesn't and how often do you go back to that restaurant? Or it could be a hotel or it could be, you know, I often use Disney as an example of this. And people have this incredible experience there. But the amazing thing about Disney, and I just saw this again, they're raising their rates yet again. So it's 100 hours a day at least for this great experience. But people pay it because of that experience. You charge over 100 hours an hour for this experience and they want value out of that. So you need to assess what's important to the customer and you need to make sure your employees passionately believe that. And it's a cultural thing. So these days of indifference, you know, it's a smaller world and people are talking about it. And the employees are talking about it. And the employees will like their job a lot more when they see this value of delivering this level of service. So when we deliver a legendary service, what's in it for you? What's in it for the customer? And what's in it for your business? And we have this discussion about this. And so the legendary service part, you know, what's in it for the customer? Well, you know, they get the job done right. They feel good about doing business with you. They can get back to work. They can recommend you. They'll buy more equipment from you. What's in it for the employee? They too feel good about their work. They get to keep their job. They grow their skillset when they're delivering this exceptional level of service. And this is a skillset that is transferable. Whatever position they take in your company, whatever position they take beyond your company, they're always gonna be in the service business. So these skills that they learn, it takes them out of their technical bubble is what's gonna make them world famous and what is gonna enhance their own personal reputation. And of course, what's in it for your business? Well, you know, there's lots. There's the bottom line because now you're retaining a customer that maybe was unhappy. This customer will recommend you. This customer will buy more of your products and services. This customer feels good about working with you. Think of the delight you have when the customer takes the time, either on a survey or a letter, saying how much they enjoy their experience. And that's hard to do. You know, if they don't have a good experience, they're not right, man. So this concept of legendary service is really the background of our discussion this morning and hopefully, you know, the message that you carry forward as a result of this. So making a personal connection during a field service interaction is part of the job. And you don't have to answer this, but hopefully you're answering the question true. They have to make that personal connection. If they don't, then there's gonna be issues. And I don't know your situations, but I know you have lots of people that work for you. And they need to understand that this is an important part of their job. So making that personal connection is critical to building their value. All right, so I'm gonna try to put my speakers on here. And I have this video that I love. And this video is really old, but it shows a Roto-Rooter guy. And everybody knows a Roto-Rooter's guy. They have the glorious job of going into your sewer system and cleaning it out because something backed up. And this video is from 1994. And what I would like for you to do is take some notes and you don't have to share them with me, but tell me what you like about this guy. Even though it is kind of dated, I've been using this forever. And because it really, I mean, it's really easy for me to show you examples of poor customer service. And you can come up with poor customer service as well. And you can come up with poor customer service examples all the time. But the value of those great customer experiences, and 20 years later, this still has value to this. So here's a Roto-Rooter guy in the Bronx, in New York, Long Island, who just knows the value of creating a great customer experience. See you in six months. You do your job better than you are expected to do it. And away go trouble down the drain, Roto-Rooter. For Alan Wilk, that is not just a corny song. I'm treating a customer as like I would like to be treated. It's an anthem. Isn't that lovely? When I was a kid, I used to listen to it and it was a great song. I used to listen to it and it was a great song. When the unspeakable happens. That's what we call a sewer backup. Alan comes to the rescue. Put on a nice long glove. Providing the kind of service you might expect from your valet. See what's down here. But hardly from a drain cleaner in Queens, New York. When I come to a customer's house, their problem is it's like my house. He's the perfect house guest. I hooked up my hose and I washed out that pit for you so it won't smell too bad. Cleaning up messes he didn't even make. Dry guy. He feeds your dog. Don't make crumbs. He even smells nice. That's just some cologne. Which you saw sometimes, this work does get dirty sometimes. For Alan, no detail is too small if it means keeping the customer satisfied. When I'm finished with a job, the customer may perceive I'm finished and then I do just one extra thing, like that clean, extra cleaning up. They didn't expect that. So, what did it cost? A few minutes extra time? And he'll do anything to get to a job faster than the next guy. That five minutes that you wasted may have been the five minutes that another company got there before you. Never needing to stop for directions. Very often, you may not know exactly where that call is. For a drink. I don't even have to stop. I can just pull it during train. Or even for a bathroom. I have my own facilities. And Alan always wants to look his best. Just last Friday night, I had a job where I was down in this pit. For about four hours, underneath this house. And boy, did I get dirty. So, I got undressed. Took a shower. This is unbelievable. The next customer never knew how dirty I was just a few minutes ago. This is absolutely unbelievable. She loves me. She loves me not. After 18 and a half years, as a Roto-Rooter man. Here's that missing sock you've been looking for all winter. Alan Wilf knows his customers. Do you view it as part of your job to sort of ease their mind as well as fix their drain? I think I do that subconsciously. I know what they're going through. And I know what it's like to be on the end of service. So, I try to empathize with how they're feeling. They're concerned only with their problem. Not the kind of day I'm having. Alan has something special. And that makes his work special too. Alan is well rewarded for his remarkable attitude. He makes about $70,000 a year. I think a lot of workers miss the boat. They're looking at the dollar. Money isn't everything. Okay, see you in six months. You do your job better than you are expected to do it. That money will follow because you're gonna be wanted wherever you go. And wherever he goes. Now we're ready for some heavy lifting. He stands as a symbol of hope. What evil has befallen you tonight? Good service has not gone completely down the drain. ♪ Can we go a long way from trouble? ♪ ♪ Down the drain, Roto-Rooter! ♪ ♪ Call Roto-Rooter, that's the name! ♪ ♪ And away go troubles down the drain! ♪ ♪ Roto-Rooter! ♪ All right. So, hopefully you enjoyed that. And you were able to hear it. I turned my speakers off, but I've heard it enough times. So, we're gonna go ahead and move on to the next segment. So, something as routine as a drain cleaning and drain stoppage, you can create this incredible experience and make the person feel good about doing business with you. The reality is, with this lady and, you know, everyone kind of wishes they had this person that would come out to their house, Alan, in the tough parts of New York to clean out their drain. And he goes beyond the service experience. At the end of the day, yes, you want your drain cleaned out and you want that issue. But one of the things that we all do when someone comes out to our home or someone comes to work on our, is we evaluate the experience. And we say, yes, the person was nice. The person was on time. The person took this time to tell me what to do and how to do it. And whatever the situation makes sense, those are the things that we're also measuring the experience on. So, we're going to talk about four components of these. And I hope you like the video. You can send me a message if you did or not and that'll give me some indication of whether we should use it again. But we're going to talk about these four components that help you deliver this legendary experience. And we think that if your team can consistently do these four skills, then they'll be well on their way to creating this exceptional customer experience at the job site. And signaturized training programs designed to truly reinforce and build these skills in much greater detail than we're going to talk about in the next 20 minutes. So, the first skill is Connect. And there's several ways that you can connect with the customer. And you might even have some of your own. So, you know, if we think back to Alan, and he took it a little bit on the extreme, but, you know, he connected. He had a great smile, his eye contact. I'm sure he used a great greeting. If it was my staff and I was teaching them how to connect, I would practice the greeting with them. And we'll show you examples of greeting in a second. And I don't mean charm school here. I, you know, I think there needs to be a good sincere service that takes them out of, like I said before, their technical bubble. I think the message of a shower in your truck, I'm not sure the practicality of that, but the message of a shower in your truck is outstanding. So, the spirit behind his ability to say, you know, I'm not going into someone else's house disgusting. And I'm sure that disgusting is pretty common in that industry. So, there's a lot of things in that video, and this really is key, and you've got about 30 seconds to do this. The appearance of the truck is part of your connection. If you're running late and you call and let them know you're running late, that's all part of your connection. So, we can't underestimate the value of the connection. You spend a lot of money on uniforms, so their appearance is important, and then your brand is important. I get people, you know, we all need service people to come out at the most inopportune time, and it's not a call any of us really enjoy making. So, if you have a technician that comes to your business, or comes to your house, or comes to your house, and they see it as a burden, that all impacts the, you know, the experience that goes with it. So, the connect is really key, and it's more than just putting a truck at the job site and getting out and starting to work on it. You probably just had calls that say, I didn't even know the guy was there. And, you know, obviously that's that impacts the connect part of it. So, here's an example of a greeting. I'm not asking for a lot. I'm not asking for them to give them a hug and kiss, and pick them up, and anything out of, hello, my name is Barry from ABC Equipment, and I'm here to service your scissor lift. I'm here to service your skid steer. I understand you're having problems with this. It's that simple. If it was my team, I would have them practice this. They might think it's corny, but the message that you want to send is it's critical that you can connect with the customers. And it should be taken lightly so they can remember that. And I'm thinking, on their way out, how am I going to connect with this customer? Until it becomes part of their DNA and part of your culture. So, you know, communicating the reasons for the visit, why is this important, who should you be communicating with, I don't know what level of, I'm here to fix the backhoe, and it says here I should be looking for Jim, is that accurate? Sorry you're having problems with it. So communicating the reasons for the visit is very important. And of course you want to link it to your, to the greeting. So you want to be able to observe the customers at the job site. What are they trying to accomplish and what do you need to get their job done? You've got professionals that work for you. And they want to do a good job. But they need to get the blinders out. And they need to be able to focus on that experience that, going beyond that. And this, if they're able to connect with the customer, and this is really I think very important, if they're able to connect with the customer, then if there are issues, I'm sorry you know I need to go back and get a part, they're going to be a lot more tolerant on that because there is that connection. As opposed to maybe someone leaving and not telling them they left to go get a part. Or this scenario, I need to leave to get a part, you know you would think you guys are professionals, you would have all the parts you need. So, if I have a connection with the customer, they are going to be more tolerant of any challenges that I have during the service interaction. And I think you would agree with that. So the first bucket is connect. And that's your appearance, your breathing, your tone, your body language, your body language, your body language. Your tone, your body language, appearance of your truck. The next bucket, the next group that we want them to remember is discover. So, why is it important to discover the customer's needs? You know that's that's pretty apparent. So let me ask you this question, what's the best way to discover the customer's needs? Get it from the dealership, read the work order, gather information by asking questions on site, look at the equipment and determine the issue. And rely on my experience to assess their needs. So, I'm going to give you a second to look at that. And hopefully you thought C was the best option. Let's talk about why this is a good idea in this discover component. And we'll go through some of these skills here. But to me it's credibility. To me it's credibility. And by asking the right questions, sorry, for some reason it's not re-displaying, but we can go over that. Asking the right questions gives you credibility. And it walks you through the importance of, and customers want to tell you what's wrong. The challenge that you'll have is you get a very experienced tech out there that already knows the issue before even asking the customers. Customers want to vent. They want to be able to talk to you about that. So the discover part is very important in terms of building value, building credibility and making sure the customers understand what it is you're trying to do. So once the customer tells you what it needs, you want to be able to restate that. So this is really a good technique. So if I understand you correctly, it's running hot after 30 minutes. If I understand it correctly, you're doing this, this, this and that. And this is really an important skill in one, making sure you're fixing the right problem. Two, you're not jumping to some assumptions. And three, you're giving the customer an opportunity to interact with you. So restating the needs is an important part of that discovery component. And it's an important part of establishing yourself as a professional. It's also really good to demonstrate, for your folks to demonstrate that they're good at this very difficult skill and that's called listening. So as I say, you got someone that's been doing this for 30 years and they've seen everything. But for the customer, this is the first time it's ever happened. And they need to be able to share that with you. And we're not talking about an hour description. They know that you're on the clock. But they want to be able to make sure that you fully understand the situation. So you want to watch out for other clues. Additional equipment on the site, it's always good to note that. My favorite field service deck, you know, I don't know in the area of the rental business, but you know that XYZ is running equipment in this company. Take it back to a salesperson. That would be great. Any potential... Your field service decks can generate a lot of incremental revenue. I would love to see a field service deck say, you know, I am under here. Do you think it makes sense for me to replace this? Or when was the last time you replaced this? Or this is something that I saw. And if they've established themselves as a trusted partner, then they're going to take that word for it. So they'll be able to make that decision. You don't have an issue with this now, but keep an eye on it. So you need to be sensitive to those future jobs or opportunities. That will be a key part of it. All right, so, let's connect. Then we hit discover. So we've connected with the customer. By our tone and our demeanor. We're asking the right questions. We're restating those questions. Now we need to deliver value. So what does it mean to deliver value? I don't, you know, and I don't know your situation, but for my novice, when you tell them that your rate is $120 an hour, they might say, well, geez, I don't charge that much. So you've got to be able to deliver some value. And you do that by taking ownership. Okay, here's what we're going to do. And here's what I did today. You deliver value by leaving the job site cleaner than you got there. Maybe giving them a tidbit about what they can do to prevent this from happening next time. Or something to help administer the value. Let's go back on the premise that there's other choices that they have. Because we don't want them to consider those other choices. Have I thoroughly met your needs today? Is there anything else I can do for you? Those are all important questions that will help further establish you as a partner. We're going to talk a little bit about this in a moment. Apologizing and empathizing. Because that will be an important skill as well. And as I mentioned before, my favorite field of service tech say, you know, it'd be good for you to do this, this, and that. Because I think you're going to get better value, better performance out of this piece of equipment. So we have connect, discover, deliver value. And of course you want to communicate the next steps. So, another question for you. What should you do when you arrive on site and the customer is very angry about the equipment being down? I'm sure this has never happened. But in the unlikely event that it has happened, should you explain that this happens often with these types of machines? Refer to your manager for assistance, ask him politely to calm down. Everybody loves to hear that. Apologize and tell him that you understand. Immediately check the equipment and determine the issue. So I'll give you a second to think about that. Obviously you want to apologize. So let's talk about this skill for a second. What does it mean when a customer, you take ownership of the situation, even if it's not your fault? We get a lot of feedback on some of our programs and we tell them about the importance of empathizing and apologizing. And so let's talk about these two skills. Empathy. What does empathy mean? And what is the difference between these two? And, you know, we're sort of going to the next level of delivering value here. But empathizing certainly means that you can appreciate the situation that the customer is in. You can empathize with them. I know it's been difficult not having this for the last two days. Let's see what we can do to get this going. So you need to recognize that they've been inconvenienced. You need to recognize, and that diffuses some of their anger, that you're just not out there to fix equipment, you're out there to fix the relationship as well. So empathy is really an important skill. And of course it has to be delivered sincerely. So the formal definition, the ability to identify with a person's situation or feeling, putting yourself in another person's shoes. Empathy typically has, I understand, I know, I feel. It's more of an emotional component. You know, the empathy and emotion, build that in. Again, 95% of the time, that's going to help calm a customer down. What's the difference between empathy and apology? It's how you communicate to the customer that you can relate to his situation or her situation. And apology is when you express regret. Now here's sometimes where you might get some pushback from your folks when you say, did you apologize? And they might say, I didn't cause the problem. Why should I apologize? And that's a pretty limited view of it. Yes, they might not have caused the problem. It could be a manufacturing defect. It could have been a guy that was out there previously. But the fact remains that the customer, your customer, a pretty important person, has been inconvenienced. And they need to be apologized to. And I'm always amazed when someone doesn't take the time to apologize when I bring a situation to their attention. Yeah, they might not have caused the situation, but they still have that company uniform. They're still representing that uniform or that company. So, it's very difficult to build a relationship if you haven't gotten past these steps of empathizing and apologizing if you have a customer who's upset. Is it acceptable to blame? Of course, false. When you apologize, you're admitting fault. True or false? False. All you're doing is you're saying, hey, listen, I'm sorry about this. And do it sincerely. And do it sincerely. And almost always the customer will appreciate it. You're going to have one customer out of a thousand that's going to say, oh, it's too late to apologize. But that's not a good enough reason. That's not a good enough reason to stop using this skill. Taking ownership of something that's not your fault makes the customer feel that you care about his or her needs, despite who might be at blame. So, sometimes you'll have a field service, well, you know, that was Bill's problem. Bill shouldn't have been doing this. It might defer the blame to someone else, but in the customer's standpoint, they want a piece of equipment that's going to work. So, of course, this is true. So, if you remember the first three buckets, connect, discover, deliver value, and the last one is close. So, the best way to close your interaction, clean up your workspace, leave an invoice, say thank you and see if they need anything else. So, the best, let the customer know you're leaving and head back to the dealership. So, there's a couple of them here I like, but I think my favorite is to say thank you and see if they need anything else. You certainly want to clean up your workspace. People will take offense to, you know, they left a mess. An invoice might be appropriate, but ultimately you want to thank them and see if they need anything else. So, here's some closing skills. You want to thank them. You want to do it personally. You know, we talked about earlier, we talked about connecting and that first impression. So, this is your lasting impression. And what I often tell our customers when we do our training sessions on this is that, you know, we want to end the transaction that says that person fixed the equipment and they cared about me and I have a good relationship. Again, not hugs and kisses, but it's sincere, there's a thank you, and it's the impression that you want to leave. All right, so close, offer additional assistance, and the thank you. And then, of course, determine if there's any follow-up. Let's talk a little bit more about offering additional assistance. Someone might think, if you ask your folks to go out there and recommend a particular service or product, they might say to you, well, my job isn't to sell, and I can appreciate that. Selling is not in their DNA. It becomes a part of their DNA and becomes more of a consultative relationship. And what you need to do is you need to convince your folks that suggesting that they have a preventative maintenance or they change a belt or there's some other, you know, services, there's lots of services. Suggesting that they do that is good for them because it's going to help this most important piece of equipment that they rely on for their livelihood We all know, and you see this all the time, that it's short-sighted on a customer when they skip maintenance or they let something linger. I mean, I've kicked myself a million times because, you know, I don't have my furnace checked every year. And all of a sudden, I'm facing something major. So, you need to convince your folks this is not selling. This is just being a good partner. The only thing that a customer can do is say no. And if a customer says no, the sky isn't going to fall. So, this is really an important part of developing your field service team to do more than just fix a piece of equipment. Okay? Anything else I can help you with today? In fact, if we can teach a guy who works at Burger Death to say, would you like fries with this, teach your folks to ask this question. And maybe suggest other services. Follow-up is going to give you great feedback. This is an important part of the closed component. There could be a, you know, my perfect field service tech says to a sales guy, you might want to follow up with him because this thing is on its last leg, says to your rental coordinator, he's going to be down for four days, you might want to give him a call because they're going to need to rent something. This cross-selling will only help your company. Get them thinking out of their technical bubble. Make sure you commit to following up, and this is really important. If your tech says, you know, my form says, you know, that I would give them, you know, what is the follow-up on this? Well, we need to get the customer this, or we need to send them the invoice within 24 hours. That's what that situation might be. You've got to make sure you follow up. It's all part of your reputation. So, this is the answer key right here. I'm going to leave this up here for a second. You can take a look at it. And we call this a service. Notice here, there's nothing scripted. And we think a good field service tech can follow these four buckets. How do I connect? What do I discover? How can I deliver value? And what's closed? And, you know, these are not rocket science skills. But, if we're honest, and we go back to Alan, and, of course, this was made for a 48-hours video, so a lot of the discovery and a lot of the value. He gave value. He didn't risk it. He also said it's part of connecting. He had a sense that he took ownership. And he didn't leave until everything was complete. He was certainly empathetic. I believe he said in the video, you know, I don't make people feel bad. See you in six months was part of the relationship they had. So, there's an ongoing service that they could offer. And you know what's closed is good. So, we're in pretty good shape here. And if you have some questions, I'd be happy to answer them. So, if you want to type those in in the audience question box, as some of you have been using. I do see a question that came in. One of the questions is we have someone that's been working with us for many years and I just can't seem to get him to do this. And a lot of it is on buy-in. So building that buy-in and helping them understand what their role is so they can see value in it. Don't dismiss, and we see this all the time in our training, don't dismiss that someone is going to, because they've been there and they're setting their ways, not want to change. We see it all the time. I have another question about what kind of training that we offer, and I appreciate someone asking that. And we offer this class, it's a four-hour on-site class, and we come on-site and we go over these skills, we practice them, we role-play them, we make them feel comfortable with it. And we also have this class virtually, where we can do it in a 90-minute session via a WebEx. We're still interacting with the employees so they can still practice, and they can still ask questions. Unlike today's webinar where the only questions you can ask will be in a chat box, I would say, at some point I would say, Jim, let me hear your greeting. So there is that opportunity to practice those skills. So if you're interested in any of our training programs, like I said, we've got lots of experience working with them. Return on investment is huge. The retention of one customer, and whether it's through us or some other means, this is an important investment in making sure your folks understand the other dimension of the program. So I appreciate your patience during the technical issues and working that out. You have my contact information. So if there's anything you need, or anything I can provide, please let me know. Other than that, thank you so much for participating today, and I hope you have a great day.

legendary customer service

job site

building relationships

field service reps

connect phase

discover phase

deliver value

close phase