Ep.62 - The Copycat Trap: Why Being Different Is Harder (and Smarter) - Crossroad Conversations with the Lewis Brothers

Episode Transcript
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SPEAKER_03 (00:00):
But like if you're constantly imitating these
trends of like they're justsaying stuff they don't even
know what it is.

SPEAKER_01 (00:07):
No clue.

SPEAKER_03 (00:08):
Right.
And so then then in business,like, hey, this is what we're
doing and this is the processwe're doing.
It's like, do you know why?
And they're like, no, but one ofmy mentors, that's what they
say, one of my mentors, I followthey're doing it.
Well, they don't know their whyand why they're doing it, right?
And they don't know their gameplan and their their whole
business model.
And so they're just copying it.

(00:28):
What will happen though is thementor, who is a proper
businessman, was doing somethingsecretly behind the scenes to
create something, and then hemoves on to something else
silently in the background.
And the imitating person isstill trying to imitate that.
Well, that trend has already setsail.

(00:48):
Hey everyone, welcome toCrossroad Conversations with the
Lewis Brothers, where we aim toshare real stories about running
a successful family businesswhile working through adversity
and pouring back into ourcommunity that keeps our doors
open every single day.
We're your hosts, Shelby, Matt,and Taylor, and we'll be
bringing you real relevant localbusiness advice, maybe some

(01:09):
automotive insights that aresure to change the way you look
at running a business or buyinga car.
And maybe even throw on a plugfor you to do business with us
here locally.
Welcome back, everybody, to theCrossroad Conversation Podcast
with the Lewis brothers.
We're your host, Matt Shelby,and Taylor.
Today it's me and Taylor.
Mono Imano.

(01:29):
Mono Imano, bringing you thisweek, episode 62, The Copycat
Trap.
Our team keeps bringing us themost relevant content and
information.
The copycat trap, why beingdifferent is harder, but also
smarter, right?
Every industry has this problem.
Someone does something new, itworks, and then suddenly

(01:52):
everyone wants to copy.
You see it on social trends, yousee it on what people wear, what
people drive, what people do,the songs you listen to.

But here's the thing (02:03):
when you start chasing what everyone else
is doing, you stop leadingbecause you're chasing, right?
You go from leading to chasing.
Today we're going to talk aboutthe Cobcat trap, why being
different is hard, and why itmatters, and how great leaders
build originality instead ofimitating other people.

SPEAKER_00 (02:23):
Absolutely.
Diving into there.
Going back to our previousepisode, ego versus instinct,
what really drives yourdecisions?
So what helps you dive into,what helps you differentiate,
and what helps you go throughthe ultimately making a rational
decision or an unrationaldecision, making sure you're
really going off a visit, eitherego or instinct.
That was a really fun one.

(02:44):
So make sure you dive back intothere.

SPEAKER_03 (02:46):
Absolutely.
Hey, and always remember you canvisit us online at Lewis
Superstore.com to see all of ouravailable vehicles.
This morning it was a littleover 980 vehicles on the ground,
new and used vehicles, andanything podcast, Crossroad
Conversation Podcast.com to seethe latest and greatest.
If you're listening to us, thereis a video version.

(03:07):
You can find it on YouTube andprobably on Spotify video
version, but across all there.
So make sure you like,subscribe, and follow that, and
uh we'll go from there.

SPEAKER_00 (03:17):
Absolutely.
Hey, what's in the garage, andwe're going to go over to the
CDJR side today and talk aboutthe RAM 2500.
What I love about this is theyput the standard HO motor in the
three-quarter ton when you couldonly get it in the one ton
before.
They put what I call the powerdome hood.
That's the hood with the RAM airinlet in the front.
So the truck looks phenomenal,but then also gets the upgraded

(03:40):
eight-speed transmission nowthis year.
Being with the HO motor, it isfully revamped, new truck, and
we always talk about this.
It's the best truck to drivebecause it has coil springs that
it drives smoother than anyother three-quarter ton truck on
the market.
So fully revamped.
We have the best selection.

(04:00):
And to shout out, we have thebest selection of mega cabs.

SPEAKER_03 (04:03):
Yeah, yeah.
So mega cab, that means behindthe back seat, you have an
additional, I think it's 18inches total cab length that you
have.
Uh, if I'm wrong, call it outand put it in the comments.
But that the back seat canrecline.
That's all you need to know.
That your rear seat can reclinein a truck.
The back seat, we're not talkingfront seat, the backseat can

(04:24):
recline, and you still have allthe leg space, and there's so
much storage behind the seat.
And so our inventory, you talkedabout how great it was.
It kind of goes in waves of whencan we get production?
When do they have productavailability and supplier
availability?
And so we just keep puttingorders in.
And so now they've finally allstarted showing up.
They let the trap out and theyall came.

(04:45):
And we have like the grandestselection of mega cabs with
anyone in Arkansas, maybetri-state area.
Uh, but also awesome colors.
We've have cool grays thateverybody loves, the blacks.
We even have some greens thatare like dark military-style
green in mega cabs or in crewcabs with that high output, with

(05:06):
that new transmission, uh, havethe look, have the big hood.
Uh, and there's some at somepretty dang good price points.

SPEAKER_00 (05:13):
Oh, yeah.
Huge money off there, ultimateselection, and a fully revamped
truck that you got to come checkout.
No doubt.

SPEAKER_03 (05:19):
All right, so let's dive into this thing, the
copycat trap.
So it feels safe to do what'salready proven, right?
Like someone's already beenthere.
They've blazed the trail.
You're walking through thewoods.
This is cleared.
I should probably follow this,right?
But safe doesn't always lead tosomething undiscovered, right?

(05:40):
Or something that maybe you needto see but you haven't seen, or
something that no one has seen,or for your industry, or for
your business.
So copying can get quickattention.
Yeah.
Right?
Like of a trending thing insocial, that's the quickest that
we see because everyone is thereand they spend X amount of time
on their phone, and you see thistrend, and then you start seeing

(06:03):
all the people you know doingthat trend.
So it gets quick attention, butit doesn't build a brand.

SPEAKER_00 (06:09):
No, and a lot of times think of it as I love the
analogy of a trail.
You know exactly where that'sgonna end if you go on a path
that is already developed, whichis good and bad because it's
gonna give you uh stability thatyou're able to get in there and
you know, hey, this is where I'mgonna end up, this is where I'm
going, this is proven.
And that's probably a greatstepping stone to start off of.

(06:32):
So I'm gonna build foundationoff of this.
But absolutely, you don't wantto stay on that trail all the
time because one, you're notgonna learn anything different,
and two, you already know whatyour outcome's gonna be.

SPEAKER_03 (06:43):
You know what the outcome is, and everyone else is
on that trail.
Yes, right?
So uh the chances of findingthat hidden nugget or that
differentiator that makes youdifferent, that when they have
options to choose you versussomeone else or your competitor,
if you're going down the samebook of here's how to do
business and not separatingyourself, you're on that same

(07:06):
trail that you've already beenon, you know, with the income
and it's safe.
Yeah.
And it's reliable, but it is notwhat you got in business for.

SPEAKER_00 (07:16):
No, and it more so it's probably something you need
to really focus and have theteam plan it on.
But you, as the entrepreneur,you as the go-getter, you as the
guy that leads the whole team,need to be the one that is
constantly looking at saying,Hey, how can I change, adapt,
stay true to this, but enhanceit a little bit.

SPEAKER_03 (07:37):
You know, and that's a really good point.
And we've talked about that manya times before, but of working
in the business and working onthe business.
And so you, as a leader, as thechief idea operator, you get to
be away from normal businessinteractions.
You're not the one changing theoil or checking every person in

(07:57):
or out there cleaning the hottubs yourself, or out there
actually installing the wire inthe house.
But you're looking what's next,right?
What are we currently doing?
What are we currently good at?
But then you're like, hey, I seethis trend out here.
I don't want to chase that, butthat should spark in your brain,
there could be more, right?
A consumer might want to bereached to the different

(08:18):
channel.
A consumer might want adifferent style service.
And so, as that leader, thatchief idea operator, you get to
bring that.
And then your guys that havebeen in the traps and the weeds,
they're like, I never would havethought about that, right?
And you're like, you've beengoing this same shelf across
this path right here.
Little did you know that half amile up, there's a whole

(08:41):
different vantage point and awhole different trail that you
would take that leads to alldifferent results.
So as a leader, you get to dothat.

SPEAKER_00 (08:47):
Yeah, and that that's I love that continue
going on, knowing, hey, withoutthe correct vision, there may be
continuation of that trail thatwould take you X amount of years
to get to the next spot.
If you don't have that correctvision to be able to step and go
and hit this next groove to beable to move up, you would never
make it to that next level, thatnext area that would really help

(09:10):
you excel and exceed to yourcustomers.

SPEAKER_03 (09:13):
You would never even know.
Like, think if we were still inour old facility, you know, we
wouldn't be out of business.
You know, uh, we'd still bedoing just fine and selling what
we needed to sell and servicingwhat we needed to service, and
you know, maybe like, hey,parking's a little tight.
We say parking's tight now atthis place, right?

(09:33):
Um, but if you don't ventureout, like if when leaders chase
what competitors do, they losefocus on what makes you really
unique.
You know, so if you don't pushyourself to like, hey, let me
stop chasing that copycat andlet's find something that makes
us unique.
And let's keep pushing that sowe're always finding something

(09:55):
that makes us a differentiator.
Uh, but to stay, and let me tellyou this, and we've talked about
this in our culture for a longtime.
But this morning I was goingover the manager's meeting, we
were looking at our employeecount, 255, it was uh of this
morning, and from zero, so likethey started yesterday to three

(10:18):
years, it was over 174employees.
So of our 255, and we haveemployees of that, we had four
employees that have been with usfor over 25 years.
There was like nine employeesthat have been there over 20
years.
There was a lot of long-termemployees, but 70% of our

(10:40):
employees were less than threeyears in the business.
And so you have to be superintentional and diligent, making
sure that you're completelyfulfilling their idea of am I at
the right place?
Yeah, am I getting the propertraining?
And so those things, if you'rejust chasing copycat of this,
this, and this, they might belike, I don't even know the

(11:02):
vision of this place.
Like, what are they doing?
This day they're saying this,then this day they're saying
that.
What trend are they chasing?
Yeah.
You know, if you can have yourNorth Star and continue to tweak
that, then they can have a clearvision.
Otherwise, those majority ofyour employees, they'd be like,
I need to go somewhere that Iunderstand what's going on.

SPEAKER_00 (11:22):
Absolutely.
It has to be so clear, and wesee that a lot in our sales
training meetings that we goback and whether it's Chelby
gone over or he's has me goneover it, that we look back and
we say, Hey, we've got to goback to our basics a little bit.
We it's okay to go back to itbecause in our head that have
he's been doing it for almost 20years, and then me coming behind

(11:44):
and doing behind him, we've doneit so many times we can do it in
our sleep because we'verepetitive done it over and over
and over.
And we think in our head, hey,some of those basics that we're
trying to get new things uphere, which are great, still
need to be implemented everysingle day.
And that's what really helpsdrive a younger team around you

(12:05):
that, hey, I've got new stuff,but I've got the just OG stuff
that is our clear path vision,what we have to stick to every
single day that we continue togo over.

SPEAKER_03 (12:16):
Yeah, most certain.
And and helping them understand,you know, a different level,
because we're talking about at abusiness level of not copying
other things that are going onin our staff.
We need them to copy format ofwhat's going on to at least
understand how business works,how they create a business for
themselves, how they properly doa process, how they follow up

(12:40):
with a consumer, how they dowhat they said they're gonna do
in a timely manner, communicateproperly and make sure you have
the right documentation.
They have to copy that to gettheir feet underneath them.
From there, then they get tobuild on, you know, if they're
here long enough and theycomprehend and they're willing
to learn, then they get to startto innovate to be different.

(13:03):
And so then that's where we getto help the business as a whole
and individual people.
It's like one of our top salesprofessionals he he does the
process very good.
That's why he sells 300 cars ayear.
And we challenge him to say,hey, you need to innovate and
you need an assistant.
You know, uh and so we keeppushing and challenging him to

(13:25):
say, hey, this helps get you tothe next level.
You you can't no longer, if youwant to continue to grow and
sell more cars, can't keep doingthe same thing, right?
Because that's what everyoneelse is doing.
So looking for innovation there.
Yeah, absolutely.
Why do you think businesses tendto copy before they innovate?
Because it's easy.
Because it's easy, because it'seasy.
Because it's proven.

(13:46):
How do you think leaders balanceinspiration versus imitation?

SPEAKER_00 (13:52):
You know inspiration they get just because it
obviously inspires them.
The imitation I think is thefake side of it that somebody
that's tried and true, that'sgone through all of it, he
doesn't like to go and imitatesomebody because he feels like
that's tarnishing his name of heif if he was ever called out or

(14:14):
caught on that.
He wants to obviously beinspired about something, but
it's very slow sometimes tochange and adapt to trends that
are going on for the fear ofwhat I exactly just said.
Hey, they're gonna look at meand say, I just copied this and
it's not really who I am, and Idon't know what my clear path
and vision are.
So I think the inspiration is isso important because that's what

(14:36):
I know, that's what drives eachof us.
Yeah.
And we're very slow to imitateanybody because we want to be
real and true to our brand.

SPEAKER_03 (14:43):
So, what about on the flip side?
What about the person that isvery quickly uh inspired and
imitates just like right fromthe get-go?

SPEAKER_00 (14:52):
That's disastrous.
And you see, you see it a lot,and I say it's disastrous a lot
of times, especially in thecurrent trends we're in and
everything else, you will seequick results from that.
But that fire, that flame burnsout fast because it's a quick
rise, and then let's say successcomes from that.

(15:16):
There's no firm firm foundationthat's necessarily built off of
that.
So whenever it ramps up, there'snothing to support it around.
So you'll see plenty of those dothat, but that's obviously
something that I would uhhesitate to definitely go
towards.

SPEAKER_03 (15:32):
You know, that's that's the classic old school
that's been around for ages ofkeeping up with the Joneses.
Yes, and you don't even knowwhat for.
And I laugh about that becausethe trends are so in and out so
quickly, right?
Um, with whatever.
And I laugh because the kidsright now, my boys, and then
everyone else I see, they'recurrently infatuated.

(15:54):
And Oliver, my oldest, he toldme it's already over with, but
uh, of six seven, of everyonesays six seven, and no one knows
what it means.
Uh, and so I asked Elliot, who'snot just the dweeb of when I
ask, hey, what's six seven?
And they're like, Oh, six seven.
I'm like, no, no, no.
And he said, Well, dad, I thinkit was two basketball players

(16:16):
that were talking and they wereasking about how tall somebody
was, and they were like, Well,it's six or seven, and then it
just caught and trended fromthere.
But like, if you're constantlyimitating these trends, is like
they're just saying stuff theydon't even know what it is.

SPEAKER_01 (16:33):
No clue.

SPEAKER_03 (16:34):
Right.
And so then then in business,like, hey, this is what we're
doing, and this is the processwe're doing.
It's like, do you know why?
And they're like, No, but one ofmy mentors, that's what they
say, one of my mentors, I followtheir doing it.
Well, they don't know their whyand why they're doing it, right?
And they don't know their gameplan and their their whole
business model.
And so they're just copying it.

(16:54):
What will happen though is thementor, who is a proper
businessman, was doing somethingsecretly behind the scenes to
create something, and then hemoves on to something else
silently in the background.
And the imitating person isstill trying to imitate that.
Well, that trend has already setsail, right?
It's already sunset, and you'restill riding that train and

(17:16):
you've got your team all goingthat direction, whether it's a
way that you pick up and deliverthings or the way that you
transact online, like COVID,when everyone said, hey, you
need to be able to do 100% ofyour online purchases online,
and they kept pushing that andpushing that and pushing that.
And so if you just had your headin the mud trying to do that,

(17:36):
you would completely miss whereit kind of had adapted and moved
to be dual.

SPEAKER_00 (17:42):
Yes, I think it's so, so important.
And you can have thisconversation with your team.
Don't hear us saying that it'sbad to do trend or anything
else.
Be trendy, but be transparentwith your team and say, hey,
with doing this trendy things,we're gonna stay to our core
thing, but we're gonna go hereand then go here and then go
here and then go here.

(18:04):
And it's okay to do that ifthat's what you're following and
going over.
Yeah, it's not fully emerginginto it and not paying any
attention to anything else, butbeing able to be um mobile and
moving throughout those.

SPEAKER_03 (18:18):
Yeah, you got to be adaptable and and to realize,
hey, here's what we're gonna do.
We're gonna we're gonna work onbeing trendy to stay relevant,
but we're gonna make it our own.
Sure.

SPEAKER_00 (18:26):
You know, so all right, fun fact, what do you
got?
Absolutely.
Roughly what percent ofconsumers say they can't tell
brands apart anymore.
Wow.
This is probably pretty high.
So I got easy of A of 25%, B40%, C75 or D90.

SPEAKER_03 (18:43):
You know, if you think about that, of like what
um brands have done, whetherit's a jingle that they've
created or it's the color of theclothing they wear, the
background.
People work super hard to havethat.
Yeah.
If you're not careful, and ityeah, if there's a copycat,
they'll remember it, but theywon't exactly remember who it

(19:07):
was.

SPEAKER_04 (19:07):
Yes.

SPEAKER_03 (19:08):
Right?
You might remember the JGWentworth 877 Cash Now, but you
might not remember it was JGWentworth, right?
Or you might, whatever it was,so you have to be careful.
So 2540, 75, or 90 percent arepercentage of consumers they say
they can't tell brands apartanymore.

SPEAKER_00 (19:26):
Yeah.
75% is the answer.
Wow.
75%.

SPEAKER_03 (19:31):
So you do need to be unique in your branding.
Yes, you have to be so unique.
Yes, that that's crazy.
That's right.
75%.

SPEAKER_00 (19:40):
It's somebody came in the other day, and I love
this.
And uh, she was ordering a carand was going over it.
It was a um lady, and she wastalking about going through, and
none of us as brothers were everlike, hey, I'm Taylor Lewis, or
I'm Shelby Lewis, or whoever itis.
We just we're Taylor, Shelby,whoever, and we walked through
it.
And I'd said, Yes, ma'am, uh,thank you so much for coming in

(20:03):
and doing this.
I'll finish your paperwork up.
And uh I'd said, My name'sTaylor, and she she said, Oh, I
know who you are.
You're one of the Lewisbrothers.
It's like, ah, yes, I've beenloving that.
We're branding that and goingthrough so it's so fun whenever
you get a fun brand, you get afun image, and then you can
really dial down on that becauseyou never want to be like, oh,

(20:23):
I'm one of those guys.
You want your brain to do thatto me.

SPEAKER_03 (20:26):
Yeah, yeah, yeah, yeah.
It sets the lure for you.
It's funny because Matt told methe same same outcome, different
scenario.
He was walking across theparking lot coming to a meeting.
And when Matt's on a terrent ofthis and that, like, right?
He's left 30 seconds betweenthis and that.
Uh and the guy was rolled downhis window, was in a truck on a
Friday morning, which are sobusy.

(20:48):
And he was like, Hey, sorry tobother you.
Uh, you're one of the Lewisbrothers, right?
And he's like, Yeah, and younever know what's coming from
that, right?
And he was like, Yeah.
He said, Hey, I just got to letyou know I moved from Texas, um,
and I had a lot of options anddealers down there, and I had a
lot of dealers, and then I had afew good people that took care
of me.
He said, When I moved here, Ididn't have as many options.

(21:09):
Like, thank the Lord there's notas many four dealers up here,
but there's plenty.
He said, and I've tried them allup here.
He said, and whatever you guysare doing, whatever your secret
sauce is, don't stop because itmakes you different.
It's good.
I was upset that I had to moveaway from my good dealer, but
you guys are doing somethingamazing.
So the brand right there, it wasjust like he'd seen it enough,

(21:31):
and we tried to plaster it inevery area to say, hey,
something's different here.
We take care of peopledifferent.
Uh, come see us, right?
So that that's a big thing.

SPEAKER_00 (21:40):
Those are so good to hear after you think it's so
bad.
You your head's buried inreviews or anything else.
So you get those good words ofwisdom that come from anybody.
So keep digging in, growing yourbrand there.
Hey, the danger of chasingtrends instead of strategy.
So diving through that, that'sbig of like we know that it can

(22:00):
be detrimental.

SPEAKER_03 (22:01):
So I think the big difference there of my thought
of chasing trends of versusstrategy.
Yeah.
Strategy is very strategic,right?
Not to be too cliche, but it hasa plan, right?
And before you said go, you satdown and said, What's the game
plan?
Yeah, what are we trying toaccomplish?
Like you have to begin with theend in mind.

(22:23):
Like, what's the game plan?
And then you backwards fill howyou fill that in, right?
So that's strategy.
And that's the game plan youtell as many people as you think
you need to, and then say, here,let's go.
Chasing trends, you are just, Imean, it's like you're snipe
hunting, right?
You're just over here, overthere, over here, and you have

(22:44):
no clue.
And so that there's you'll loseyour north star of what your
game plan is.

SPEAKER_00 (22:49):
Very fast, very fast.
So going into how copyingcreates internal confusion, then
I think that's what we justtalked about.
If you're bouncing around fromleft to right, all around
blindfolded, it createsconfusion not only in you, but
worse, your team.

SPEAKER_03 (23:05):
Can I uh tell you this that one of our people in
our uh fix ops department andour service department, and we
work hard on this, not hardenough apparently, uh, which is
a-okay, right?
We always need to check up fromthe neck up even us, right?
Mostly us.
Um said, Hey, I need some help.

(23:26):
I don't understand where we'regoing.
I don't I don't know our gameplan and our vision, and it
slapped my face like what whatdo you mean?
And they didn't tell medirectly.
I wish they would have told me,but I heard it through a
supervisor.
I was like, what do you mean?
Like, here's our game plan.
We built this to be able toserve more people, right?

(23:48):
To offer a better experience intwo ways.
One for the customer that comesthrough here.
So hopefully we can make them acustomer for life and they keep
coming back.
But most importantly is for ouremployees that they have a place
that they can enjoy, coming towork to every day, that we care
about their health and wellnessof all the things we provided,
that we care about their stateof mind while they're working.

(24:10):
And so that's our vision and ourgoals to continue to grow
because the more people we canserve, the more people we get to
hire, and the more people we getto continue that routine.
And I was like, man, how is thatnot like crystal clear?
But then I was like, you knowwhat?
Like, I need to plaster that onsome walls some more.
Yep, you know, and so at first Iwas like in my mind, I was like,

(24:33):
what in the world?
They don't know our vision andwhat we're doing.
But then I was like, no, this isopportunity, like to give to be
very crystal clear what ourgameplay is, so what's the
strategy?
And some people need it brokedown way more, yeah.
Right?

SPEAKER_00 (24:47):
But no, that's so that's so good and to know, and
on the other side of it, to notget aggravated whenever that
pops up in front of hey, it's aquick gut check to you to say,
Oh man, okay, I gotta do betterat that.
Circle back around and reallydouble down on that and hyper
focus, and then you can move onwhile that is retaught to the

(25:09):
team of hey, this is what we'redoing.
Why being different isn't aboutbeing louder, it's about being
real.
So not necessarily holleringyell and say, hey, look at me,
but real deal, I'm involved withthis and I'm moving forward.

SPEAKER_03 (25:24):
You know, it's no different.
I I saw this reel last night onInstagram and I saved it because
it was relevant.
I think we can apply, but thislady was essentially selling
social skills, right?
And I'm not talking about socialabout talking, I'm talking about
social media.
Uh, and that's something we haveto keep our eye on constantly,
but um, because that's that'sour form of advertising or a big

(25:46):
form of it.
So she was talking about trendsversus strategy, kind of this
exact same thing, but she waslike hashtags, not relevant,
right?
And so she just brought up shewas like carousels, super
relevant, and so then she saiduh trendy auto audio, not
relevant, and so she debunked abunch of stuff, she was putting

(26:07):
them in two categories, and Iwas like, Whoo, didn't think
that one.
Yeah, worked really hard on thatone, I guess not relevant.
Yeah, and she might just beselling something, right?
A course or something.
But then she said, nowstorytelling is that important,
and it was so important.
She said, Hey, one of the mostimportant is that people, as

(26:28):
they continue to see the samepeople, the same faces on your
social, they start relating tothat.
They'll slow down and won'tscroll as fast.
And then they start seeing thatyou are intentional and you're
real, and then you can starttelling more stories.
Like people love social foreducation, yep.
Or they want emotions like makeme cry, make me laugh.

(26:49):
Yep, you know, one of thosethings.
Those are the most shared oremotions or how to.
That's why YouTube has so manyvideos of when we can't figure
something out, we're gonna go toGoogle, it populates YouTube and
it says, here's how, right?
Or at least someone's gonna tryto tell you how.
So she said if you continue todo that, and in her click
funnel, she said, then in theend, then you can start selling

(27:11):
products to those people becauseyou have created well enough
awareness that you can trustthis person.
They're telling a story that isreal, it's not something that's
trendy, and you're not chasingthis and chasing this viral hack
and doing this dance.
Like it's okay to be funny, butit's not gaining any traction.
And then in the end, you you'veearned the trust to start
selling something online tothose people.

(27:33):
I was like, that is so good,right?

SPEAKER_00 (27:34):
That is so good.
That relates back to the basicsof sales.
Whenever you get in sales,people think about, hey, I gotta
dive down in the vehicle, Igotta do anything else.
Whenever you first meetsomebody, whenever you first
start influencing someoneonline, it's about building
rapport.
I'm not selling anything tostart off.
I'm asking you how you are, howthe day's been going, what you

(27:57):
had going on, what you did overthe weekend.
So relating to what things aregoing on right now before you go
forward asking for business,before you start pitching your
idea.
Yeah.
So that's so good to remember.

SPEAKER_03 (28:09):
Yeah, absolutely.

SPEAKER_00 (28:10):
What happens inside a company when originality
disappears?
Anything, right?

SPEAKER_03 (28:17):
Anything except you want to specifically happen.
So when originality disappears,then everyone has their own
voice and their own direction.
When someone says, I don't knowwhere we're going.
And so they're like, hey, what'syour core?
Like, what do you stand for?
If you've lost your originality,who knows?
Yeah, right.
And so then what you do is youleave that up to interpretation.

(28:39):
If 70% of your employees arethree years or newer, if you
haven't gone back around andgone over core values, how we
handle customer, what ourexpects expectation is, why
you're important as an employee,and those core things, if you
haven't done that, and there wasa good there was uh these might
be backwards, 87 employees thatare a year or less.

(29:02):
Yep.
87 people.
So if you think we do that allthe time, are you sure that
you've done it in the last year?
Because your originality, yourreason, or your why, or your
company vision, it it they mightnot ever get to experience it.

SPEAKER_00 (29:17):
No, what we figured out there is what we've had done
because there is too many peoplefor us to one-on-one sit down
with every single day.
Now, we still walk through everysingle department.
I'll say hello, how are youdoing?
Talk to everybody that I can,but I can't physically do that
and do my job every single day.
It it's not constructive.

(29:39):
It's it starts being, it goesbackwards.
So what we've really figured outis diving in with managers and
the hyper focusing of hey, I'mgonna do this, I'm gonna stay on
you.
You need to really focus on thisand still continue to go around
and do the other.
So I that's good.
Whenever your originalitydisappears, it becomes everyone

(29:59):
else.
Else's own vision of how theythink their best is or what they
could do best.
So you don't want that tohappen.

SPEAKER_03 (30:08):
So much so.
All right, Mythbusters time.
If it works for them, it worksfor us.
Mythbuster, here's the myth.
Like what?

SPEAKER_00 (30:22):
Well, it's funny enough, we see it a lot because
we pour a lot of heart and soulinto everything that we go and
do.
And people in the automotiveindustry, especially in
Northwest Arkansas, know that.
They know that.
So we'll laugh whenever we seeanything that we've done and
really double down on, it getscopied up and down the road.
And it's always like, huh, Iguess they are watching.

SPEAKER_03 (30:45):
So that is that that is true, right?
But but not withoutintentionality.
Right.
If you don't have all thelayers, if you just know it of
surface value, if someone inyour organization has not
properly dissected what it isthat you're copying, it will be

(31:07):
short-lived.
Uh-huh.
Right?
The reason of a trend, or reasonwhy they do that, or reason why
someone does this and they copyit.
What work for them will work fortheir customers, their culture
and their timing.
But copying just puts you a stepbehind.

SPEAKER_04 (31:22):
Yep.

SPEAKER_03 (31:22):
Right.
So you're you're emulating,you're copying something that
they've been doing.
Well, chances are someone who'sa leader is already working on
phase two, phase three, phasefour.
And so if you're copying them,all you're doing is trying to
keep up with bare minimum forwhat they were doing, which was
generally in the past, right?
And where they really miss out,even if they just had a really

(31:44):
good copy strategy and they hadone person just hyper focused.
If you think of Google and Appleor Apple and Android, if you
just copied them and neverworked on innovation, you would
always be a step behind and youwouldn't know how they did this
or how they did that.
Like you would have nooriginality.

(32:04):
And generally you wouldn't havethe horsepower because it wasn't
your idea, right?
And you wouldn't have thepassion because it wasn't your
idea.
You're just copying it to try tostay relevant.

SPEAKER_01 (32:16):
Yep.

SPEAKER_03 (32:17):
Right.
While leaders are innovative andthey're saying, hey, here's what
we're doing, here's where we'regoing, here's the next disruptor
in our industry.
And everyone's saying, wow, andyou've got two years of worth of
research on this thing, like ourLewis guarantee.
Hey, let's bring this.
I was talking to a customer onthe phone right before this, and
they were like, We came herebecause you offered this, this,

(32:39):
this, this.
Yep.
And I was like, that's adifferentiator, right?
And then we have the thehorsepower behind that.
And not always not alwaysexecuted perfectly, right?
Uh, but you generally have thatupper hand there.

SPEAKER_00 (32:52):
No, that's really good.

SPEAKER_03 (32:53):
All right.
So, third topic we want to justkeep breaking this thing down
about the copycat, what's right,what's wrong, is originality
isn't just creative, it'sculture.

SPEAKER_01 (33:03):
Yeah.

SPEAKER_03 (33:04):
So think about that.
That originality is isn't justcreative.
Like that doesn't mean, hey, Ijust kind of came up with this
idea and it's uh originality.
It's cultural.

SPEAKER_00 (33:15):
Yeah, and that's so important to know.
And you really start to see thatwhenever let's talk about
whenever a stressful situationpops up, and then we can see,
hey, how dialed in is that teammember?
How dialed in is that manager?
Because whenever an angrycustomer comes in, something
doesn't go right, another thingdoesn't go right, and it
continues to domino down.

(33:35):
How do they how do they controlthat?
Where does their culture reallycome out?
So our culture obviously isdeep.
We're the ones that have taughtit and brought it and learned it
and everything else.
So talking about culture,whenever you're going through,
it's just so important that yourteam knows, hey, this is real
deal.
Because whenever instances comeup that it's difficult or

(34:00):
anything else, that's wheneverit shows.

SPEAKER_03 (34:03):
Yeah, and that's important of understanding that
it's not, it's not your visionor your culture, right?
It becomes everyone's.
And so that culture, like yousaid, in a tough scenario, you
know, everyone has a plan untilthey get punched in the mouth.
Oh, yeah, is what they say.
Absolutely.
True colors come out not whenpeople are winning, but it's
when things get difficult.

(34:23):
And so if you can see, andthat's one of the most important
things that we go overconstantly and say, hey, if
there's an issue, please 100%take responsibility for it
yourself.
The first person to contact, Idon't care who it is throughout
the entire company, say, youknow what?
I apologize.
I take full responsibility.
Let me get all the details andwe're gonna get to the bottom of

(34:44):
this and find a solution.
And like if I said no morewords, that would at least allow
them to understand that you needto relieve pressure from a
situation.
Yes.
And so if I can help themunderstand that that's our
culture, and by our I meaneverybody, that the customer
will be like, hey, that'sdifferent.

(35:06):
That it's not just creative,it's your culture.
Yes, you know, we're not justdoing this for eyeballs, it's
because it's real, it's genuine,and it cares.
We care, and we care about onboth sides how an employee.
And so some employees struggleso hard with that, like, so hard
of saying, like, no, it wasn'tmy fault.
Well, somewhere along the line,it was because you didn't train

(35:26):
the time tools training, youdidn't equip, you didn't have
the person in the right scenarioto handle that.
So it was your fault, and it'smy fault because I employed the
person to be able to handlethat, and I didn't train
specifically and follow up withthat and show KPIs for it.
But if you can help them, thenthat's your culture, right?
It's not just being, hey, I wantto be creative and I want to

(35:50):
make it my own.
So originality is not justcreative, it's culture, and
that's what makes the differencethere.

SPEAKER_00 (35:56):
You know what I love the other day, and you forget
about this, other industriesoutside of the automotive
industry.
People that are in theautomotive industry of a real
deal good, good run businessdon't realize how much we do for
the customers.
And customers sometimes don'tunderstand that.
But I was recently have uh somework done at my house, and they

(36:17):
were putting a uh moving apropane tank and putting it in
the ground.
And we mapped it out.
He'd called uh Arkansas,whatever underground utilities
said, Hey, he'll mark this.
Said, okay, great.
I was at work.
He called me, he's like, uh hefirst starts it out, calls me
and says, You've got a problem.
He said, Okay, you've got aproblem.

(36:38):
That starts it out great.
So of knowing he's like, You gota problem.
And then he said, uh, I hit yourpower wire going to your shop.
I said, Okay, great.
And he said, Well, I'm gonnafinish out this line and then uh
I guess you can get a hold of uhuh electrician or somebody to
come and work on it.
So I got off the phone, I waslike, Yeah, absolutely, man.

(36:58):
I said, I'll have my wife turnoff the breaker so you can
continue going on, like notoverreacting because I can
handle the situation.
But I got off the phone, I waslike, this guy just dug up my
yard, tore up my power wire, andthen told me to fix it.
I would love someone to come inour business and I could say,
Hey, I messed this up, but youfix it.

(37:21):
And then I started laughing.
I was like, no, no, I'll callsomebody went through the day.
And so a couple days later, Iget a call from a manager thing,
and he said, Hey, I'm so sorry Iheard about this.
We're sending an electrician outthere right now to get this
taken care of.
So it's not industry standard,but I love seeing whenever our

(37:41):
team can win, take ownership,take responsibility.
We know you aren't directly theone that made the car fail or a
part fail, but you're there tohelp facilitate the whole
process.

SPEAKER_03 (37:53):
Right.
It's one of those things like weknow that you didn't build the
car.
Yeah, we know that you weren'tthrough the entire process, but
you are their point of contact.
Oh, yeah.
Like that person who was movingthat was your point of contact.
And so you have to be very,very, very intentional to make
sure that person realizes whatis your game plan and what's

(38:17):
your vision and how do youhandle a situation.
And it's more important to goover how you handle bad
situations than good situations.

SPEAKER_00 (38:24):
Because there's gonna be way more.

SPEAKER_03 (38:25):
Yeah, good and good comes natural, right?
That that's so funny because itit's just kind of I'll tell you
uh story, because stories peoplelisten, right?
And just like yours, I lovethat.
So we have this house that's uhjust it's a hunting cabin out in
the middle of nowhere, and sowe've paired this thing

(38:46):
together, you know.
We've general contracted thisthing and had a guy do this and
a guy do that, right?
And it's great.
Like all the things have worked.
Well, we're not out there allthe time, and uh, we realized
one time uh in the spring afterrain that uh the back part of
the house is kind of up againsta hill, and those are bedrooms

(39:07):
and they have carpet.
Well, the front part of thehouse, the living room, is tile.
We went out there and the tilewas wet.
It was like, huh.
So then we got to look in, and Ithink I'd taken shoes off and
we're walking in the bedroomsand socks were soaking wet.
Like, what the heck?
And so we went in, there's threebedrooms, and so we were in
those three bedrooms.
It's like, well, this one'sgood, and well, this one's wet

(39:27):
here, and then this one's like,ah, this one's flooded.
Yeah.
So I'll spare you the long storyof figuring out, like, okay,
what's going on the back of thewall?
What's going on?
Well, when we had uh themini-split air conditioners
installed, we said, hey, wedon't want all the lines on the
outside of the house.
So while we're building it, wewere able to duct all of the
HVAC and stuff inside the house.

(39:50):
And so it's in the wall, inbetween the outside and the
inside of the drywall.
So there's a good amount,probably six holes, maybe eight
holes, three inch holes in thesiding that they ran all this
stuff through.
And so I was out there and I dugup the concrete pad for the ACs.
I was out there, you know, I cango wild on my day off, right?
And I was like, think I got itfixed.

(40:11):
I disconnected this concretefrom there.
And then I got to looking at theholes and I was like, there's
six or eight three-inch holes.
Pretty large, pretty large, thathave no caulking, no filling, no
foam.
And so I text the HVAC guy who'sa good friend, and I was like,

(40:31):
hey, when you guys do this, doyou normally fill these in?
And he was like, um, yes.
And then he texts me back, he'slike, actually, generally we
leave those open so the generalcontractor can finish them out
when they're doing the sidingstuff.
Well, the siding was all done,right?
They had rained those longbefore, and so they came and set

(40:52):
the units.
And so I was like, Oh, can yousend somebody out to Silicon or
do I need to get some?
Like, it's gonna rain again intwo days.
Because it this had happenedmonths and months and months to
finally figure it out.
He's like, he tookresponsibility.
He's like, hey, let me getsomebody out there.
And so then I called the carpetplace.
I was like, hey, I need somemore carpet because I had tore
all the carpet out, threw it outthe window, and was like, hey,

(41:14):
this is moldy.
And uh, so then I just paid forit and was like, oh, figure this
out because I needed the end tobe fixed.
And he then was like, hey, youknow, I feel like the
contractor, right, should have,or the signing people should
have finished it, but he waslike, Hey, if you need me to
take care of it, just let meknow.
So in the end, he he said hewould make it, right?

(41:35):
But it's so difficult thatsometimes outside of my
industry, someone just points tosomeone else.
Hey, it was this person, hey, itwas that person instead of
saying, I know, and like somehowan automotive, and maybe it's
just us because we takeresponsibility for everything.
Yes, that we just get kicked inthe teeth, but it makes us
better.

SPEAKER_00 (41:54):
It does because whenever I was sitting talking
to managers telling them thatstory, they were like, No, uh,
no, sir, we we go through andtake responsibility.
I'm like, ah, yes, I love that.
I love that.
I wish more people could reallysee how much we care, help,
offer everything else.
But it's so good.
We get to win in so many otherareas because whenever we're

(42:14):
outside of this industry, it'sso easy.

SPEAKER_03 (42:16):
Yeah, it's most definitely.
All right, think about this thecourage to look weird before you
look right.
Think about that.
Like, you know, sometimes, youknow, if you're setting a new
trend trying to bring bellbottoms or corduroy back, yeah,
you're probably gonna look weirdbefore everyone starts copying
it.
Yeah.
Right.
So, how do you go through thatof you, but most importantly,

(42:40):
because it's gonna be your team.
Yes.
How do you encourage them tohave the courage to look weird
before you look right?

SPEAKER_00 (42:47):
Oh, you definitely have to dive in and you have to
be bought in because you gottaknow no different than if you
shave your beard off or go intochange clothes or anything else,
like you're just as proud as ifyou had the most trendy thing on
because that's the way you gotto sell it.
And if you're not selling it,your team sure as heck is not
gonna follow behind you on that.

(43:07):
So you got to realize there'sgonna get some backlash and
you're gonna get funny commentsand um reactions from everyone
else.
That's okay because it'sdifferent.
It's different, it's differentthan what you've been doing, and
it's different to the consumerslooking at it.
So you need to be okay withbeing uncomfortable in that

(43:29):
moment.

SPEAKER_03 (43:29):
Change is going to come when you become
uncomfortable.
Yep.
Right.
And if change is what you'reafter, of good change, you're
gonna have to be willing to beuncomfortable.
And just realize that.
And once you do understand that,no longer is anything really
gonna throw you off.
If you've never made a socialmedia video, if you've never

(43:51):
recorded yourself the mostawkward time, and the worst time
and the worst results will beyour first time.
Yep.
Right?
But then realize it's not a bigdeal.
It's not a big deal.
Hey, good results came fromthis.
My team is watching because whatyou cannot do for long term is
say, hey, I want everyone to dothis, and they never see you do

(44:13):
it.
Yep.
They've never seen you gothrough this thing.
So you have to lead from the topand say, hey, here's what we're
gonna try to do.
And I know this is gonna be alittle bit weird.
Yeah, but I want to get outthere and get weird with you.

SPEAKER_04 (44:24):
Sure.

SPEAKER_03 (44:25):
And then we'll figure it out.
Right.
And then they'll be like, hey,you know what?
Okay, I get that.
And we see that all the time inthe way that we order parts, or
the way you handle customer andservice, or the way that we meet
and greet a customer, whateverit is, like the automatic car
wash, that was so hard for ourteam for the longest time to
just say, hey, and it wasprobably because I came up with
an agreement, you know, thatthey had to have the customer

(44:47):
sign to say, hey, if if yoursunroof falls in while we're
washing your car, that's not ourfault.
Yeah.
I was trying to remove someliability because we already
have enough out there.
Sure.
And so they were they were justlike, I'm just not gonna offer
the car wash.
Yeah.
And then they realized I wasgonna keep asking them if they
offered it, and they were like,Well, no, they didn't want to
sign the waiver.
Like, all right, we'll run itthrough.
And we've ripped a couplemirrors off.
Just replace them.

(45:07):
And we just glue them back oncorrectly, you know.
Uh, but it's gonna get weirdbefore it's right.

SPEAKER_00 (45:14):
Absolutely, and you have to be okay with that.
For it to be successful, youhave to be okay with that.
Right?
Don't go in thinking I'm gonnaget my feelings hurt and I can't
do that because it will not besuccess.

SPEAKER_03 (45:24):
And understanding that standing out comes from
clarity.
Clarity of your purpose, yourgame plan, where you're going,
how you want to get there.
Knowing who you are and what youstand for is so important.
Yeah, and that's just in yourclarity of understanding that.
Absolutely.
So, how do you encouragecreativity on your team without
losing focus?

SPEAKER_00 (45:43):
I think you definitely have that open door
policy that we've talked aboutthat you are always accepting,
but you have your key triggerwords, sentences, phrase,
whatever you go over and how youanalyze people that come to you
of, hey, why and how are weputting that in place?
And you're always receptive ofthat, but you don't ever jump on

(46:03):
every single trend.
So you encourage that.
When somebody finds a reel or aTikTok or some sort of um thing
they've seen off of social andbrings it to you, it's not like,
hey, get back to it, go to phonecalls.
It's oh yeah, man, let's look atthat.
Or you ask a couple of questionswhenever it's the right time to
go over that and you'rereceptive.

SPEAKER_03 (46:25):
Yeah, it's one of those things like if you look
around, we have so many servicesthat are gonna make something so
much easier.
And by that I mean a dashboardor data help this, or I mean, we
have so many third-partycompanies that we pay to help us
organize and create and allthese things.
Sure.

(46:45):
So that you gotta be carefulthat you're not, you know, in
trends.
You might totally be thinkingsocial, but a tr excuse me, the
trend like NADA every year has aconvention.
And you gotta go there to seewhat's changing, what's
different, but be careful not tosign up for the latest grace of
everything because put your handin your pocket.

(47:06):
Right?
Yes.
It's expensive.
And the even more expensive partis if you hire the wrong person
or the right the wrongthird-party vendor, they won't
do what you asked them to do.
Or they might completely fumbleand you think, okay, I paid
them, they should do it, handleit properly, and it completely
gets cut off.
And so you've you've shut downconnection or proper

(47:27):
communication with yourconsumer.
Yeah.
Right?
While you tried to be better,tried to be trendy, completely
miss it.
So how one last question.
How do you know when an idea istoo far out there?

SPEAKER_00 (47:39):
It it goes past, you know, your foundation of your
and and I'm speaking on the sideof like it's outside of either
would be your beliefs, yourmorals, your your practices.
Like we're not gonna bringsomebody in that's just dog
cussing somebody going throughthat's against everything that
we believe.
Not that they're not high energyand bring all the thunder and

(48:01):
everything else, but if it'ssomething so far outside of
that, it'll be more detrimentalto your your company than it
would be beneficial.

SPEAKER_03 (48:08):
The the reward is not worth the risk.
No, right?
And so that's one of thosethings that you look at like,
hey, that this person couldbring good value to us, but the
the the wake that they leavebehind them is not worthwhile.
You know, it's it's no differentthan you know, automotive
dealers for a long time whenthey need an uptick in sales,
they can bring in a third partyor a uh a sales weekend that

(48:33):
they have.
I don't even know the properterm because we don't do it all
the time, but uh where they havean off-site sale and they bring
in all these salespeople whodon't work for you.
Yeah.
And all these sales managers,and you know, if you think of
any icky used car movie thatyou've watched, it's those
people.
And so what they do is theypromise all these things, and

(48:54):
the end of the weekend they solda lot of cars, and you were a
part of it at some fashion.
They sold your cars, and therewas a couple salespeople that
drifted along, but they wenthard and they promise all these
things, and then you're leftwith a customer with all the
questions and all the what ifs,and the reward was not worth the
risk.
So you have to be careful there.

SPEAKER_00 (49:14):
Absolutely.
That's good.
So think about this.
I mean, how do you personallykeep the business from falling
into the copycat trap?

SPEAKER_03 (49:24):
You know, uh and I'll ask you that as well if you
have a different version ofthat, but um I think that's
really easy for me because I'msuper reserved.
Yes.
We are generally super reservedin not going forward.
Now, on the you know, not likechasing this and this and this.
At the same time, we've had topush ourselves to progressively

(49:47):
not miss out on, you know, theclassic we talk about stewing,
you know, where dad said, Hey,let's let's let them stew and
think about this.
And if there was a 24-hour rule,it was probably like a seven-day
rule.
Yes.
You know, so I generally we'rewe don't fall into the get rich
overnight scheme.
You know, so I think we have tobe more careful that we're not

(50:10):
too conservative to miss onopportunity.
Yeah.
Right.
And that that's in the lastcouple of years we've worked on
that of forward thinking ofhiring some other people and let
letting them with their ambitionchase that where that's not our
natural knack.
What's your thoughts on that?

SPEAKER_00 (50:28):
Of how do you personally keep the business
from falling into copycat trapor you know, I I love that a lot
of our business decisions aremade within being brothers and
um being business partners aregoing through there, but we
always bring it to each other'sattention.
So if one of us is reallyexcited, we can bring the the
whole thunder and flare with itand everything else.

(50:50):
We have two other soundingboards that are non-biased.
Obviously, want to support beinga brother, but in business
sense, say, hey, that's wheneverI joke and talk about it.
It's like, uh yeah, let's uhlook at it this way.
And I'm like, all right, thatone's stupid, throw it out, and
we keep moving on.
But we all get excited aboutdifferent things.
So having our sounding boardthat we can bring it to normally

(51:13):
keeps us from diving straightinto something.
Never ever will you see one ofus come with a now small
decisions going and buying thisor buying that, whatever it is,
small, okay.
But changing a whole system,being able to go through, say,
hey, we're gonna buy all, switchall of our keys over to this.

(51:34):
Never have I been able to walkin and say, Hey, Matt Shelby,
we're gonna do this.
And they're like, Okay, great.
Did you already write the checkfor it?
No, we have to go through theprocess, and that's what really
helps keep us grounded on it.

SPEAKER_03 (51:46):
That that's so important.
And those are the filters thatwe've talked about, and that's
one of those things.
And realizing that we've leftour feelings in the car.
Yep.
We don't even know which carit's in.
Um, but just uh when you bringthat idea that like you bring
that, and it might be that wedon't say a word and you're
like, I'm an idiot.
I don't know why I thought thatwas a good idea.

(52:07):
It's like, nah, it's okay.
You know, sometimes you justgotta say it out loud, then
you're like, oh, that was dumb.
Or or like, hey, we're not thereyet.
Yep.
Right?
We're not there yet.
And so I say that jokingly, moreoften than not, it's like, hey,
have you looked at this, this,and this company?

SPEAKER_01 (52:24):
Yep.

SPEAKER_03 (52:24):
It's like, no, I had a guy that told me about this
one, it's like, okay, why don'tyou go look at these four other
companies, see where they're atin value and options and
features and and price, and thenlet's get back together.
And so by not just saying, hey,this is a trend, the flight's
leaving, I gotta get on it,write the check.
You're like, if it's meant to bethere'll be another flight

(52:46):
tomorrow, yeah.
I just need to do a littleresearch.
Do I really want to go toAustralia without having a game
plan of where I'm gonna stay,what I'm gonna do, how long I'm
gonna be there.
Right.
And so that's so good thatthat's just something that you
do.
And any business out there canhave that.
They can't, right?
You got to be careful who youshare that information with, but
you have a level person you canshare that with to say, hey,

(53:08):
what's your thoughts andfeelings about this before I
move forward?
No, it's always easier to say,hey, let's put this on ice
rather than say, hey, can youtear up that contract?
Yeah.
Right?
Like just just you just thinkabout it, right?
So absolutely.
All right.
Well, as always, that's episode62 of why being different is
harder, but also smarter.

(53:29):
Hey, remember always to check usout at LewisSuperstore.com for
all of our latest, greatest, andspecials.
Hey, and remember, you can comeget an oil change with no
appointment necessary.
We can even come to you with ourmobile service van for no extra
charge.
I mean, how much extra do youpay for Uber Eats?
And I do it often because mytime is important.

(53:50):
We will come to you as long asyou're not an old mobile, uh,
and change your oil to do lightmaintenance.
But we also offer free pickupand delivery.
So from your business, if you'relocal to our area, we'll come
pick you up.
And you can schedule that fromyour FordPass app or at Lewis
Superstore.com with the tabservice, and always check out
everything on CrosstogConversations Podcast.com.

(54:12):
We'll see you later.
Hey, if you enjoyed thisepisode, be sure to give it a
like, share it with your friendsand family, even visit our
website, send us the questionsabout what you want to know,
what you want to hear, tell usabout the automotive industry,
family business in general.
Who do you want to hear from?
Send them our way and we'll doour best to answer any questions
you have.
But make sure you tune in nexttime or we bring in another

(54:34):
guest and we talk more about theautomotive industry and all the
great things going on within ourbusiness.

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Ep.62 - The Copycat Trap: Why Being Different Is Harder (and Smarter)

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.css-14f5ked{margin:0;word-break:break-word;display:-webkit-box;-webkit-box-orient:vertical;box-orient:vertical;-webkit-line-clamp:2;overflow:hidden;}Ep.62 - The Copycat Trap: Why Being Different Is Harder (and Smarter)