The Many Factors Of Running A Successful Business

On Business Coaching...so many factors go into running a successful business. Tune in to listen as James & his guest, Doug Eberhart, discuss what effective business coaching can look like & what problems could be solved. Many business owners just want to do what they are great at but there are so many other variables that go into running a business that bringing on industry professionals, in most cases, just makes sense.

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Episode Transcript

Unknown (00:05):
Hey everybody, welcome back to now Season Two of the
marketing perspective. I'm Jamestonella, and I'm so excited that
we're back. It's definitelyoverdue. We have now added video
into what we're doing, whichwe're very excited about. You
get to see the faces along withthe voices. Season One was a lot
of fun. Thank you so much forbeing a part of it and helping

(00:27):
us grow it. I hope thiscontinues on. Please get out
there and share it, especiallyif you see value in the advice
that's being given. There's nosales happening on this. This is
all educational. What we'retrying to do is open your eyes
as business owners, to thesecategory by category. This is
what you need to do to help yourbusiness. If you could do it on
your own, great if you needhelp. Sometimes these

(00:49):
professionals can be the ones tohelp you. If it's out of your
market, if you're in anotherpart of the country, find
somebody in the same category ofwhat we're talking about to help
you, to come alongside you,because it's important,
especially when navigating whatwe have to as business owners,
especially in today's world,what's going on out there, which
we'll get into in a little

(01:09):
bit. I am very happy to haveDoug Eberhardt on today from
Eberhard strategies. He's abusiness coach, business
coaches. What's the differencebetween a consultant and a
coach? We'll get into that alittle bit, but I can tell you
personally that I have seen someof the clients that he serves,
and outside looking in, knowingwhat I know as a marketer, and

(01:30):
watching these companies, I ampositive that somebody is by
their side. I can see thedifference in how they are
navigating the waters asbusiness owners, their
businesses are thriving. They'renot just surviving. They're
growing. He is definitely verygood at what he does, and that's
just from the outside lookingin. Let's we're going to get a
little bit under the hood today,so it's going to be a little bit

(01:51):
of fun. I'm definitely lookingforward to that conversation,
but I want to tell you that wehave a lot of special guests
coming on this season, a coupleof surprises that I'm very
excited about, and I a couple ofpeople that will definitely lend
insights to categories that I amsure you're going to get a lot
from. So please continue to tunein. Again. We are bi monthly. We

(02:14):
are topic driven. You'll neverhear me give any kind of advice
other than marketing. That's whyI'm bringing on these experts
because that's what they do,which is one of the things that
I wanted to chat about realquick before I bring out Doug.
Why I like business coaches andconsultants and professionals in
that world? Because a lot oftimes as a strategist, I get
asked some of these questions,hey, can you fix this problem?

(02:37):
Well, I can identify it, and Ikind of understand it, but
that's not what I do for aliving. I stay in my lane. I'm
good at what I do, and I don'tdo the other things. So I love
being able to say, Listen, Ihave somebody else. Well, I
don't want to have to pay forthat. I said, Well, then I don't
want to have to market you. Idon't mean that badly. I just
know that

(02:58):
you heard me talk about it alot. Talk about internal
culture, I know that if theydon't solve the problems
internally, that all the moneyand effort and time that we
spend outside driving trafficback in the door will fail,
because we just spent a lot ofmoney driving them to the
competition, because when theycome inside the walls, what I
said out there doesn't matchwhat they're doing inside.

(03:18):
That's one of the common thingsthat happens now. That's the
only, not the only reason tobring on a business coach.
There's a lot of things thatthey're going to look at.
They'll get under the hood. Lookat your finances. They look at
your business plan. Whatbusiness plan you say, well,
we'll talk about that too. Andinside that business plan is
needs to be a marketing plan.There's a lot of things that
really, if you're going tothrive as a business and you

(03:40):
want to grow it beyond today andnot just pay bills and have it
be a company that is worth moremoney down the line, there's a
lot of steps that have tohappen. So I'm really looking
forward to having Doug on today,because I know, I know he knows
what he's talking about.
As a business owner. Now, for 20years, I've always kind of been
an entrepreneur. I've always inmy career, as I came up, they

(04:02):
once I got senior level, theyreally couldn't afford us on
staff, so I was always anindependent contractor. I just
didn't realize it. I worked atproduction companies for months
at a time, but I was, it was1099 I wasn't staff. You know, I
and I enjoyed what I did. Iloved what I did, as a matter of
fact, until I crossed over tothe agency side, because

(04:22):
production started to die in NewYork when I learned the other
part of the industry. But thelast thing I would say about
this is that 911 ended my careerin New York City, and that's a
long story. A couple of beersoffline, and I happen to tell
you what it made me was anentrepreneur. Now, I loved what
I did. I traveled a lot, made alot of money. It was awesome. I

(04:43):
really am passionate about whatI do for a living. I still am,
but that life change made me anentrepreneur, officially made me
a business owner. Never wantedto be a business owner. I like
going home at night and sleepingwell and not taking work home
and not thinking about, Hey, amI.
To make payroll this month. Hey,how come that person hasn't paid
their bills? Hey, why didn'tthat person sign that contract?

(05:06):
Yet? You know, as businessowners, we stress, and we take
it with us. You know? What willmake us stress less? Having the
right people around us, havingprofessionals that can advise us
correctly so we sleep better atnight, and this is one of the
things I highly recommend is, ifyou don't have a coach, if you
don't have somebody by your sideat helping you grow your
business, I

(05:27):
think it's a big mistake,personally. So with that said,
I'm kind of laying thegroundwork for Doug. I'm going
to bring out Doug Eberhardt ofeverheart strategies. Welcome
Doug.
Hey, good morning. How are you,James? I'm doing good. I already
had a little bit too muchcoffee, so I apologize in
advance.

(05:48):
It's a kind of day.
I was looking forward to this.If you heard what I was saying,
I kind of paved the way for ourconversation. I think that you
have an important role in whatyou do. And we're going to get
under the hood now and talk andgo deep, and you don't have to
give secret sauce. I just pleasedon't say any names. And,

(06:10):
oh yeah, right,
most definitely, yes everybody.Well, that's the thing about
coaching business, if a coach isnot for you, and working just to
support your own business andkeeping everything confidential.
You need to find that coach. Youneed to go find somebody else
very quickly. You know, that'sbecause that is just part of the

(06:32):
culture of coaching is makingsure everybody is comfortable
and being able to share whatthey need to share with you and
with each other back and forth.So it's kind of, it's a it's a
great thing to be I love it.Doug, let's take a few minutes,
if you will, and just telleverybody about yourself, how
you want to be in a businesscoach. Okay, so

(06:52):
I've been a CEO for more than 20years. I was running
organizations up to $25 millionand I had staffs as large as
5060, people. And about six,seven years ago, I decided that
I just was wanted to dosomething for myself, and I
wanted to work for myself, andso got trained, went to several
classes, became a certifiedcoach, and became the ability to

(07:15):
help other people and understandthe difference. And that's the
challenge with coaches in thisday and age. Right now, there's
several people just saying, Hey,I'm going to be a coach. I'm
going to hang my shingle out andsay, I can help people succeed,
and many times they can, but acoach has specific skill sets
that you're looking for. You'relooking for somebody that can

(07:36):
help answer questions byencouraging you to learn more,
by looking at what your businessis doing and moving forward. And
so ask people when you'recoaching, ask them, What
trainings Do you have? Whattrainings are you currently
going through today, and are youcontinuing to stay up to date on
the coaching, coaching trendsand the coaching skills that you
need to move forward and help mybusiness grow, and that's the

(07:59):
key to being a good coach,
when? So when everybody, anybodystarts a business, right? They
identify there's a need for it.There's an opportunity. I think
I could do this, and I can helpothers, at least. That's why you
would think somebody would starta business. So what, what need
Did you see out there? I saw ahuge need on CEOs. Primarily,

(08:23):
it's one of the loneliestprofessions you could ever get
and ever have. Your spouses,they don't understand your
family doesn't understand. Coworkers definitely don't
understand because they'rereporting to you. And so you
have no one to talk to, no oneto share the ideas. And I joke
you say, a coach, you can shareall your ideas with them and
never fear that it appear on thefront page of the newspaper.

(08:46):
And, and that's really crucialfor a lot of small businesses,
and for business owners, CEOsand C suite type individuals, is
that they don't have anybody toshare their ideas and concepts
and help them grow withoutappearing that it'll go out
publicly to everybody aroundthem. And and that's the need
that I saw, and that's somethingthat I can bring to the table,

(09:06):
the confidentiality, the abilityto hear and to listen to what
people are saying, and then toreally develop a concept and
idea to help that personthemselves go from point A to
point Z, and anywhere inbetween, where do they want to
go and, and I absolutely love itto see the light bulb go on and

(09:26):
and to be able to help peopleachieve their ideas and their
goals, for their themselves orfor their companies. It's
probably the most satisfyingthing I've ever done in my life.
It's, it's, it's, it's very hardfor me to explain the great
satisfaction I get out of theirsuccesses, but it's cool. It's
really nice. That's awesome.There's a couple of stories that

(09:48):
popped to mind, but I don't wantto take us too much off a
tangent, but let's tangent justa little bit, just to get us
warmed up. Can you just sharewhat was the oddest job you ever
had? Your.
Whole Life.
Oh, my goodness, this, see, theoddest job I ever had,
janitorials. I cleaned bathroomsand cleaned apartments for a

(10:10):
while. I worked with a with acleaning company, and that was a
little strange as far as beingable to get in there, because my
problem was, I was taught toclean extremely, extremely well.
And I was told by my boss that,Doug, you're costing me a
fortune. You're cleaning toowell. Move on. Let's go. Just
keep moving on. And so I hadnever been chastised for doing a

(10:33):
job too good. And that was thestrangest thing that I've
recalled from that job
in reverse. My I would say myoddest job was probably when I
was a PA the very first job inmy industry, the production
assistant, lowest of the low.You know, every poop, you know,
they say poop goes downhill.Well, literally, it went
downhill

(10:54):
one time. One example, we weredoing a commercial for Ringling
Brothers and Barnum and BaileyCircus back in the day, and I
was shoveling poop behind theelephant because we were on set
and couldn't leave the poopthere. Goodness gracious. I
said, Then why have animals? Idon't understand. So, yeah, we,
we have all done some things inour life that it's kind of
interesting.

(11:15):
One, one other question, if, ifyou wrote a book, what would you
write it about
the pillars of business? Whatare the three legs of a stool
that will keep your businessstanding strong and really
making sure that you can besuccessful?
And you know when you reallystart looking at a business and

(11:39):
you can have great operations,but if you have that's just one
leg of a stool, and it doesn'tmean you're gonna be successful.
If you don't have a greatmarketing and sales and lead
generation
part out there, that's anotherlittle key to what you're
having. And then you gotta havethat good management side of the

(12:00):
business as well, thatentrepreneurship, that vision,
that leadership moving forward,and when you start capsulating
Each one of those components ofthat stool, then you're going to
have a stable foundation whereyou can grow and really build
your business up and movingforward. And it's
having that strength and havingthat strong foundation

(12:24):
is crucial to having yourbusiness grow. There's many
people who've started theirbusiness and they're doing a
fantastic job, they're makingmoney, and they're doing
everything else, but I get toldtime and time again, Doug, I
started this business to helpother people, but I also started
it to make money, my profits arenot where they need to be.

(12:45):
And one of the things that Isuggest to people, I said, you
have to develop a process thatcan be replicated by each
individual that joins your firmand your team, whether that's a
two person team, whether that'sa 12 person or 100 person team,
if you can't find some way toreplicate and create a process
that can be repeated time andtime again, you're never going

(13:08):
to be able to grow your businessto the next level. And so most
businesses are missing processesand systems and
Doug, I don't want me tointerrupt Actually, I'd like to
dig deeper and talk aboutprocess so
open Pandora's box. So let'sjust go in.
That's it. Let's go through yourprocess as a coach, if you don't

(13:30):
mind, okay, one of the keythings that every coach should
be able to do is first listenand hear what that person's
saying
again. So time and time againthat one of the skill sets of a
good coach is not coming in witha preconceived process or
preconceived notion as to thiscompany needs X, Y and Z and

(13:52):
they're going to be successful.I had one my clients look at me
and said, Hey, listen, Doug,every
time we've talked to somebody,they said, we need to do more
lead generation. We need to domore of this. But he said,
You're the first coach that'sactually listened to what we
wanted to talk about. And wetalk about that issue, and then
we move to the next one. And Isaid exactly. I said, until

(14:15):
you're comfortable as a CEO, asyou're comfortable as a business
owner, having your questionsanswered. You can't ever move to
the next step. And so that's thefirst process, is listening to
what that individual says andreally work with that. The
second thing I strive to workthrough is a communication
style, really looking at howpeople communicate. How do they

(14:36):
hear things, and how do theyverbalize things back to others.
Went in one company, onebusiness, and I asked this
gentleman, and he called me. Hesaid, Hey, Doug, I've got a C
suite problem. They don't hearme. They don't listen to me.
They don't do anything likethat. Well, after a few moments
of conversation, I realized itwasn't the C suite people that
problem. It was the owner of thebusiness, and so we had an in

(14:57):
depth conversation with himabout.
How do we improve yourcommunication style moving
forward now, he was not veryreceptive of that idea, and
because he still wanted me towork with the C suite, and it
wasn't his problem. And so weended up agreeing that I wasn't
the coach for him, you know,because if he's not going to
listen and start at the very topand trying to improve his

(15:19):
abilities and his skills, thenthey won't go down further down
the line through his C suite.And trying to manage C suite
people, is a astronomicalchallenge in itself. The next
process is really identifyingwhere his challenge points are,
where the challenge points arein the business itself. And I
can go from anywhere fromoperations to employee handbooks

(15:45):
to strategies and strategicplanning, and whether that's a
functional strategic plan byarea. So maybe they need a
strategic plan for operations,or maybe they need a strategic
plan for sales or marketing andget to high level, 50,000 foot
items in out of the way, or comeback and do an organizational

(16:05):
strategic plan and look at eachone of those groups and find out
where the goals want to be. Ifind most people are so involved
in the business, they're notworking on their business. And
when you hire a coach, you atleast have that one hour or two
hours a week or month, whateveryou contract with that coach for
to work on your business, whichis imperative to growing your

(16:27):
business. So that's kind of theprocess that I use and working
forward. I can tell you, from myperspective, in marketing, the
client that's in front of me, orthe potential client, sometimes,
after listening and hearing,here's where they want to go,
and you got to get the bigpicture, you know, the next
steps. I mean, if you're doingit long enough, and you know,
this is what we want them to do,and this is how we want to guide

(16:50):
them, and this is how we knowthey'll grow. But when they're
not on the same page as that,and they they don't really make
that choice to dive in, it'svery difficult to be able to how
do I help you if you're notgoing to let me help you? You
know? So I imagine you havenights when you go home
little frustrated, you know,when that when you've identified

(17:13):
the problem, and let's say it'sa CEO, and that's a tough
situation, because it happensmore than not. It's a it's a
really common problem, and ifthey don't see it, how can you
effectively do your job? You'veidentified, this is what's going
on. And they're like, oh, no,it's not that. It must be
something else. Let's fire Bob.

(17:33):
Where Bob gets blamed, you know?
So it's, I imagine, even though,I mean, you're, you're a
business owner, an entrepreneur,but you're also taking their
pain home. I don't know aboutyou, but I know I do my clients,
if they're having a bad month,or if they're in some kind of
financial strain for whateverthe reason, or they made some
bad choices, or there's a PRproblem, I lose sleep, you know?

(17:58):
I try not to. I try, Hey, Ididn't cause that that's their
problem, but it's mine, becauseI feel like I'm a part of them,
like we're part of their team ortheir extended family. Do you go
through the same thing?
Oh, definitely. But you know,that's what makes you so good at
what you do is, is I telleverybody I said, you're not
just getting me for the hour ortwo as a coach here, you're

(18:18):
getting another brain that asI'm driving down the road or I'm
sitting there trying to watchtelevision, all of a sudden, I'm
thinking about your business.How can it grow? How can we make
it better? And that's the sameway that you do with your
clients and customers. And so wetake both the good and the bad
home with us, and everybody dothat. And I feel sorry for some
people that that I have toconsult with my coach because I

(18:40):
give my some of my, some of mychallenges that I'm running
through, because I have a coachas well, and I've worked with
other coaches across the countryto where we bring up these
challenges. Say, Okay, what aresome solutions you found that
have worked? And how does thiscome into play with you all? And
so you get not only a coachingperspective, but a good coach

(19:02):
will have assets and resourcesfurther out that they can reach
out and help solve the problem.I've got groups that have wanted
specific things, like, I'm not amarketing person. I can't give
you a marketing and brandingplan. I have to hire somebody
else to do that. You know, I'mnot an accountant. We have to go
to somebody, a CPA, anaccountant, to make sure that

(19:22):
you're staying within the lawsand regulations. You know, we
have specific companies,specific businesses, that focus
on items because of theintegrity, because of the
qualifications and thecontinuing education that they
need to move forward. And sothat's the reason why, as a
coach, you got to be able toidentify what you can do and

(19:44):
what you can do and really moveforward. So taking it home with
you is just part of thebusiness. And some nights, it's,
you know, you lose sleep forsomebody else. And just like
you, I tell myself, I didn'tcreate this. They were the crazy
people that did that. Why am Ilosing sleep? But.
But it's our job, to me, that'sjust part of what they get to
get when they get us. That'sright. I agree. That is very

(20:07):
well said. Thank you. I want toback up. I realize, I know we
jumped into process because youtook us there. But
can you differentiate a coachand a consultant, just so that
people understand? Oh,definitely. And, you know,
that's one of the questions thatpeople think when I introduce
myself to my friends, I say, oh,you're a consultant. I go, No,

(20:28):
I'm not a consultant. Aconsultant is somebody you hire
to come in and fix your problemfor you. I have been a long term
consultant with companies. Icome in and they will hire me. I
will work through this stage,and I will go take a project
from point A to point K, and getit done and finished, and then I

(20:49):
leave. And so consultant comesin and does that part, but at
the same time, that company hasto hire me again the following
year, because they didn't learnhow to do it. They didn't learn
the processes. They didn't learnhow to solve their own problem,
and so they have to hire anotherconsultant to come in the next
year to deal with the same issuetime and time again. That is one

(21:09):
huge distinction. A coach comesin and works with the decision
makers to help them learn how tosolve their own problems moving
forward. And that's a hugedistinction. So was a coach. We
come in. Yeah, I've got 20 yearsof CEO experience. I can
sometimes tell you the answer toyour problem immediately, which

(21:30):
will be a whole lot easiersometimes. But that's not always
the best solution, so sometimesthe best solution is helping
other people learn how to do it.Well, bless your heart, because
you have a lot more patiencethan I do.
I make a better consultant. I'ma better consultant than I am a
coach. I I can come in and so II'm A to Z. I want to solve the

(21:50):
problem. Listen, and if you'renot going to listen, if I've
said it 1000 times, it's why Icouldn't be a pastor like I've
been. I was encouraged years agoto be a pilot. I said I would
not. I'd be a good preachingpastor because I was a worship
leader, but I could not be thelet me sit down with you and
listen to your problems, becauseif we've talked about this once,
twice, three times, by the thirdtime, I'm smacking you like

(22:15):
solve the problem and let's moveon. You're You're wallowing in
the same problem, and businessowners do that all the time. We
and we expect a differentresult, but we keep doing the
same thing, you know. So being acoach, it's got to be difficult,
right? For you to watch them gothrough this. Yeah, it is. And
that's the,

(22:35):
you know, recognizing it takes90 220 days for somebody to
change a habit. And so one ofthe questions a lot of people
ask me is, so how long has thiscoaching thing got to last? And
I go, Well, that's really up toyou. And they go, I don't
understand that. I said, Well,how quickly are you in ability
to change habits and changeprocesses and everything moving

(22:57):
forward? And they go, Well, I'mquick at changing. I said, yes,
you're quick at changing. Howabout sustaining? That's the
question. Then I go, Oh, so aminimum of taking 90 days to
change a habit that you've had.Let's say I've run my business
for the last 15 years, and I'mdoing fine. You know, I'm making
5 million a year, but I want totake it to 10. I can't seem to

(23:19):
get over that hurdle. How do Istart growing my business? How
do I start getting to thatlocation? Well, you're going to
have to change some habits thatyou've had in the past. You're
going to have to be open to newconcepts and new ideas that
you've never thought about, andyou're going to have to probably
invest a little bit in this painpoint moving forward. And so
that's where that growth comesin and really looking through

(23:42):
that. So the patience is is,yes, it's hard sometimes, but
now it's also times that you canfire yourself as a coach. If
I've told somebody three or fourtimes they're not listening and
they're not doing it becausethey're too busy, their life
isn't in the way, whatever thereason, you can just look and
go, you know, I don't think thisis the right time for you to

(24:03):
have a coach. I think it's timefor me to step back, and when
you get ready, to really focusyour energies and time, then
we'll come back and we'll docoaching session. And many times
you just say that, and they go,What do you mean? You're You're
quitting. I go, Yeah, I saidyou're just not working out.
You're not listening, and I'mnot wasting my time. No need for
you to pay me my fee if you'renot going to be able to be able

(24:27):
to do it and to them. And somepeople, that's a wake up call.
They're like, you're right. I'venot been putting my energy into
this. I need to do so and forothers. So, yeah, Doug, you you
know, right? I'm excessivelybusy right now, and I'm just not
going to, I'm not going to spendtime doing it. I know I need to,
but I'm not going to. And that'sacceptable answer. I mean,
you're their own business owner,so you do what you want to do

(24:50):
and but that's those things, soyou have to be willing to fire
yourself if you don't havepatience, and if they're not
listening to what they're doing.And so listeners, if you don't
know.
So we didn't, we'll end with it.But I want you to know that Doug
is he's lives in Bowling Green.Am I correct in in Kentucky,
right? I'm in Nashville and buthe spends a lot of time here.

(25:12):
It's not that far awaygeographically. If you're
geographically challenged, lookat him out. I'm just saying so
we, you know, we know eachother, and we were recently in a
meeting together, and I broughtup a topic. So I just did a blog
recently about what is calledstagflation. Stagflation is when
recession and inflation meet.And I, in my opinion, I'm not an

(25:35):
economist. I don't play one onTV,
although my undergrad hadsomething to do with economics,
but whatever
we are in a bit of what I call astagflation, and
nobody's talking about it outthere. It's the weirdest thing.
I've never seen this, but it'shappening. And then we had a
lively discussion, and a coupleof points that I took away from

(25:58):
that. It was an economicdevelopment meeting, and Doug
and I participated in a roundtable. It was, it was, it was
spirited. Well, we'll say
yes, it was, it was a good day.That's right. I love those. Yep,
the best point that I took awayfrom it was actually from the
fractional CFO. And he said, so.So I think what I see behind

(26:19):
closed doors is cash flow is anissue with some businesses. And
he said, which was veryinsightful, that, and it was
Craig Cook, by the way, I don'tknow if you're listening, you're
in market. Craig Cook's a greatCFO, if you ever want to kick
his tires.
He mentioned that it's not hethinks people are just sitting
on their money right now, whichis more of a common problem,

(26:41):
especially in a recession,people just get really tight and
again, shameless marketer in theroom. I get a little stressed,
because some businesses willliterally stop marketing in this
kind of a market, and it's theworst thing you could possibly
do. I could tell you, theyabsolutely did that in the 2008
recession.
Did not come out of it verywell. Some of them didn't

(27:02):
survive. It was a mistake, andit's hard watching it. So what I
want to bring up not justmarketing Doug, but your
opinion, what you're seeing withyour clients, and how you're
advising your clients right now,based on what's happening in our
economy,
yeah, right now so many peopleare there, if they've got good

(27:23):
cash in the bank, they'recontinuing to spend the work and
move forward. There's still somein what I've seen right now,
this is just my opinion, and itcould be just totally off board,
but what I have witnessed isthat people with cash are
holding on to it. They'respending some and they're
investing it somewhere. Thosewho don't have a strong cash

(27:44):
flow, my recommendation rightnow is to cut expenses, increase
revenue, as strong, as high asyou possibly can. Now the kicker
here is, if you increaserevenue, you're going to have to
increase your marketing. You'regoing to have to increase your
lead generation and your sales.It's a brown it's holistic
approach, your branding, yourmarketing, your sales, all that

(28:05):
come together. And it has beenproven time and time again that
anytime you have weakenedeconomy, the groups and
organizations who spend onmarketing, who spend money
driving that actually come outof the weakened economy, much,
much stronger, and they'll seeexponential growth moving
forward into the future. And soI'm advising my clients to start

(28:30):
spending on marketing, wrappingit up, finding those people that
can help you sell, finding thoseorganizations to get lead
development and really make adifference in what your business
is doing. But now also at thesame time, if you're going to do
that, you need to make sure onthe back office, you're ready,
prepared for the growth thatyou're going to have and and

(28:50):
that's the key part, and that'swhere a coach could help you
make sure that you're set up andready to go. Let me flip that a
little bit. So what we try totell clients in this kind of a
market is, unless they're thebig bear, unless they want to
own as much market share as theycan, and like, beat on their
competition. At this time, we wekind of back off on brand
dollars, and we focus on leadgen, or I call it direct

(29:12):
response, and we get a littlemore concentric geographically.
So we tighten the belt a littlebit so so to help their cash
flow. But we still havepresence, and we're still
driving today's business in thedoor. Now the the flip side of
that is, if they have a thewherewithal and the and the cash
flow to really gain some marketshare at this time, it's a great

(29:34):
opportunity if you can do it tobecause your competition is
going to back off. So if you'reable to add dollars. And we've
talked about, you know, mymodel, like, I don't believe you
should go two to 6% of grossanticipated revenue is what I
believe established businessesshould spend beyond six is
you're not going to see the ROI.I know that agencies are telling

(29:55):
people do seven, eight, 10% it'sa mistake, and any.
Educated bank, a commerciallender, will tell you that you
just won't see the return. So ifyou're that company, you can get
up to 6% and gain some marketshare in this kind of a market,
but if you don't have the cashflow, this is not the time to
try to do that, because you maynot get it back timely to be

(30:18):
able to pay those bills. So youwant to stay in that three or 4%
range. So I, as much as Iappreciate you telling your
clients spend money inmarketing, I try to be very
fiscally responsible to clientsthat we serve, you know? Because
I'm not, we look at the longgame, you know? I don't. We're
not here to for five minutes tojust take money and run I want

(30:38):
that client for 20 years, and Iwant to grow their business with
them. I want to benefit fromwatching their company grow,
because I get my ions that way,sad but true.
So I've got a question. So whenyou say companies right now, and
I've got my own opinion aboutthis, do companies have a
holistic marketing idea concept,or do companies pick and choose?

(31:03):
You know, they'll do X andthey'll do Y and Z, and they try
to make it all come together,doing a small little things here
and there. Do you see the samething? Or holistic plan? Most
times I do not see a strategybehind the curtain. Most times I
don't either they're throwingdarts, they're some of the
things that the tools thatthey're picking are good tools,

(31:26):
but there's no cohesiveness.They're they're not in or the
tools have to come together andwork in a circle like I don't. I
don't want to make this aboutmarketing, but content
marketing, for example,theoretically completes a
circle, and everything onepoints to the other, and it all
goes back. And inherently, forthe most part, it drives the
site. Some companies don't dothat, but in general, it'll

(31:47):
drive to site at the end of theday, all the different aspects
of content. And there's so manydifferent things that you could
do there organically. But thesame thing happens in your
marketing strategy. If you'redoing digital advertising, if
you're doing TV or radio orbillboard, whatever it is that
you have out there, there's areason for each tool that you've
chosen, and there should be ameasurement of success for each

(32:09):
tool. Not all of them are directresponse. Some of them are brand
messages, and I do recommend upto about established businesses,
up to about 20% of branddollars. Why is that important?
Because people need to know whoyou are, know what you stand
for, know why you're differentthan the other guy. And if you
don't say those things, the leadgen, the direct response that

(32:30):
you're doing, will fail. Itwon't be as glorious as it could
be. You'll get 5% as opposed to30% as an example. So I don't
want to park Great question.
Well, that's that's one reasonwhy I asked is because, as a
coach, you know, when you go in,you look at companies, and you
start evaluating where theirneeds are and where they're

(32:50):
growing. You know, I mentionedearlier about strategic plans.
Strategic plans is functionalareas, and so if you don't have
a strong strategic conceptaround your marketing and
branding, then you're not goingto be as good as what you could
be. And I tell people, you spend$100,000 on marketing to get
zero ROI, or you can spend$10,000 or $20,000

(33:11):
and get a 10% ROI on or 100% or,yeah, you have to be able to as
a coach. You have to be able tolook at those items and give
them an evaluation of how wellthey're doing. The matter the
most people that I that I talkedto, is they don't measure their
return on investment. They don'tlead generation. You can spend

(33:34):
$40 for every lead, or you canspend $1 for every lead you get.
Measure how many leads yougetting, what you're doing. So
that measurement, part of returnon investment, takes time. It
takes effort. And a lot ofcompanies, especially small
businesses, say they don't havethe bandwidth. So you really get
that done? Well, if you don'thave the bandwidth, then you
need to fire and find somebodythat can make that bandwidth,

(33:57):
even if it's just some kid, youknow, fresh out of high school
looking to get into the businessworld, get them and set up some
parameters for them, to do someevaluation, and then send it out
to the experts in the field andto get that return on
investment. So good point. Iwant to flip it on you, because,
yeah, I don't see holisticapproaches. But one of the first
questions I ask is, do they havea business plan when I meet a

(34:19):
new company. And you probablycome across this all the time,
right?
Yeah, and the answer is no, theydon't.
Or if they do, it's like, it'son a shelf and it's gaining
dust, and it's just kind of, Oh,yeah. We had it done a long time
ago. Nobody looked at it, yeah,when I went to the bank to give
my startup cash, I had a goodbusiness plan. I

(34:43):
said, have you looked at in thelast 10 years? No, we're good. I
said, Okay. The other question Iask people is, how many do you
have an employee handbook? Andthe vast majority say no, and I
go, fantastic. If you don't haveemployee handbook, you're the
company that's most likely to beso.
Sued, and if you do have anemployee handbook, probably
won't be sued, because you'vealready figured all the

(35:05):
different things that you needto be doing as a company to
protect yourself and and reallylook at that. And you mentioned
earlier about commercialinsurance, or insurance for a
business, if you have not lookedat your insurance on an annual
basis for your business, thenyou're slacking. And that should
happen just by your insuranceagent calling and saying, Hey,

(35:26):
we need to review your insurancepolicy again this year. There's
so many write ons that you couldhelp save your money, save money
and increase your protection.You need to have somebody of
that skill set evaluating whatyou're doing every
year. So those are the thingsthat I'll talk about when we get
to his business coach. I mayneed to talk to you about that
offline. I just got mycommercial insurance bill. It

(35:50):
was more than double than it waslast year. And I called I said,
to be a mistake. Well, you know,insurance everywhere is going
up. And their answer was, well,you know, some people are paying
even more than you. I was like,you know, that's not an answer,
right?
Yeah, I don't want to hear that.That's not, that's not what I'm
looking for. Yeah, I want toknow why,

(36:12):
what caused this thing to go upthat much? And I got no real
answer. So Guess who's shopping?
Yeah, they don't. They don'twant to talk about all the
natural disasters across thecountry, out west and in the
south that's causing ourchallenges, correct? Well, I
mean, even look at residentialinsurance, you know, on the

(36:33):
coast, they don't even want toshare it anymore. You know a lot
of them.
Hey, you know the major we havea couple of more questions
before we jump.
I In the very beginning of theshow, I talked about internal
culture a little bit. I wouldlove it if you could expand on
that just a little bit today.What internal culture could be

(36:53):
in business today, whether it'stheir people services, their
consumer What are your thoughtson that.
All right, one of the biggestchallenges we have is a multi
generational communicationinside a company of any kind.
You have a bunch of people thatare my age, that are running
companies and and really good50s, 60s, and in some cases, 70

(37:17):
years old, that have a specificmindset, that this is how you're
supposed to work, this is howyou're supposed to do things.
And then you throw in theyounger generation, the Gen X's
the Gen Y's disease, and themillennials, all those different
alphabetical generations that wehave that are out there, and

(37:38):
they approach life totally andcompletely different than what
our expectations are. And so asinternal culture, you have to
create something where everybodyfeels safe, everybody feels like
they can share theirinformation. I give you one
example, so the latest peoplethat are coming into the
workforce feels like that theycan have a direct one to one

(37:59):
conversation with the CEO andsend them an email or letter
anytime they want to, and jump2345,
people over their supervisorsand go straight to the CEO. And
that can't happen. You know,they have specific criteria.
They have the chain of commandintentionally on purpose to do

(38:21):
that, because if you've got 200employees, you can't have
somebody even on direct to theCEO, unless that's the culture
you've created. But at the sametime, that's the expectations
that they have coming into theworkforce, that they can pick up
the phone and talk to anybody ifthey want to at any given time.
And that's not necessarilyaccurate. Now it can be if
that's the type of culture youwant to do, but you also, as a

(38:44):
CEO, you have to be sensitive tothat, and maybe have open Hall,
town hall meetings to where theydo have that aspect of having
that one to one, ability tocommunicate with you as a CEO,
instead of just blocking it out.Say no, this is what they
desire. This is what they want,and also the flexibility of
being able to work. How doesthat internal culture interact?

(39:06):
You know, we're growing up. Wethink everybody has to be in our
office for them to get somethingdone between eight and five
o'clock, and they've got to besitting in a chair somewhere.
Well, that's not the caseanymore, not with the outset of
technology office setting,especially, they're taking work
anywhere they can be, sitting atthe beach in Florida doing the
same thing they can do, sittingin the office, doing the work

(39:28):
there. And so you've got toreally look at your own internal
culture. But it's imperative.The one thing that has to happen
is they've got to feel safe.They've got to feel like
everybody wants to be heard,that they want to have some
ability to hear that. I'mconcerned about this. I'm
concerned about that, so they'vegot to be able to hear that. And
lastly is that the CEO has thelast word, but the CEO needs to

(39:52):
understand that they have tolead with compassion and
humility. Moving forward, itused to be the CEO had an iron
fist.
They'd come down with theirhammer, and we're going to do it
like this. You need to shut upand move on. And everybody got
in line, you know, we just rightbehind. We're ready to go.
That's what the man said. That'swhat the woman said. As a CEO,
we're gone. But that's not whathappens today. And if that's

(40:14):
your mindset, you're going tohave a high turnover rate in
your company. And keep in mindminimum cost of training
someone, according to everythingI've studied so far, is around
4500 $5,500 and that's the bareminimum to cost to train
somebody to come into yourcompany. And so every time
somebody flips over, you justwasted it. 45 $5,500 or more.

(40:37):
Some companies could be upwardsof 2550 $100,000 depending on
the level of ever since you gotturnover with so. So yeah, so
internal culture is hugelyimportant to the satisfaction of
the company and to growing and Isay this also the determining
who your primary customer areis, are, who they are, is really

(40:59):
important as well. Most peopleas a CEO thinks they're in their
customer is the inline user.Let's say I run a clothing store
as a CEO, my customers are thepeople coming in the door buying
clothes from me. In reality,that's not true unless I'm
working the floor, interactingwith those customers. They're
not my primary customers. Myprimary customers are those

(41:21):
forward facing customers thatare coming in my staff that I've
hired that's my primary customerto make sure they're happy that
they know what they're doing,they're knowledgeable and
experienced, and that's aninternal culture, and that's how
you grow your business, bychanging who your primary
customers are as a leader andowner of the business, that is
great advice. You know, myhumble opinion in leadership is

(41:42):
good leaders empower others torise up in their roles and and
makes them better. And that's agood leader, not just the
dictatorial stuff that you'reright. That's I grew up in
dictatorial leaders as a kid. Sodie, right? And then at some
point it transitioned, and theyit kind of even corporate
America changed a little bit,not a lot, but a little bit

(42:06):
Exactly. We're not in corporateAmerica for a reason.
The companies I see thrivingtoday are bringing up their key
people that are that are seniorin their positions, and they're
the ones really running thecompany. And the CEO winds up
doing this at the end of theday, if he's good at what he she

(42:28):
is good at what what they do.
Couple more questions. That wasa really, that's probably the
best interpretation of internalculture I've heard in a long
time. So thank you for sharingthat. I want to know what your
opinion on what is effectivegrowth
look like today, and you and Ihave spoken about this, so I'm
really curious.

(42:51):
Yeah, I want to see where you gohere.
Yeah, me too.
So effective growth, theeffective growth I'll just
simplify this for me. If you aremaintaining your company and
you, let's say you're a milliondollar company, or $20 million
company, and you can stay withinthat million dollars year after

(43:14):
year after year, that'smaintaining, but you're actually
losing ground because you've hadto recoup new clients to gain
that million dollars. So you'vegot some new thoughts coming in.
Just to get to that milliondollar mark,
where do you need to go fromthere? So growth is looking at
what is your your loss ofcustomer rate, how many people

(43:38):
you never see again, and thencompared to how many you some
new customers you have to get,it is always best to maintain
the customers you have, if youif at all possible, it takes
less money to keep a customerhappy. It takes less time to
engage them and move forward.And if you want to grow, then

(44:01):
you can ascertain how muchgrowth you want to have, 1020,
30%
but you determine that based onwhat your ability is.
Let's say you've got a group ofsales people, and you know that
you budgeted that everybody'sgoing to sell a million dollars
a year. Well, every salescompany is every salesman is

(44:23):
only selling around 700,000
so each one of them's got thecapacity to sell 300,000 more
dollars. And so what does thatlook like if they everybody
maxed out a million dollars? Howdoes that generate your leads to
get them to help to do that? Howdo they need to generate leads
to get there? And then. What isyour back office growth look
like at the same time? And sogood, healthy growth is a

(44:47):
balance of growing your revenueand maintaining your operational
capacity to achieve that growthat the same time. One of the
most dangerous times is too muchgrowth too fast.
Everybody says, Doug, you'recrazy. You know, I can grow 50%
in a year. I go, that'sfantastic. And I hope you never
do because in year two, you'lllose 60% 70% because you're not

(45:12):
ready for that. You know, now,if I have hired everybody and
kept up with the growth and keptof the customer service and all
that kind of stuff, great onyou. If you've got the cash flow
to do that, and you've got thetraining specific ability behind
you, have the training abilitybehind you to do that and really
looking forward, then yeah,Grow. Grow like crazy. But good,

(45:33):
consistent growth takes time andmoney and energy to do it, and
forethought when we buildstrategies. That's what I look
at. So from my chair, I wantsustainable growth. I want
something that I know it. And Ihate to say this, but it's true,
whatever plan we put together,within two to three years, I
know that we can back off onsome of the traditional ad spend

(45:56):
that we're doing, because nowwe've got it going and it's
humming along. We can it's moremarketing, a little bit less
advertising and or moreintentional advertising, and not
as much broad stroke. So we cansave the client money over time.
Once a strategy is in place andthey we can get to the
sustainable model at first.There's got to be that. We need

(46:18):
to kick it off, and there'salways a big jump start, and
then all of a sudden, it takesprobably four to six months, it
kicks in, and then, oh my gosh,we're growing. And then we have
to find that sweet spot of allright? Well, we have to back off
the pedal here a little bit,because Can y'all handle? How
much growth can you reallyhandle at one time? Because at
some point, service suffers. Youknow, you're not Amazon, not

(46:42):
everybody's not everybody canjust throw money at it and just
hire 1000 more employees. Yeah,well, that's it. And then
looking at what that looked likein that sustainability model,
and how you deal with theoperations and the finance mind,
that's the reason why having theprocesses in place that is

(47:03):
replicable, that you cancontinue to do it with the least
talented person on your team,and they've got to be able to do
it every time and time again andand that's how you're able to
sustain it. If you're able toreproduce that, then that way
you just hire somebody else say,Hey, this is a process. Go forth
and do it accomplish and maketons of money for yourself and

(47:24):
for us as well. That's right.Good point. Last question, we
talked a little bit aboutplanning at high level. One
other thing I want to touch onto make sure we cover is
budgeting. I'm not even justtalking about marketing budgets,
talking about a business budget,like more time if they don't
have a marketing budget, I'mpretty sure they don't have a

(47:45):
business budget either. Youknow. So how often do you see
that problem? On a very regularbasis? Do I see that from a
coaching perspective, goodcompanies will have a budget.
And what a budget does? Itallows you to plan where you
spend your money and allows youto plan on the amount of profit
you have the following year.Nobody likes to pay taxes, but

(48:06):
nobody also wants to go in thered not to pay taxes. They want
to be a little bit of money andwork for that, or you plan for
it, and you put a bunch of moneyin to pay your taxes and plan
for the profit. That's what abudget does. It allows you to
give a month to month, or at thevery least quarterly, view as to
how you're standing. And so whenit comes to the end of the year,

(48:29):
you're not surprised. Like, whatdo you mean? I lost 100,000 or I
made a quarter of a million thisyear. Yeah, you know, you don't
know which way to go until youget your from, from information,
from your county and and that'shuge. So the budget is critical
to helping you understand andmanage the business, instead of
business managing you. Now, I'veseen businesses be highly

(48:51):
successful and never have abudget. So we'll have some
people on here go, Ah, I've donethis for 30 years. I've never
had a budget. Well, imagine howgood you would have been if you
didn't know where you werespending your money from year to
year, and how much more you'dhave as a business owner today,
and and that's what I encouragepeople to do, is just look at
it, analyze it, and decide ifcould it help my business moving

(49:13):
forward? Could I budget better?And could I help control
expenses and know when I need togenerate revenue and where I
need to do that, and also, ifyou're a larger business,
good budgeting and goodoversight will keep embezzlement
from happening and keep peoplefrom stealing from you too, and
that's really a crucial thingfor a lot of businesses. I've

(49:34):
had acquaintances that havestolen money from businesses
because they had to do in thatand in several different cities
in several different states and,and that's part of that
budgeting process that you seeand, and that's how, that's how
it works. Unfortunately, peopleare not going to get and I joke
to tell people, I said, if I canget my hands on about 600

(49:56):
million at one time and onefailed swoop, you better be
sitting.
In the seat next to me, becauseI might have to take it and so,
just joking, I can, I can backthat up. I see the same thing
from my side. Marketing. Peopleget to see a lot of things under
the hood, you know. And I'veseen a lot of embezzlement. I've
seen people just fall asleep atthe wheels, what I call it, not

(50:19):
paying attention. They have noidea. You can ask a person, hey,
that was a big project youworked on. What was your profit
on it? They don't know. No clue.That's a big red flag, yeah. And
the other red flag is, if you'reworking with an accountant and
they're doing your bookkeepingevery month and stuff like that,
and you ask them, send an email,say, hey, I want to see my

(50:40):
monthly statements. If theydon't give them to you, say, I
want to start seeing monthlyreports on this, and they don't
give it to you, that should be ahuge red flag. Immediately. You
should have concern of who'swho's who's got your money and
who doesn't. So, yeah, so, sojust understand where the red
flags are.
Been there. Done that. Got the tshirt. Let's put it.

(51:03):
That's never fun. That's not a tshirt you want? No, sir, no. So
I want to. I asked everything Iwanted to know what I think
listeners want to hear. But isthere any other insights you
want to add before we wrap up?Is there anything we didn't
cover?
Yeah, just, you know, coachingis extremely personal and

(51:24):
extremely knowledgeable, wherethey have to get into your
business life. But also, when itcomes to coaching, some of your
personal life is going to blendin there as well. So you're
going to have to have thatcomfort and that trust level to
share the information that theyneed to be there if you are not
ready to be completely open andhonest about your financial

(51:47):
financials, your work habits,what you're doing within your
company, how your profit sharingis going, what your internal
culture are, and everything youcould possibly think out about
Your business, then you need tohold off hiring a coach. Be
prepared to answer thosequestions when you hire a coach,
find one. You can hire somebodycome in and meet with the coach

(52:10):
for an hour for free, in mostcases, to get to know them a
little bit, find out who theyare as person, and then move
forward with something alongthose lines, if you feel
comfortable with them and andthat's my biggest advice in any
coaching relationship, is you'vegot it's very personal, and
every personality is different.And I tell everybody that you

(52:31):
know, I'm a specific time kindof coach, my personality is, is
one way. It may not jive withwhat you've got going on, and
that's okay, but there's anotherguy or another woman out there
that may be the perfect matchfor you, and that's where you
need to go. So find that perfectmatch. And in my last statement
is, remember a coach is for asporting team. The role of a

(52:55):
coach for sporting team is totake a average team and turn
them into regional, district,regional and state champions.
You know, anybody can take ahigh performing Class A people
and turn them into statechampions. That's the easy
thing. A good coach takes thoseindividuals abilities and makes

(53:18):
them better. And that's what abusiness coach should do for
you. It should take what you'rethe great things you're doing in
your business right now today,and turn it into something
that's more profitable, morefun, and to give you more time
as an owner, free up your timewhere you can enjoy life a
little bit better and moresuccinct, and just maybe go

(53:38):
fishing or whatever your passionplay golf, you know, one one day
a week, instead of that 70 hoursa week that we all tend to work
as business owners. And how doyou enjoy life? And that's what
a coach can do for you. Now, ofcourse, my mindset, you stopped
at states. I wanted you to go toNationals,
because I've coached, I'vecoached sports. No, we're going

(54:01):
like we're going for it. That'sexactly right, the World Series.
I mean, we watched College WorldSeries. Just go there.
Quick, short, little thing. Justto close this out, a while back,
I was
people were kicking my tires. Tocoach high school. I played a
sport. I played volleyballcompetitively, 30 years ago.

(54:22):
I've coached since then. Sosomebody introduced me to a
certain high school, I won't saywho, because they'll feel bad.
And the athletic director, theathletic director, and I were
having a conversation about it,and he was asking me questions,
and he actually laid out,because I don't want to say
which county, but you can kindof figure it all out. And he

(54:42):
said, in this county, we don'thave a team in any of the
schools that'll ever go toNationals.
And I went, I said, ever?Because that sounds like a
challenge, you know, because I'mthat person. He said, We barely
get the states. It's very it'srare. And like, we just.
We can't pull the talent. Wedon't have the pool of kids. I

(55:03):
was like, You're not believingin the possibility that you put
a certain group of people in theroom together, and you put
somebody leading them andguiding them. Anybody can get
there, anybody can win on anygiven day, right? And he's like,
No, you'll see, you'll see, Isay. So I actually walked away

(55:24):
going, I don't really want tocoach for this school, because
me and him are going to buttheads all the time. Because my
mindset is going to with thesekids is going to be, hey, we're
going to states, you know, andhere's, here's the steps we're
going to do to get there. Imean, I've played nationals
twice as many years ago, youknow, I know what it takes to
get there. Give me some creditand let me give me the tools to

(55:45):
get there. But if you've alreadymade the decision, this is where
bad leadership comes in,clearly, we're not going there.
You know, like, one of myfavorite books is Andy Stanley's
visioneering, right? Great Booksound if you ever read it,
and that a leader has to guidethe ship in a direction. Has to
cast the vision of where you'regoing. And here's this person

(56:08):
casting the vision that we'regonna like, you know, plummet.
We're working. We're going downthe blaze of glory. So what?
Where does that leave you? Yeah,what the difference between
management leadership motivatesand inspires and takes people
just like you were talkingabout, takes them to the level
that they had no idea they couldget to a manager just manages

(56:28):
the day to day. They look at theproject, say, they go, yes, we
manage from A to B, you know,like a manager would be a
volleyball coach. Yeah, we got agame today. We're gonna manage
this thing. You're gonna be thesetter. You're gonna be the and,
but the leader comes in andinspires him this we just have
to work with this team. We'regoing to do this so we can get
to national Let's go. Let's go,conquer the world. And that's

(56:52):
the difference betweenleadership and management. And
most CEOs are involved inmanagement and not the
leadership side of it, but youcan find those leaders, and when
you do, hang on to them, becausethey are a gym to have when they
can do both manage and inspirepeople to move forward, and a
coach can help you get there.Well, that closes us out really

(57:13):
well, because how I look at younot know getting to know you
better and better as we'rebuilding relationship is that's
what you're doing to the peoplethat are their CEOs of these
companies, you're empoweringthem to go out and do exactly
that, and outside looking in,that's how I see it. I think you
do a great job. I would highlyrecommend Doug Everhart to
anyone that I'm doing businesswith.

(57:36):
He is a consummate professional.If you haven't figured that out
from our conversation today, youneed to learn a little bit more
about him. So Doug, how can theydo that? Can you please be
shameless for a second, shareyour contact information so that
they can reach you directly?
Yeah, you can actually send anemail to me. It's Doug at
everheart strategies.com
Doug at everheart strategies.comand my phone number is

(58:00):
86441599908644159990,
and you can text or Kyle, eitherone, I'll be happy to get in
touch with you. And please feelfree to visit my website at ever
art strategies, and that givesyou more insight into who I am
and what I do accomplish withinthe coaching world. So thank you

(58:21):
so much. This has been a great,enjoy, great I just finished my
cup of coffee, so we're gonnahave to wrap up.
Are you home today? Are you areyou in Kentucky? Are you in
Nashville? Plane?
I'm both, yes, I will be homefor a little while, and then I
will be in Nashville thisafternoon plane. I've got, a

(58:42):
matter of fact, a strategicplan. I'm working with one of my
clients with and trying to workwith them. So, so yeah, I'm
looking forward to that. I lovestrategic planning. Yeah, me
too,
when it's taken seriously, yeah,I agree, yeah, that's it, yeah.
Well, thank you again for thetime today. Doug, I appreciate
you being on listeners. Thankyou so much for being a part of

(59:04):
us today. I hope you took awaysome nuggets. Reach out to Doug.
If you need help. Every businessneeds some kind of help.
Everyone. Everybody needs theirdifferent categories. You just
have to get to the place ofknowing that you have that need
and identifying it. Happy if youcan't reach him directly, I'm
happy to help you do that, bythe way, if you want to ask

(59:25):
questions about this show, youcan type them. You can reach out
to us at marketing perspective,there's multiple ways that you
can reach us, and you'll see itat the end of the show. Please
do that and ask any questionsyou want. And I can get them to
Doug, and Doug will happilyanswer any of your questions.
You know me, I'm going to do thesame thing for a marketing

(59:45):
question. I'm happy to answerit. Don't feel like you can't
ask a question. Get I mean, ifyou need bigger help, fine,
there's people here for you. Ifyou're in another state, it's we
both work all over the country,so I don't think we have any
limitation.
We're happy to at least talk toyou and take it from there.
Thank you so much for listeningtoday. Doug again, thank you for

(01:00:06):
being on I look forward to ournext show, and we'll see you
again on the marketingperspective. Thank you. You.