Posts tagged internet sales training
Periodically, we receive an email or a phone call from an ISM wanting to know how to increase their closing ratio from 30% to 40%. I often have to bite my lip in order to prevent myself from laughing hysterically. Invariably, I start to ask how that dealership is measuring its closing ratio. However, as I am asking that question, I am always asking myself why isn’t there a standard equation for measuring closing ratio?
Let’s think about other forms of measurement, for a second. Although arbitrarily determined, units of measurement have been defined, agreed upon, and accepted for almost everything you can think of. Temperature, length, weight, sound pressure, luminescence, even spiciness, can all be measured. Why? Among many reasons, it’s a way of replicating a result. Imagine Shaq’s “pinch” of salt vs. your grandmother’s, and you’ll get the point. Without using standard units of measure, we can’t replicate the results that another has experienced.
If we can’t replicate the results of another’s success, how can we improve upon it? We’ve all been to conferences where one ISM tells another ISM that he’s closing at a 17.48% closing ratio, while another ISM is stating that they are closing at a 103% closing ratio, while another ISM walks up to them, and quizzically mutters that they are only closing 4%. Who’s right? They all are. Why? Because every ISM seems to have their own equation for calculating their closing ratio.
The simplest measure of closing ratio is sales divided by opportunities (leads) in a given time-frame. I refer to this as a Gross Closing Ratio (GCR). Many times, this simplest of closing ratios, yields a result that isn’t good for one’s self esteem (given the traditions of bigger is better bragging rights in the car business). Self esteem can be further battered by going to a conference, or from reading the different forums, where people can endlessly brag about their closing ratios without the substantiation of results and equations, or divulging their lead-source mix. So ISMs the world-around create complex equations to measure closing ratios that show impressive results so that they can feel like they can offer comparable results.
I have totally been guilty of this. When I first started in the business (before the magazines and forums), I came up with a formula to measure my monthly performance. I copied and pasted the data from the lead buckets in CarPoint (then AVV, and then BzTrack) onto a spreadsheet. I created an equation that netted out all of the leads that were not true opportunities that month (i.e., bogus contact information, people searching for credit approval, people who were 30+ days out, etc.). In my mind, I wanted measure myself against the guys on the lot, and I figured that they didn’t get the same “riffraff” I did. I would divide this number by sales, and miraculously, I closed as well as the most seasoned lot-guy we had. It also gave me a 11-13% bump compared to my GCR. Too bad I didn’t have an Internet forum to share my triumphs on.
However, as I moved on to corporate Internet process development, and then on to technology, I came to realize what the lack of standards really means. When I began to start reading the emerging automotive Internet sales forums, and especially after I started attending the conferences, it didn’t take long to realize that there were no hard-and-fast rules on how to calculate closing ratio. At the risk of causing a stir, I’d go as far as to say it borders on urban legend for some. Given the fact that I’ve analyzed data for well over 400 franchises, just counting the corporates, I’d say often times retail personnel and their management are presented the statistical outliers, as opposed to the norm. Since there is no universally recognized or sanctioned equation to measure automotive Internet sales closing ratio, everyone is right. This is tantamount to declaring myself the tallest person in the world, but not using feet or meters as a measurement, or offering any mathematical equivalent. Without agreeing on the math, we cannot objectively compare anyone’s results, let alone replicate them.
The automotive Internet sales closing ratio is just one measurement that could use standardization. I am hoping that at some point in my lifetime, or before the Yellowstone volcano erupts, we will have a sanctioning body to govern our automotive Internet sales standards. If you honestly want to help someone get better, be more transparent with your calculations so that they can better measure themselves against your success. If we all use the same math, and you’re still on top, then you can shout it from the rooftops. In the meantime, keep asking questions about how your peers are calculating closing ratio; what leads to include or exclude; what time-frames to consider. It’s OK to call BS. Let’s come up with an equation that everyone can agree upon. Here’s looking at you, shorties.
As the vilification train continues to carry-on full steam ahead (not going to mention the hated company du jur), I ask myself, why aren’t dealers looking at themselves in the mirror? No one holds a dealership at gunpoint to utilize their products. I know I rant about this a lot, but when are we, as an industry, going to take responsibility for our own actions? We research every facet of our business, yet don’t take the time to research the people we do business with. For an industry that practically invented selling, we get duped all of the time.
Instead of grabbing our torches and pitchforks every time an outside company wants to disrupt the car business, let’s instead think of all of the reasons companies want to replace automotive sales people (they regularly get outside funding to do this, for $#&@’s sake). Let’s reflect on why the general populace has such a skewed and negative prejudice towards the dealer community. Let’s stop thinking in terms of PVR and start thinking total lifetime value of a customer. Let’s lift ourselves up.
Whether we like it, or not, the world has changed. Pandora’s box is already open. We can’t go back. Let’s embrace the continuing change in buying habits (REMEMBER: Every minute, people gladly pay more not to shop at Walmart, eat at McDonalds, or drink Maxwell House). Let’s add value. Let’s earn our money. Let’s set a benchmark in reputation. Let’s take away all of the negative ammunition anyone can use against us (venture capital money, or not). Let’s stop being the victim.
The best days are ahead of us, friends. Are you going to be a driver or a passenger?
It occurs to me regularly that many times we are rewarded in the life for things that we may or may not deserve. We slip into a close parking spot after someone just drove by it. We get pulled over for speeding and avoid a ticket. We use gambling winnings to pay down debt. In many situations we can do everything wrong, but in the end, we still receive a reward for our actions.
I equate this activity to the way airlines treat air travel. When you boil it down, the airline’s job in the equation is to get you to a destination (it doesn’t have to even be the one on your ticket), alive and unscathed. It doesn’t matter when you get there, or even how you get there. Wherever “there” may be, if you make it, the airline chalks up a W.
What happens to you, personally, physically, or emotionally, doesn’t really matter in the equation. If you have to wait three hours longer than intended to board the plane, it doesn’t matter. If they run out of water on the flight, it doesn’t matter. If your connection is cancelled, requiring a day or more of layover, it doesn’t matter. If your luggage is lost, it doesn’t matter. If you have a nervous breakdown on the flight, as long as you don’t appear to be a threat, it doesn’t matter. As long as the plane takes off and touches down without disintegrating in the process, the airline chalks up a W. The passenger chalks up an L.
This same scenario, albeit less dramatic, takes places every day at car dealerships around the nation. Despite dropping the ball repeatedly throughout the entire sales process, if a vehicle (any vehicle) rolls over the curb, it’s a W. Like the airline passenger, it doesn’t matter how the customer was treated, how many members of the staff they had to talk to, how much money was lost throughout negotiation, how many “promises” had to be made throughout hours of back-and-forth, if a transaction was made, sales people are slapping high-fives and exchanging back pats.
I refer to this is as “just get ’em in” syndrome. By the simple act of convincing a potential client to come down to the dealership, if the collective effort of the dealership sells them a car, it is somehow a victory, no matter the pretenses. “Just get ’em in” syndrome has been stunting the growth of Internet operations since day one.
For many, the initial draw of the Internet side of the business is the precision of the numbers, and the perceived scalability of operations. Unlike walk-in traffic, demand can be predicted, and even supplemented if need be, to maintain a relatively steady stream of interested parties. Advertising sources are plentiful, and direct actions can be attributed to impressions. Every month’s activities can be broken down and analyzed to look for deviations in patterns. It has always been imagined to be a sales machine.
If an Internet sales strategy is executed properly, it should act as a sales machine. However, with all of the capabilities the Internet has to augment any dealer’s business, like a machine, it’s only as precise as the quality of its components. If a machine is working properly, it repeats the desired results, over and over, with little deviation in quality. When the individual parts inside the machine begin to fail, the repetition of desired results begins to fail. Some consider maintenance vital, and proactively fix or replace components to preserve precision. Some use duct tape and a magic marker to mask results. Some use bonus miles to apologize for rude flight attendants. Some just get them in the door.
If your dealership truly wants to be successful on the Internet, it should stop focusing on the final destination or the end product, and instead focus on what it takes to get there. If you’re thinking in terms of machines, think about all of the actions it takes to create a perfect widget. Think of all of the precise measurements, the wear and tear on tooling, and the sequence of inputs workers have to make. If everything falls within spec, you have successful results day-in and day-out.
If you’re thinking in terms of air travel, think about a free entrance to the Platinum Club. Then, think about a free upgrade to first class, an on-time departure, and an early arrival. When you deboard the plane, the senior pilot then offers you a sincere thanks, and a firm handshake. Think about everything going better than expected. As a passenger, everything went the way you wanted it. For once, it’s you who gets to chalk up the W.
Let’s say that you’ve had a persistent cough for two weeks, but haven’t had time to go to the doctor. You finally break down, and go to urgent care one night because you’re not getting any better. After waiting four hours, you finally get seen by a guy in his early twenties with acne still on his forehead. After going through some cursory checkups, he tells you that you have syphilis. He hands you a prescription slip with someone else’s name on it, and wishes you well. Given that you haven’t been to Bangkok lately, and that you’ve never cheated on your spouse in the thirteen years of your marriage, you decide that maybe you ought to get a second opinion.
If you’ve read some of our recent blog posts, you probably know that Joe Webb and I have gone off a bit on those who are new to consulting. Trust me when I say it’s not meant to personally attack anyone. Unlike the medical world, there is no certification, title, or otherwise, to indicate one’s level of expertise. In fact, there is no state licensing to make sure that you are sound to practice. There is no governing body who administers examinations, or confers expertise. Instead, we have resumes and word of mouth. That’s it folks.
Many of us in the dealer, consulting, and vendor world have spent a tremendous amount of time educating ourselves. Besides the obvious attendance at retail auto conferences, we sit in on webinars, read books, and some of us even take classes. While some were educated at the school of hard knocks, others learned (and survived) in active combat, and still others have excelled in postsecondary education. Because all we have to rely on is resumes and word of mouth, there is no way to distinguish those of us who have dedicated ourselves to mastering our craft, and those who haven’t. More specifically, there is no way to distinguish between those who are in it for a quick buck, and those who are in it because they care about the condition of retail auto.
Because there is no way to formally differentiate between the practicing experts and the self-proclaimed experts, the dealer loses. The dealer loses on beta-quality technology sold by a good salesperson. The dealer loses on vendor-driven training administered by people who have never sold a car before. Most of all dealers lose money on (one nefarious consultant after another) consultant who have nothing to offer other than their level of expertise. If the dealer loses, then everyone loses.
This is probably the same reason why so many vocations have adopted formal licensing. Think about all the professions that require passing an examination to practice. Everyone from physicians and attorneys to hairdressers and tattoo artists have to pass at least one administered exam. Why? Because someone who did not care about their practice (or reputation) swindled someone out of money, gave someone septicemia, burnt someone’s scalp, or gave some unsuspecting schmuck syphilis. Organizations were born to make sure you didn’t eat rancid meat, get electrocuted by your lamp, or use snake oil as a cure. Most commonly these organizations, laws, or entities evolve to make sure the consumer is protected.
As I commonly posit, why should we be any different? Why aren’t we working harder to create a governing body to allow those who want to become certified as experts take an examination to do so? I know individuals have tried to do so in the past, however this is bigger than one person. It’s time that we put our egos aside, and work together towards something for the greater good. I know there are many true professionals out there who would like to demonstrate their knowledge. I know many more who would seek the protection of an umbrella organization. We need to give them the opportunity to do so.
I’m not beginning to say that I have all the answers. What I can say is that if this organization is going to exist, it can’t be a club (the last thing we need is another Good ‘Ole Boy Network). It can’t be an offshoot of an existing organization, rooted in the traditional ways (old habits die hard). It can’t be formally sponsored (it’s already too hard to cut through the vendor noise). It can’t be easy to join (take a look at the requirements from the Project Management Institute or the CFA Institute). It can’t be governed by a few, because nobody has all of the answers.
The next time someone approaches you about how to improve your business, think of all the licensed and certified professionals you deal with on a regular basis. Think about the police officers you know, the teachers in your kids’ classrooms, the EMT that gave you CPR training, and the electrician who wired your garage. Think of all of the training they went through, and the continuing education they’ll have to go through. Then ask yourself: Don’t I deserve the same?
Initially, I intended on giving you all a day-by-day account of the sessions from the 2011 South by Southwest Interactive Conference. After going through four and a half days of notes, I realized one common thread linked all the presentations to together: to do. Not wait. Not over analyze. Not ask for permission. Just do. Nike was on to something.
Many of the panelists and presenters started with just an idea. Contrary to popular belief, they didn’t have access to tremendous amounts of capital. Not all of them were trust-funded super geniuses that went to Harvard or MIT. In fact, many acted, looked, and spoke just like you and me. The key difference is that they were willing to take an idea, and do what it took to get there. When they got there, they hired and inspired those around themselves to continue to take it to the next level.
Before those who embarked on their idea spent any money, they took the time to create a fundamental vision of what they were going to do. They made sure to think through every dimension of the space they were planning to enter. They reached out to others for mentorship. They wanted to understand how, and in what context, the end user was going to take advantage of the product or service. They weren’t worried about the technology or the mechanics because those would come along later. They focused on how the product or service would reach the customer, and how it would improve the customer’s life. For some, it took years. For others, it was a eureka! moment.
When that vision was crystallized, there was no hesitation to begin development. Prototypes were developed, tested, measured, and scrapped until the kinks were worked out. Failures do happen to even the very best. In fact, quick failures were considered a blessing. The results could be meticulously dissected so that the successes would be repeated, and mistakes would not be repeated. As development continued, testing left the developers, went to family and friends, then focus groups, and then the general public. The testing never stopped. The products and services continued to evolve to better serve the needs of the end user.
As many watched their ideas come to fruition, they never lost sight of who they were. They didn’t conform to the culture common in their line of work. They didn’t water down their personality, their ideas, or even their language. They were honest with their partners, coworkers, in their presentations, and in their writings. They were honest with themselves. That honesty reflects in their company’s brand, and what they do.
This is just a small piece of what I’ve taken away from the conference. Sharing more thoughts is some of what I am going to do. Giving my clients what they deserve is what I am going to do. Being a more effective teammate is something I am going to do. Making time for those important to me is something I am going to do. I’m going to act on a plan, and continue to move forward.
What are you going to do? Are you going to laugh this off as some feel-good excrement, or are you going to think about it? Are you going to push aside your ideas? Are you going to play it safe? Are you going to ignore that feeling in your gut? Are you going to go through the motions? Are you going to quit? Are you going to take the easy route? Are you going to keep lying to yourself and those around you? Or, are you going to do more?
Like most of you, I “work” a lot. I spend countless hours a day, reading, writing, videoconferencing, teleconferencing, and on the phone. I also find myself constantly checking and updating the calendar, checking my phone for text messages, chatting on more than one chat client, and conversing on Twitter. It’s typical that I have a minimum of two browsers open, with at lease four tabs running on both (closer to 10 on Firefox). I also have a PC running a couple different CRMs that only run in a Windows environment (yeah I know, some vendors are too cheap and/or lazy to create products that operate in different environments, but I digress). Still I find some time to run a business. With all of this stuff to handle, the “work” is really managing it all.
Most of my clients have it worse. They also have the various channels of communication to manage. They have reports to run. They have people to manage. They have discussions with their managers. They have storewide meetings. And, best of all, they have customers that show up at random. The lucky ones have the budget to work with external resources to help manage and streamline operations, but the majority still find themselves trading their personal time for work time.
For those who keep trading their time, I got bad news for you: There are only twenty-four hours in a day. End of story. Your kids are going to grow up. Your spouse is going to grow older. While your clients are going to put that gold watch on your wrist, they’re not going to come to your funeral.
Time is the most valuable resource. Once it’s gone, you can never get it back. It’s time to fanatically manage your time. If someone wants to take your time, push back. Learn to prioritize your day. Learn to stick to accomplishing what’s most important, and move on. People understand that you will call them back. They’re busy, too. If emails required an immediate response, they would come in the form of a phone call or a knock at your office door. Manage your time wisely, and have the time to enjoy the results.
Like some of you, I am just getting caught up from nearly two weeks of conference action in Vegas. After attending and participating in three conferences (I only know a few who stayed for four!), my head was left full of charts, graphs, concepts, and ideas. Beyond the sensory overload from all of the content, one thing became abundantly clear to me: I was surrounded by people with passion. Pure, unbridled, go-tell-it-on-the-mountain, passion. Hearing people tell their story, wildly gesticulating with their excitement. The enthusiasm was contagious!
Many of us have passions in life. For some, it’s the outdoors. For others, it’s sports. Still for others, it’s working in the garage. You can debate for hours about the best way to rebuild a carburetor. You work tirelessly on your fantasy football team at all hours of the night. You spend weeks scouting out the best place to put a deer blind. You have rooms dedicated to mounted fish, classic Fords, and the New Jersey Devils.
I’m one of the guys who’s extremely passionate about his career. I love what I do! I rarely ever stop thinking about how I can improve processes, discover efficiencies, or make people more productive. I’m bouncing ideas off my friends in the industry all of the time (and they are always bouncing ideas off of me). I know my wife wishes I’d take a break in the evening, but she tolerates it because it’s what I do. I feel like the car business found me and I’m going to give a 100% back.
I know many of you, however, don’t feel that same passion. Maybe you feel like you are stuck in a dead-end job or someone around you constantly drags you down. Well I have bad news for you: your customers can hear it, see it, and feel it. How are they going to tell you “yes” when all they see is ‘no’ ? Unfortunately, the car business is not one of lateral moves. You’re either productive or you’re packing.
If you’re lacking that passion, you don’t need to get a prescription. I’ll leave the pills to Pfizer, Glaxo, and Bayer. I’m merely suggesting you change your outlook on what you do for a living. When asked, I’m guessing most of you would say that you sell cars for a living. I would argue that the sale is the end result of what you do. Before that vehicle puts rubber to the road, rolls over the curb, and starts killing bugs (did I miss any?), you need to sell yourself first. If the customer is not buying what you’re saying, then you have a tall hurdle ahead of you.
So how do you change your outlook? It’s actually pretty simple. Start thinking about what you really do every day. You’re not some robot that picks up the phone, pecks away at the computer, and shuffles papers around. You’re a cheerful voice after a hard day at work. You help people save their hard earned money. You are your own business. You assure people that they are making good decisions. You’re solving people’s problems. You make lasting friendships. In some cases, you’re even helping people achieve their life’s aspiration. You’re not selling cars: You are changing people’s lives!
Now I can hear the skeptics out there now saying that I’ve read too many books (and some other things that can’t be written here). To the naysayers, I say give it a shot. Talk to your customers with the same energy you would talk about college basketball during March Madness. Remind yourself that you are providing a valuable service to people. Sometimes it’s simpler than metrics and technology. Sometimes it’s the simplest things that can make all of the difference. What do you have to lose?
Originally posted 10/6/2010 on DrivingSales.com
For most of us, the fair season has come and gone. As I’m writing this, my son is at the county fair in the rural Michigan town where my wife and I grew up. Like most fairs in the Midwest, it’s all about 4H and Future Farmers of America; kids showing off their pigs, goats, and cows (consequently, my niece’s rabbit is Grand Champion). Like most other fairs in the Midwest, local businesses set up shop, politicians are there to shake hands, and all of the food is available on a stick. The car dealers all come armed with Mustangs, Duramaxes, Chargers, and the omnipresent balloons.
Then there are the carnival rides. Personally, I don’t ride anything that can be assembled overnight. The kids, however, go crazy over them. The one ride that always intrigues me most is bumper cars, or Dodgem, as it’s known in fair parlance. There are always three or four maniacal, fuzzy lipped, teens chasing down a dozen other people. One would think the whole point would be to live out one’s favorite traffic jam fantasy, and just plow through everything that gets in the way. That’s where the intrigue comes in: everyone drives away from each other.
As I mentioned in a previous post, I perform a lot of mystery shopping. One of the biggest fumbles I consistently see is that dealer personnel don’t ask questions in their email responses. Over these last few weeks, I’ve come to realize that most dealer personnel don’t seem to be good at answering questions either. A lot like Dodgem, a customer tries to bump their email into a dealership, only to have his or her efforts dodged.
First, let’s put ourselves in the customer’s comfy shoes. As John and Jane Customer, we work hard for our money and we don’t want to pay anything more than we should. We go to the Gap when things go on sale, and we go out of our way to Costco to get a 55 gallon drum of shampoo to save a few pennies per ounce. When it comes to cars, we are blissfully unaware of dealer allocations, regional option groups, and targeted residuals. Our grandpa was somehow able to order a L72 big block Malibu with dog-dish wheels and no air conditioning. When we drive by the dealership, we see an endless sea of vehicles with infinite possibilities.
Now let’s get back to reality. As dealer personnel, we know that manufactures build what they want, when they want. Our dealers still shotgun it and order what they think people want. In all actuality, most customers have no idea what they really want. This is how many good salespeople make great careers by becoming a valuable resource to their customers, then their customers’ families and friends. They know all of the subtle intricacies and help their loyal customers select the right car.
Is there any reason why the digital-age should change this? Absolutely not! If a customer was sitting in front of you and asked if a Grand Cherokee had full-time four wheel drive, you’d explain the difference between Quadra-Trac I, Quadra-Trac II, and Quadra-Drive II. But somehow in the email world, the response is “…we have plenty of Grand Cherokees to choose from. When can you come to the dealership to drive one?” Why not just answer the question: “The new 2011 Grand Cherokee is equipped with three highly sophisticated AWD systems. Are you looking for something to take you through the snow or do you plan on going off-roading? I can walk you through which system might be right for you” (that response took 57 seconds to write). Which email do you think is going to solicit a response quicker?
Before you sell a car, you need to sell yourself, sell your dealership, and sell an appointment. If Toyota is not building Spruce Mica Tundras, let the customer know it. If Honda only ships two-wheel drive Pilots to your region, say so. If Fiestas with manual transmissions are in short supply, then give the customer a heads up. Facing these questions head-on allows you to build rapport, add value, and start a dialogue. It makes you that valuable resource, thus making it much easier to sell yourself, sell your dealership, and sell an appointment.
The next time a customer emails you a question, think about bumper cars. Imagine your competition driving away madly from potential customers, while you square up for a head-on collision. Think about what you know and what the customer doesn’t. Make yourself indispensable in the shopping process. Now take your right foot, slam down the pedal, and go in for the hit!
I was on-site training a new dealer client’s BDC team last week when I heard the most disturbing thing. The phone rang and the BD agents began a discussion that went something like this…
“Who’s turn is it?”
“Not mine either.”
“Well I just had one, like, two minutes ago.”
“So did I.”
“I think it’s your turn so you take it.”
“I’m in the middle of an email. Can’t one of you?”
“But it’s not my turn.”
It was about this time, during the 9th ring of the phone, that I raised my voice and hollered, “Someone pick up the (darn) phone! There’s a customer waiting!”
That outburst immediately got their attention and at least motivated one of them enough to answer the call. With a little side-by-side guidance from me, she was able to set an appointment with the prospect. I wonder how many more rings that customer would have waited through before hanging up and calling another dealer.
Your dealership team must realize that the phone is the lifeline into the store. I am of firm belief that if you know how to handle an inbound sales call, you never have to take an up in your life. Maybe it is just the fact that in most Business Development Centers, the phone rings so often it is overlooked. Had that call gone to the sales floor, in this economy, someone is liable to get stabbed by a coworker for the chance to get the lead.
This was a terrible game the BD agents were playing with an inbound sales call. It is the automotive dealership’s version of playing Hot Potato. I see it happen with both phone calls and internet leads now and again during either my in-store consulting or Virtual Dealer Training. When I asked them why that exchange took place, their excuse was that they only wanted to be fair to the other team members. They want everyone to have a shot at setting an appointment. But when do you say enough is enough? I didn’t want to “tattle” on them to the ownership and suggest they might have a crew too passive to be effective as appointment-setters because I feel everyone can be trained. Everyone can get better with some coaching. In this instance, my first lesson to them was that sometimes it is better to be greedy than it is to be fair.
Let it be known that I am 100% in support of having a trained, aggressive Business Development Center team handling inbound sales calls much the same way I believe there is a value to having prepared professionals in an Internet Sales Department managing leads. There is a benefit to having specialized workers with defined skill sets in these positions. I’m also all for having a fair distribution of opportunities (phone and email) between those team members. What I cannot support is when department policy interferes with the level of support you should provide a prospect.
When that phone rings, imagine it is a mystery shop you are receiving from your owner’s 20 group. You do not want to be the reason your dealership scores low marks in front of their peers. That could lead to a job loss if the call is mishandled poorly enough. But let’s look beyond your job security and put yourself in the customer’s shoes. When you call into a place of business, do you want those employees to look at the ringing phone as an albatross? A chore? Of course not! You are a potential customer that wants, nay, deserves a professional greeting, a kind response, and an intelligent answer to your question. Recognize this and handle all calls accordingly.
I know this doesn’t happen in many places, but it does indeed happen. Watch out for it. Listen to how the calls are being handled and make adjustments… for your sake and the customer’s sake. And for gosh sake, please stop playing hot potato with your sales calls.