Edmonton Business Coach | Business Plan Boot Camp 3
There section for how to get all the benefits of business binding and four hours. And I have y’all way, we partner with a always bookkeeping here on this one.
uh, the quote, they’ll start you off with this one at Abraham Lincoln, former president of United States. Give me six hours to chop down a tree and I’ll spend the first four sharpening the ax. So when it comes to business funding, I think that’s cool. Um, business owners who’ve complete a plant are 50% more likely to grow their revenue. Seven. Remember, what are the three problems that businesses have in order? It’s that they can’t find enough customers. They run out of cash and he can’t find the right team. So the number one was, I can’t find enough customers. And if you do a business plan, you’re 50% more likely to be able to grow your revenue. That’s just, um, saw the, the, the focus is, you know, we’re not, you’re not going to be able to create a perfect cashflow projection. You know, the, I hired, you know, a accounting grads from u of a and the Q and a need.
And they come to us. Even if I get a rookie, ca, someone who’s gone on Mcewen for four years and then graduated the CPA program for three years and they’re a CPA and I gave him a cashflow projection, they will get it wrong most of the time. Um, so doing cashflow projections is extremely difficult. I’ve been in public practice for more than a decade right now, and I’m going to tell you how many people, you know, what’s the, when people bring cashflow projections and they bring financial models to my office, how often it’s been right? It has been wrong. Not 90 or 99 or 99.99, nine 9% of it is wrong to 100% of the time that anyone has brought me a financial model, not prepared by, by an experienced a CPA. So that’s not where you’re going to have the value. You’re not become a, a financial model or overnight.
You’re not going to watch a couple youtube videos. Don’t spend your time there. Here’s what you do need to spend your time is, you know, you should identify the time. Uh, the business owners should focus their time on, ended up buying the items that makes their business unique or else they end up with a plan that does not reflect their vision. First of all, we want you to write a succinct mission statement that communicates the singular most important value or differentiation factor. Don’t include characteristics that are expected for your industry. Don’t try to be everything for everyone focused on the one thing that you want to be the best in the world at a. So let’s bring on associates. It’s helping Canadian businesses beat the odds. Really simple. Written at the top of the report. I could write a paragraph if I want, but what do we get from business owners? And they come in with that [inaudible] most of the time, even for, um, uh, people like myself who went to university, you’re to be the, how to do your
business plan. And mostly when you write a mission vision, you’re going to write a whole paragraph about everything that you want to do and everything you want to achieve. But then at the end of the day, uh, how would you communicate this to your employee? How has your value going to be? Um, how is, how is your Edmonton Business Coach value to be reflected on your services? How is your, um, mission and vision going to be, uh, implemented and achieved and, and they all alive? Um, I have an example of, um, Wonderbread clients. They do have the whole, um, the whole mission vision, uh, written up and it’s well written. It is a whole paragraph and, but it doesn’t tell me what they really want to do. So how can you tell your employee, um, what you want to achieve and how would that employee, what that into, um, how to execute that and, uh, what they do at work and how they would present it to your clients. It’s going to be hard
if you can’t fit it in this little box. It’s too long. So if you can’t memorize it, it’s not worthwhile to business school. Y’All. We brought up a good point. Business school rewards complexity, the business world rewards simplicity, the simplicity scales and the complexity failed every single time and most visible. They come to us like when they, when they have written that mission, I was like, okay, what is it all? Just one second. I gotta look it up. It’s already broken. It’s already broken. If it’s long enough that you have to look it up, it’s broken. You need to be able to memorize it, repeat it. You need to have that person that you’re going to hire a minimum wage someday to stock shelves in your store or hold the gardens. They build up. Build a minimum but never horizon. And if it can’t, it’s, it’s, it’s too big. So I’ll give you guys a few minutes right now. Um, you know, write out a state mission statement rate in that.
Yeah, just [inaudible] I besides with the back of my head for like [inaudible].
Okay. [inaudible] Chris for service and installation, that’s just too strong. There’s probably like eight people in the room who could have completed his [inaudible]. That’s my goal. Yeah. Bringing value and building trust. That’s how simple it needs to be. And I used to think that the mission and vision was, was kind of Hokey and it was hoping the way they taught at university. It was folk, you don’t even remember it. It was buried on a document that people didn’t even know where it was stored. But it’s gotta be simple that you use every single day. Have you got that one critical decision and all your policies and procedures don’t cover that situation. What does the mission tell us to do?
Just do that.
Helping Canadian visit. We used to have helping came his beat, the Osr planning, reporting analysis, and then I said, I don’t care if we have to help them walk their dog. We just want to help them win. It doesn’t matter what we have to do, we just want to win. And then we got someone who can help him walk the dog. So we don’t need to do that. Uh, so that what we are, the next part is we want to break your business down to no more than three revenue group. [inaudible]. A contractor may have one group for fixed fee projects and another group for hourly service work. Uh, Jim may have one group for monthly membership cost and another group for personal training time. So the mistake business owners are often too precise and establishing category. This increases the cost and time to track performance. However, rarely results in better choices as even if the categories are tracked accurately.
Most businesses don’t have enough data points for the information to be reliable. I, a small restaurant does not need to know how much they’re making on each order, on your dreams, but they should know how much they meet off of each t eight table visit at the restaurant. So every time someone walks into the restaurant, do you know how much it would cost for the average small business owner, the say you’re running a restaurant, I figure out how much they’re making on onion rings and just separate the grease usage on the onion rings versus the grease you should on the French fries. Like if you’re a MW, knock yourself out, you have millions of transactions. That’s, that’s going to be a worthwhile trip that you can hire someone to do that. Um, but for the average small business owner, even if you took the time to calculate it, there’s not enough data points for that to be statistically relevant that’s going to help you project into the future.
But that average, if you know, every time someone walks into my restaurant, I charged them the average ticket price is this, am I average food cost is this. And I’m like, gross profit is this. I know exactly how much I can spend to get someone to come back into my store. It’s a hugely powerful number. And when people are too precise, and then most small businesses, if you have more than three revenue streams, you know, a, a contractor, if you have your bidding, a contract that’s 20,000 bucks is different when you sell it, send the guy out for service work in 95 bucks an hour that the metrics are different, right? But trying to be too precise on, you know it, Kevin did a business plan. This is what the panel change outs are. And this is what the receptacle change. That’s all. Sorry. And this is what the lighting is like.
We’re going to have so many things that we don’t have any history to go against because it fluctuates too much. Um, then what we want to do is we figure out the average revenue per transaction for the revenue group. Identify the direct costs of each revenue group. Draft costs are costs that are based on how many units and how many customers serve materials, direct job labor, subcontracts. They do not include costs that remained relatively constant. Regardless of the time I eat red administrative or fixed out. Does everyone understand that concept of direct costs? So these are the costs that go up and down based on how much work you’re doing. So if you are a general contractor, you get a project, you have to hire a subcontractor. That’s a direct cost. If it wasn’t for that project, you wouldn’t have hired him on. But meanwhile, your rent, the rent that you have to pay each and every month, that’s going to occur whether you get the job or not. You know, the, the cost of your phone bill tell us is going to bill you whether you’d get one project next month or whether you get 10 projects next month that’s in your overhead costs. That’s not going to be in your direct costs of the direct costs of the costs that go up and down. Uh, on the basis. Is anyone struggling with that concept and their business? I’ll take a live example of anyone that can’t figure that out or is everyone good? Everyone’s good or not going to events it, struggling with it.
Uh, if you have a year of history, count the number of transactions in the prior year by revenue group. So first thing is you want, I don’t know what my average is. Okay. You probably know your annual revenue. So you have your annual revenue count, how many invoices that you sent out last year. Now you’re going to divide that to get the average revenue per transaction. Divide the gross revenue for the revenue group in the prior year by the number of transactions and the Revenue Group, uh, for the year, uh, to get the average direct cost is the same thing. You’re just going to take your direct costs line and you’re going to divide it by that number of transactions. That average transaction cost is huge. The average revenue, the average transaction cost is huge. And Helena, Adam, you might sell house, could be 2 million bucks, there could be a trailer for 50 grand, right? But average is going to be relatively consistent from year to year, and you’re going to have those little lines, right? So the average transaction costs is really defined. Y’All like how many times we see business owners that come in with this ridiculous pricing structures on the financials, that timer on their projections.
It’s more common than, um, than you think, because as a new business owner, we get to be really excited on what we can do to be over estimate what we can actually do in, um, in a certain amount of time. Um, for, for us, we started, uh, our business banking dot. We can make revenue on the first and second year because we are, we know what we want to do. And um, and that’s why your banking one. So it’s really easy to be optimistic on these projections. That’s
why most of the time when the clients come in, the, the revenues are way too high for how much they can actually do cause they plan on capacity instead of, um, a gradual amount of clients that will, that they will able to onboard. Yeah. Even then, you know, you have a capacity of a hundred units, whatever it is, you’re never going to go zero to a hundred. You’re going to get next month there’s going to be one. What that does is gonna be to, once I have that, it’s going to be three going to get to, uh Huh. You’re never gonna get to a hundred. You might get the 90 on average or something like that. Uh, but that sort of graduate production is always, Hey, we’re going to take a six months to ramp up and then we’re going to be at full capacity. It never looks like that.
It’s always a build. And hopefully not just straight line. That’s the hard thing to deal with it. Um, and this should be kind of your Edmonton Business Coach projection. So understand your business at its most basic level. It’s not unusual for you to have one. You want to do a lot of plans for medical doctors. They can bill, you know, one procedure at 15 bucks and another procedure at 15,000. At the end of the day, they probably only have one revenue stream and it’s patient visits in their business and it might work out to every time someone walks through the door and they’re gonna build them 100 bucks. That’s it. That’s as simple as it needs to be. They just track what was the revenue, how many patient businesses they have throughout the year, and they get to that number. So if you, if you’re not identifying three, don’t worry, what is it even nicer to plan on? It’s even easier to do. But if you’re getting more than three, that’s the problem. So if you only have one in your business, um, you know, that’s not that unusual really.
Then I’ll give you guys a couple minutes for that. Once you to try to define the revenue group. So you’re going to define the revenue group. You’re going to define the direct costs, you’re just going to write up these are, you know, projects that we go out and bid on a, the next one is these are service calls that we just send people out by the hour. Um, so I want you to define those revenue streams. I know we go to a salon, you guys might have one for the haircuts and the styling. You might have another one for the aesthetician. Um, because the metrics can be a little different on that. Right? Uh, that would be your different groups yet. Yeah. And then you’re just going to write out that description, you know, every time you, the stylist to stylist there, they’re wager. What’s their commission with the cut and the cut for the institution might be slightly different for me.
Any struggles with putting that that point in
Yeah. Does that mean when you see average revenue per transaction, is that include cost, the cost of material? Exactly what you would charge the fine. So like if like for example, if I’m installing a door, would you want them present the door and [inaudible].
wait. So the key is with business planning is the people think that business finding it’s something, it should be complex. It’s something that’s going to take you 40 hours and you’re better off spending four hours a year on business planning, then spending 40 hours in your first year and never doing it again. Because no matter what you put on this paper today, you’re going to learn something in next year and you’re going to make a slight change to it next year. Um, you know, one more, it doesn’t have to be a complex process. Um, you know, we’re probably the only CPA firm. It doesn’t charge anything extra in our firm to do a business plan. If you’re a corporate client, if you’re going to do you need it and if you’re gonna use it, we’re going to do it. Because if we don’t do it, we know the stats are, are pretty stacked against you on some people who needed the most are in the least worst position to pay for it.
So, um, and that’s the reason why we kind of developed these benefits planning skills is that because there’s other firms that do business plans, but they tried so much for them that they probably do like five or 10 a year. We do like a hundred a year. We’ve been doing it for years. So, uh, we’ve been doing business plans at scale, at a price that’s actually affordable and a time parameter that she fits in business, our schedule, you know, they don’t really need more than four hours outside of our office to do it. Um, now the next part you want to do is really try to establish what your differentiation factors are. So I have this page here. It says at the top, you’ll be attention span or your Edmonton Business Coach ideal and likely buyers short trying to communicate to them that you are everything to everyone as a possible, uh, and not profitable.
Pick no more than three. Differentiation strategies to focus on delivering and marketing on common differentiation strategies include. So you have a focus on niche customers. We have unique features and qualities of product or service with location. We, the facilities, equipment and software. Through the branding and marketing. We have the payment methods and terms. We have the number of certifications, experienced staff, organizational longevity, convenience and customer experience. Chances are your differentiation factors are going to fit into one of those nine. Um, and I would encourage you to pick no more than three. Now, the common issue that most business owners are going to have is they’re going to want to be everything to everyone. Let’s pretend that I’m a plumber. I’m going to have the most, uh, uh, certified stat. I’m going to have the most experienced staff. I’ve been around for the longest. Um, I have these cool, unique features I serve as these unique niche customers.
Meanwhile, there’s some guy out there just say, I’m 24 hours in the fastest in the city and he’s running circles around him cause he’s only picked one thing and it’s been super easy to communicate it to his, his, uh, uh, his ideal and likely buyers. So I would encourage you, it’s not that you’re giving up on all these things, you still want convenience and customer experience. Everybody wants that in their business. But what are the three that you want to be the best at? That’s what you can put in front of your ideal and likely buyers. And that’s why they’re going to hire you. If you try to put all of those backers in front of your ideal lengthy buyers, they’re not gonna hear any of it. So, um, it’s, you know, there’s so much marketing out there these days that your marketing, your marketing should be very laser focused on what you do best.
Not everything you do, just that. What are you trying to beat everybody else that we’re trying to be the quickest? We’re trying to, you know, we, we only, I’m a general contractor but I only build offices for dentists. That’s it. That’s all. I just hammer that. Even though you could possibly build, you know, you can do other things in your Edmonton Business Coach job, contract and work. That’s all I’m going to focus on is in the market issues is that, so identify those, no more than three differentiation factors. Give you guys a minute and I want you to guys to try to circle no more than three on that page. Where do you guys think,
okay, then what we want to do is now we want to identify the movie onto these pages. With the boxes here. We won’t identify the geographical area and three main characteristics for your ideal and likely buyer. Consider their age, their gender, their income, their marital status, their family status, their interest, et cetera. So what does your ideal and likely buyer look like? Are they, uh, in Edmonton and their homeowner between the ages of 35 and 55? Um, you know, start getting specific like that. What does that ideal in like the fire look like for you? Varies a lot. I keep in mind there’s a lot of contractors who will come into my office. 40% of our clients are probably medical, 40% of probably contractors in 20% or other. There’s a lot of contractors who come into my office and the first thing I’ll do is tell it is advantageous to big. You should go even smaller than Edmonton. You should be the king of the sell side or the west end or the north end. I you just, absolutely, you can just, you don’t do what the big guys do and absolutely flood an area like that where it’s route sometimes depending on the budget, it’s, it can be difficult to do if you’re, uh, if you’re small and starting.
Especially if you’re a contractor, you have those travel times from this travel costs and lots of times we’re building up a set of mouth, whether it’s taking an hour to get there, five minutes to get there. So even going tighter on that location is going to reduce your Edmonton Business Coach costs and increase the profitability.
Also, I want to tighten that this exercise with a previous man that we had before that no customers are bad customers. And I have a really good example of how it can actually hurt you trying to serve as everyone because you don’t have, uh, uh, an actual ideal customer that you have in mind. I have a client that was trying to compete on price when, because I know there, uh, let’s say a daycare. Um, I have a daycare that I have, I’m offering for programs for each week and I’m competing with someone across the street that was the one price, but they are not offering any of these, um, programs that I’m offering. Why would I compete on price on those, um, on, on the other, we can run across the street if I have a different customers that I want to attract, the customer I want to attract are the ones that, um, value the programs that I’m giving into, not necessarily the customers that the other guys are getting because they just need basic childcare.
Competing on. If you choose to come, you notice prices not on their price is number 10. I don’t put it on there because this is a small business bootcamp. Competing on price is 100% dependent on you having the deepest pockets. Whoever has the deepest pockets wins the price battle and everyone else dies like plain and simple because they can just, they can offer the service at a loss until you go out of business. You just can’t do that as a small business. So it’s not going to be price. Um, price is the race to the bottom. The cheapest supplies, the worst employees, the worst marketing. Um, it’s a dreadful life. Um, let me see. Business owners who get into it and they think they think that’s the way, but can remember go back. No one has the flip phone. No one has the Nissan versa in this room.
None of you are putting price at the top. It’s on your list. It’s one of your considerations, not at the top of your list. Um, one to three sentences concerning market trends for your industry. You know, I’m in a static industry. Maybe you’re in construction, there’s guys who were working in the oil field and coming back and flooding the residential market. Something like that could be a trend. You know, maybe you’re in a growth industry that uh, um, you know, it was a little bit different, but you want to be focused on, hey, where is this industry going? You know, I had a anxious, I’ve got a couple of optometrists, have one tells me that, you know, the online thing isn’t a big deal because online sales and optometry have flat lined since the introduction of Claire Constant as the analytics and the other optometrist says, uh, I think they’re going to reject, they’re going to keep going and they’re going to grow. And so I need to do other things other than sell glasses. So, but through different business plans for two different people with two different outlooks, right? I don’t know which one’s right. I’m not an expert in optometry, but I’m going to give him the business plan that’s right for their vision.
And then you want to identify the three main risks of your business. You want to consider, normally your risks will be one of these factors. Profitability and or castle, the business acumen of the owners. That can be hard to admit sometimes, but it’s, if it’s your first business is probably a bigger factor than most people think. Um, uh, you know, I, I wish I could go back to the days where I was a contractor and document some of that stuff. We had a truck on the side of the road, uh, that figuring out if I had enough money to tow the truck back on my credit card. Um, you know, there’s a long ways from walking into the Ford dealership with a bag of cash to buy a raptor trusts me. Um, so acquiring new customers, losing customers, end up pricing pressures, legal risks, regulatory risks, obsolescence, supply chain.
So obsolescence, there’s something you’re doing is going to be obsolete. New Technology, uh, supply chain. This, this can be big in, this sneaks up on a lot of people. Um, you know, we gotta couple of Hvac guys in the room, I think. So let’s say you’re buying all of your air conditioners from one place and it’s got this specific feature and all your marketing is designed around this feature and then all of a sudden they have fires their manufacturing plant and they can’t sell you that, that uh, that air conditioner anymore. That is a supply chain issue. So you always want to consider it how, how, you know, riskiest supply chain. I’ve had people who they just do log homes but they get all of the law of homes from one package provider. What happens that they pulled up package then what happened? So, um, human resources is huge.
A couple of hairdressers in the room is definitely going to be one of yours of managing hairdressers is going be difficult. Managing massage therapists, difficult. We’ve seen that more than a couple times. So, uh, you know, but factor you can’t solve every problem. What are the biggest three in my business? And write them down so that your homework, that should take you no more than four hours just to go through the rest of this. You’re not going to become a financial projection modeling expert. You’re not going to learn how to do cash flows. It’s still teaching my guys in capsules and getting pretty good at it. Um, on the thing, you can come down and take another coffee. Yeah. Come on and take another coffee. They’re not getting anything. They’ve got to come to the bootcamp or else they don’t get to see. That’s it.
Yeah. Um, you want to identify your five competitors in the same or similar industries along with the competitors. Singular, main differentiation or competitive advantage. Sometimes business owners get this insane. I don’t have any competitors. You always have competitors. And even if it’s a similar type business, um, should I tell you how to have that scenario? Right? So you have Chantel whole fitness studio. There’s not many of those around, but they’ll save, people are thinking, should I buy a good life fitness membership or should they buy a crossfit membership? Um, you know, the, even in specialty businesses, there’s, there’s something else that they’re competing for your Edmonton Business Coach dollars with. Right. Um, so think about that. You know, you’re in, say you’re in car sales. I guess what those same people are thinking about renting cars for their fleet, not buying them, right. There’s always different competitors. You know, some of it was just really obvious.
So I’m an electrician. There’s 200 other electricians. Uh, and how we did, we looked at what your Edmonton Business Coach was your top three differentiation factors boil. There’s down into their best one. They’d been around the longest and they have the biggest number of staff. They have a bunch of established contracts. Well, there’s down no more than one. Um, identify how many existing customers and we all skip the risks we did that already. Identify how many existing customers are likely to repeat the next two years and how often they will repeat in the next two years. So look at your customer business, look at it, all the people you serve as in the last two years, how many of them are likely to repurchase from you in the next two years? Um, that’s a good analysis. And then we start getting into how many new customers you need. Some people at zero, um, that you could be a home builder. People probably aren’t going to buy a home from you, you know, a year and a half later after buying that one. Right? Um, so that’s not unusual. Zero. But if there is a recurring revenue stream, what does that look like? Because that helps us establish how effective our new marketing streams are. MMM.
We’d want to quantify this one. You’re going to park, you’re not going to know what I was talking about until we get to the next, uh, um, the marketing section. But quantify the number of pipeline marketing initiatives in month by e. How many, how much, how often consider referral program, social media, paid online ads, signage, print media, networking, other. Um, and so this is something people say, I’m going to do networking. Get very specific. How many networking events you’re going to attend every week. Um, I’m going to drop flyers. How many flyers are you going to draw every single week? Don’t just say flyers. How many, how much, when, how much does that going to cost them win? So be very, very specific about those marketing initiatives. MMM. Give an example of a nonqualified initiative versus a quantified initiatives. So is everyone understand that, that the difference between a quantified initiative and a non quantified initiative.
So what are some of the things that you would do from marketing giving you a chef, which I don’t want to, what’s the thing you can do for marketing? Facebook. Okay, great. So someone tells me I’m the new Facebook. I say, how many posts are you going to do a month? Like that’s how specific you have to be. It’s meaningless if you just say Facebook, that’s the perfect example, right? Everyone comes, I’m going to do Facebook, I’m going to do Instagram. How many posts are you going to do every single month? So, um, I want you to write out the steps in your Edmonton Business Coach sales and follow up process. So what happens is that client emails in, they call in and come for console. You follow up with them every week. Actually write that down. That’s something worth writing down in your business plan. Uh, could just be a, you know, a small paragraph or write that down.
Uh, write a paragraph concerning the locations in the facilities. You can hire someone like me or my team to do projections, but we have, these are the things we don’t know which, trust me, we can do the modeling, but we don’t know what your Edmonton Business Coach building looks like, how many square feet it is. Um, what equipment you have in there. Great out all the steps in the production or the steps involved in providing your product or service. Once you book that contract, once you get that call, now what happens? Or this person is dispatch here. They’re booked in for a time slot. Here they come in, they pay on site, they get billed net 30. What does that happen? You know, what does that look like? What does that process look like after, uh, then we want to write out the top 12 milestones and tie a date to each of them.
The date should be staggered. I acquire location, hire staff, achieve revenue goals, get website finished brand and get financing. So let’s not build a website. It’s we want to have a website built by September 1st, 2019. I want to hire my first staff by October 1st, 2019. Um, I want to get a new lease by November 1st. So those sort of kind of one time events, we need to tie specific dates to them because those are going to change the projections dramatically. Uh, we want to identify the key staff, their title, experience, like the service qualifications, responsibilities, pay rate, would identify the general staff. Same thing. You know, how much you’re gonna pay them, you know, what type of experience and credentials we’re looking for. A, write out your recruiting strategy. Write out a strategy to retain your employees. Um, so this is the thing, businesses don’t fail because you’re not a cash flow projection specialists.
Businesses fail because you don’t have any, uh, an HR strategy. Um, one of the top three reasons. Identify your Edmonton Business Coach current key suppliers, what they provide at potential replacements. I buy all of my materials at this place and if they go out of business, I’m going to start buying it from here and I already have to pricing. Um, I know what that’s gonna cost. And then the most important part is you’re going to hire someone to critique and provides projections on this vision. You shouldn’t, I shouldn’t even do projections on my own vision. So, uh, ideally you’re going to hire a CPA firm like us to help you with those, but even if you don’t, even if you’re not going to do that, if you’re doing a business and it’s a side business and it’s not worth having, is have your friend do the projections on this division, you’re going to write out that vision and you’re going to write out your Edmonton Business Coach calendar of everything we’re going to do in section number two a, and then you’re going to write out this and that calendar is so important.
I can’t stress how important that is because you can have a system where we’re going to do enough marketing and shifts to get you so many leads, but you only have any so many slots in your calendar to do estimates. I guess what that doesn’t work, right? You’re going to give them that calendar. You’re going to give them the things that you wrote out here and then they can do financial projections. Even it’s on a Napkin. It’s probably better than the ones that you can do a yourself because you get that tunnel vision as an entrepreneur. Now you might have to polish up on what they give you. I have someone else come up that those projections for you. There’s a reason why no one plan ever comes out in our office with one person assigned to it. There was at least two people and we’ve all done hundreds of these. Now here internally, we all have two people look at it in our office because we’re going to see things that the other person won’t. This is the one thing you just need more eyes on it. Um, you know, not, not 20 eyes on it, but not one either. Right? Okay. That’s what we have. Remember to fill out this one, we’re going to break for lunch for a full hour. Um, when you come back and people really love the next one that we had. Next time we will teach you how to get the page. One of Google.