Service Revenue Accelerator
OEMs are unable to capitalize on the extended warranties and service contracts due to these 4 reasons - 1. Poor visibility in their Installed Base data 2. Weak offers due to lack of data visibility 3. Lack of options & flexibility 4. Ineffective GTM strategy & tactics In this webinar, we will share various best practices to resolve these issues.
Okay, I say let's go ahead and get things kicked off.
Thanks everybody for joining.
We expect the event time to run anywhere between 20 to 25
minutes with some time for questions at the end.
What that being said will move to some rules of the road.
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you will see different options to communicate with us.
Please use the Q&A area for questions to the speakers.
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The recording and the event deck will be sent out to you post the event.
And what that being said, let me go ahead and introduce you to one of the
speakers of the day.
The VEC is the CEO and founder of entitled he has decades of experience working
on both sides of the industrial equation.
He's passionate about all things install base and simplifying install base
workflows to give customer facing OEM teams an opportunity to do more with less
He is also the founder of industry next community designed to help industrial
leaders share and learn from one another with that the VEC over the year.
Thank you very much and it's my pleasure to join you guys today and talk to you
a little bit about what we're going to do today for the next 20 to 25 minutes.
But more importantly, introduce you to a friend and a colleague who I've known
for many years now in the name of Michael Bloomberg.
Michael and I first met gosh, I think about seven, eight years ago at one of
these industry conferences speaking of industry conference.
And it is very clear to me back then that in this world where there's a handful
of us who understand know about and are really passionate about after market
and services Michael clearly was one of these guys.
We've got to know him over the years we work together over the years off and on
with different ideas and different initiatives.
And you know recently we were talking about some specific things going on in
our respective worlds in the in the context of equipment manufacturers and what
they look for and so on and so forth.
And we really started talking about this notion of services and service
contracts and so on and so forth.
And I thought there was nobody better than Michael to join us and tell us what
he's been seeing and hearing and working with in a wide range of industries and
wide range of manufacturers.
And so we decided to kind of hold this webinar together.
So without further ado, I want to invite Michael to tell us a little bit about
himself as you can see his bios up on the screen, but Michael there's nothing
better than the audience hearing from you directly about your background and
who you work with and so on and so forth. Over to you Michael.
Thanks for that again. Thank you for this very kind and thoughtful words that
are part of your introduction.
I've been working in the aftermarket service industry, literally my entire
career and then some I learned this business of being a madame consultant and
became an expert under the two of my father, the late Donald Blumberg who
started a consulting business in 1969.
And very soon after he started, he saw this opportunity and aftermarket service
, how to apply strategic thinking around building and growing a profitable
highly efficient, highly productive field service organization.
So over the years, I worked in many many different industries.
I started in 1985 gives you a good idea how long I've been around and I've
worked until calm medical devices, IT, industrial automation, building controls
, building automation.
I would say if you consider any kind of product that has a durable good that
has a printed circuit board or electronic component chances are I've worked
with a client in that field.
I've worked with the M or in some cases I've worked with independent service
organizations, helping them build and grow their service services just as I've
done with all the amps.
So some of the companies I work with are Siemens GE ABB Schneider and let's go
on and on.
So what I'm going to do is I'll be the controller of this deck. I'm going to go
ahead and start pushing the slides forward and Michael is going to take us to
some things that I think are relatively, relatively important in terms of
things one should care about in terms of aftermarket.
But before we get that far, I am going to run a small poll which should take
place in a second here, give me a second.
I'm going to put a poll about understanding where you guys are with respect to
this. Thank you very much. You guys are seeing the questions out here. Please
go ahead and answer them.
The poll should have started. So please go ahead and start voting. So home you
can hit the start button I think.
We're going to leave this on the screen for about 30 seconds and that will
allow you guys to vote and then we will look at the results at the end of this
session.
We don't want to give any ideas along the way.
So Michael, I'm going to go to the next space we can get going. I think the
poll is visible and people can vote as they go through the so I'm going to go
ahead and start moving the slides forward. Okay, so over to you again.
Okay, great. So a lot of the work I do is around helping companies put together
these growth strategies. It often involves quite a bit of market research and
benchmarking. So I'm going to share that with you.
But you're probably thinking about you're probably here because you're facing
some challenges about growing your service contract business.
You're thinking about it. You're contemplating it or you've done something
recently. You want to make sure you're on the right path.
So there's a number of reasons why you want to prioritize the maximizing
revenue from these kinds of offerings.
Keep in mind to me, this is almost like saying is I think of service contracts
as a way to codify what your promise is to your customer.
So if you're trying to go any kind of service, any kind of service revenue, you
need a contract for it.
So there's a couple of reasons why it's important to be that to be kind of a
primary focus of your aftermarket business, particularly if you're running it
as a profit center.
First of all, my developing strategies and tactics that maximize the revenue
from these offerings, you're going to increase your revenue profitability.
Just for extended warranties, they typically represent about 10 to 15% of a
company's P and L overall P and L.
But then if you add service contracts, it could be even more. We've seen
companies that have 40 to 50% of the revenue that's coming from the combination
of service contracts, service offerings and extended warranty programs.
Also enhances customer satisfaction. So when you have a service contract,
customers are more likely to call you and assuming you deliver on the request,
they're going to be more satisfied with what you have to offer.
They're also going to have a piece of the piece of mine and the assurance that
you're going to deliver a certain level of service to them that they may not
otherwise get.
And as a result of getting that level of service, they're going to be more
satisfied with their relationship, with the product and the service.
And to the extent you really deliver it and you perform this well, having a
contract in place and having these offerings helps strengthen trust and the
reputation of the provider.
Another benefit is when you have contracts, you know exactly how much revenue
and you're going to have.
So it's not uncertainty you have about your future, but you also can anticipate
what types of service resources you're going to need and what kind of service
costs you might experience.
So you can clearly plan a forecast better when you have those contracts in
place because you have that data. So that helps you overcome operational
challenges and obstacles.
And most importantly, you can start making day driven decisions based on the
data you have about your install base about where the equipment is, what kind
of service activity is and service history research.
And experiencing and what kind of additional services they might need because
you have that data and hand.
Let's move to the next slide.
So when I brought into client organizations to help them with this issue, I
find that there's four reasons or four mistakes they're making which got them
into this challenge in the first place.
One of those is poor market visibility followed by week offers, lack of options
and flexibility and ineffective go to market.
That's what GTM stands for strategy and tactics. So I want to unpack each one
of these right now.
So the mistake number one is we call it poor visibility in the previous slide,
but it's really that they're unclear about their market size.
They have not determined their tam salmon sum. So those that such acronym for
total available market service addressable market and share market.
So total available market is what's as big as the market for when buys service
addressable market is what's really in your reach and some is what's your
current share of that market.
So what's your revenue, right? So can you imagine a company that's maybe
manufacturing a product not knowing how big their market is.
Well, that's the case with many service organizations. They don't really have a
precise view of how big how large and how fast the market is growing.
They like say, well, there's a market there. It's like selling cars. You know,
can you imagine a car manufacturer saying, yeah, we know there's a market for
cars because people drive cars.
Some of those cars are kind of old. They look like they're falling apart and we
believe that there's going to be consumers are going to buy more cars.
And that's how some OEMs and service leaders deal with determining how big
their market is. They guess that they don't have a clear view of it.
And as a result, just just no commitment to pursue that market.
And tied to that, they don't understand their tam salmon sum chances are they
don't understand the value of the install base.
And I know that Vivek and I and other members of his organization often joke
around that, you know, you're in still base.
If you're in still base is like a treasure chest. It's a gold wine of
opportunities.
Once you know what's there. And I'll give you an example that I had a client
that they thought their market was declining.
And because the product their product market was declining that an old product
that was being phased out.
And they just assume that there's really no service revenue anymore. It's
declining as well. They need to expand into a new service market.
And so we help him out. We help them identify other markets to expand into.
But we also said to them at the on set on.
On set of a project is let's not throw out the baby with the bathwater. Let's
just really try to understand how big is your still base what's the value when
you learned from our analysis that the service market the install base was the
value of that notice the revenue potential was worth about four times the
product sales market.
And I'll get into more detail in the next slide of how that we arrive at that.
And then we also just one more if there's also lack of data.
So if they don't know the value of the install base chances are they don't
really have good data on the stall stall base.
Because that's really kind of one of the prerequisites for understanding the
value and then calculating the tam sandwich some is to that data.
What is the install base? How large is it? Where is it? How old is it?
So that's what we want.
So how do you obtain clarity? So you need to know what's at stake. We need to
go back.
You need.
Next one, please.
Here we are. This is the correct slide.
So first thing is you need to know what's at stake and you need to remember
that data is king. So just like in my example about car manufacturer would not
go to market they'd not develop a new product new car or open up a new factory
or new facility without doing a very thorough due diligence on our saying the
size and forecast and segmentation of the market.
And this example I gave you. We've earlier with that company and I think I said
it was four times, but we've had others where they were surprised to learn that
the revenue from service potential was 10 times more than they're actually
getting.
And indeed, there are studies that show that the over the lifecycle of a
product. A company can generate service revenues 10 to 20 times that of the
product revenue when you think of all the service offerings and contracts that
you can provide on the equipment installed base.
Another way to get clarity, remember pointed about out that people don't have
good data. Well, one way is to encourage product registration at the point of
sale and 100% registration is possible.
And I learned that just from my own personal experience, I bought a bike road
bike. And when I bought the bike, I said, well, you know, I'm a service guy.
And the warranties I like to buy warranties make sure I want to make sure there
's a warranty on this.
It's the yes, absolute is I said, well, how is it on there? You know, you didn
't give me a form to fill in and give me a little bingo card to fill out and
give me my contact information and give me an OCR coach.
I can go online. They said, well, when you bought it, we automatically entered
and registered the product for you. So that's possible.
I gave you a consumer example, but it's also achievable in B to B, maybe not
100% out of the gate, but just putting in that simple process standard
operating procedures that when someone buys your product, you're going to
register it in your warranty system.
And then the next one is make it easy for customers to attach service
agreements and extended warranties at the point of sale. So making it very
simple, not having a lot of paperwork, giving clear options to them, trading
the sales people on the what's involved in the agreement, make and again,
making it easy for people say yes or no to the to the offer.
And companies that are able to do that, we found that they've been able to
increase their tax rates by 20% minimum. Let's move on.
So the next mistake that OEMs are service providers make is they have vague
offers and part of that is they not make good use of marketing intelligence.
And they just keep coming up with ideas, they sit around the table and from the
gut they think that I call gut level play and say, this looks like an
interesting offer to make, but they don't really know whether people are going
to want to buy it.
And part of this is there's limited details about the offer. So I remember a
couple of clients I've worked with where they're struggling on their service
revenue growth.
And starting with their service revenue growth and I asked them, well, what's
the offer to the make? They said, well, we provide a field service and say can
you tell more about it?
Said, yeah, we provide field service. This will like the explain what the
process is going to look like, the define the level of coverage.
Do you tell them how long it will take for a technician to come out? You give
them any kind of commitments or guarantees? No, we don't.
So no wonder nobody buys it. And then the value proposition is unclear. So let
's, let's move on to the next slide talks about how companies, how I've helped
companies overcome this.
I'm not sure whether there's a question mark. I apologize for that. It should
be just a bullet point, but the first one is to conduct voice the customer and
competitive research.
So very recently I was working with an industrial manufacturer and we went
through their offerings and we found out that some of the offerings nobody's
buying.
Right. And so we were able to determine just from that analysis that some of
these offers we got to eliminate and there's others that they're buying of
buying.
So we decided to prioritize around those offerings. I've got other examples
where we've done voice the customer research and competitive research to refine
the offer.
But in general, by just going through your offerings and identifying those
offerings that are doing well and prioritizing them and eliminating the low
performance, you can optimize your sales and prove your sales by 10%.
And the reason why is sometimes first of all having only one offer is a problem
. If you have one offer, nobody buys it is a problem.
If you have two offers, that might be a dilemma. If you have three offers, now
you're really providing options. But when you get to four, five, six, seven,
even 10, you have overwhelmed.
They have overwhelmed and nobody does anything. They don't make a decision
because they're overwhelmed. So that's why it's important to periodically
conduct voice to the customer research and competitive research and also just
analyze your offer your success rates to determine how you prioritize your
offerings.
The second area to create stronger offers is to provide more better contract
distinctions. I'm a big fan and student of Tony Robbins. And one of the things
I've learned from attending his seminars is that the more distinctions you can
make about something about anything.
The more effective you are going to get be an influencing and getting people to
understand what is you want from them or what does you have to offer them.
So those are distinctions that I referenced earlier about really describing
what's the coverage is it's seven by 24. What's the response time if you're
offering a for example for offering a one site dispatch contract.
So the more distinctions you can make the more likely they're going to see
value in it. And indeed, I've helped companies increase increase attachments by
22% that's one company helped increase increase attachments because they made
better distinctions about their offerings.
Lastly, refining your value proposition. So one example is a client who offered
a contract which was really a pride as a service. So they're offering a modern
ization plan modernization service which involve upgrading the equipment and
attaching services to that offering over a subscription basis over a multi year
period.
One of the problems they ran into is that nobody was buying it even though the
data said that you know subscription based services and product as a service
offerings are where it's at.
And when I got into the organization and did some snooping around did my
assessment. I learned that they just weren't conveying the value of this
offering they were saying, hey, look, you can't buy they trust they went in
trying to sell it as a product.
And selling the upgrade as a project and then trying to attach services
afterwards and they find that their customers weren't buying and they said,
because they didn't have a capital.
So they said, well, we got an alternative for you. You can lease it from us. We
have a program. It's a modernization. It's a product is a service but it's
really it's really a lease.
Well, the customers didn't like that idea they were told not to lease anything
by their CFOs. So of course it wasn't something but then we said, drop the word
lease and describe exactly what it is. It's a subscription.
We're going to get this value over a period of time. You're going to get some
guarantees in terms of up time in terms of available to once they did that in
the matter of days within 30 days.
They generate $1 million a new revenue because one of their salesperson people
decided to change the value proposition based on the advice I gave them.
And you know, I didn't stick with them, but I understand that more and more of
their salesmen started to offer it so they did see significant increase in
revenue.
The third one is lack of options and flexibility. We talked about that little
bit before I'm going to go into more details. So some companies have a one size
fits all offering this is it.
You only take it. You only take this one and mentioned there's some short
comings of offering one one one option.
They also don't allow their customers to customize negotiate or terminate the
agreement. So they're kind of stuck with it. So it's a risk. Right.
And then also if the offer maybe there is six or seven different features in
the offer, but they only need to them.
They too, they might say, yeah, it's not worth it. There's seven things on
there. I don't need them all. I imagine the price of the contract is reflective
of all these features.
But giving the ability to customize it. I get just what they want. There's also
the ability to personalize it.
And also that's cumbersome and time consuming tip for the salesperson to
configure price and quote.
And then you might take weeks, months to get a quote back and at that time, the
salesperson loses steam attraction and trying to close the sale.
Next slide, please.
So what are some ways to create more options and flexibility? Well, as we said
before, provide choice and also provide a personalized customer experience.
For me, providing choice involves also providing personalized customer
experience because you have to have a little bit of a consumtative sale.
You know, we understand the customers needs and requirements to give them the
solution they want.
And as we found a study where that showed that 76 from McKinsey that showed 76%
of customers expressed expect a personalized experience.
Only 71% are however, 71 are frustrated when they don't receive it. So how do
you provide this customization personalization? Well, you got enable customers
to customize the agreements.
You can also as part of that offer early termination or modification closes
doesn't necessarily mean they're going to terminate it or modify, but just they
have the peace of mind that they can.
Provide the insurance is that they're not stock and you also streamline and
automate the configure price and quotation process by looking at software
solutions that provide that capability and implementing the solutions.
And what we found this is from some benchmark data that attach rates.
If you're doing these things consistently, they can be an excess of 65% and it
seems low, but not not for industrial not for industrial amps.
You know, for a sea consumer electricity, maybe a low, but they can get higher
than 85% whereas the in the industrial amps is a little bit above 65% anything
above 65% of my opinion.
I think that's pretty good to saturate.
There's always room for improvement, of course. And also renewal rates, you
know, once they have the service agreement and they're happy with the service.
These capabilities to be able to terminate modify customized and can lead to a
re renewal rates of an excess of 85%.
So last mistake I want to cover is ineffective go to market strategy and
tactics.
An example of an effective one is the offers only made at the point of purchase
. Now I said it's important to make the offer easy to understand and easy to buy
at the point of sale point of purchase.
But you have to remember that's not the only touch point you have with the
customer.
There's also oftentimes a lack of sales training and incentives that the sales
people just aren't motivated or trained or feel confident or competent about
selling these services, these agreements.
And there's also an effective communication with the customer. They sell the
agreement and that's it.
Customer never hears from again. And that's, you know, so that's a great thing
in some ways from the product side.
Product never failed, but the product never failed.
Customer may be led to believe that they don't need to have a service agreement
because the product is so reliable.
So let's look at how to solve that problem.
So one is to expand the sales touch points in terms of who they can buy the
service from and what timeframe effort they want the product can they buy and
also more marketing activities communicating and promoting and influencing to
the customer that are still an opportunity to buy the agreement.
Provide formal sales training, of course, and also provide reminders about the
value deliver and the performance you're providing to your customers and show
you appreciate them.
So, you know, you could give them results of a customer satisfaction study. You
can tell them stories about how you you save the customer millions of dollars
because they had your service contract and you able to respond in a timely
manner.
So somebody is reading that may they have never had a problem. They may never
will have a problem where they need the service, but the fact that they see how
you're helping other company read about how you're helping other companies just
like them kind of reinforces the value of your offering.
So the combination of these tactics have been instrumental in helping us grow
our clients share a market by one third by 33%.
On average, so let's move on.
So Mike, I think the key takeaways what you should take away from this brief
amount of time we spent together is you want to be continuously assessing your
company's market size, their needs, and your good and market strategy and
starts with organizing your installed based data to know what you have.
How old is it or is it located and how it's trending over time.
And then you want to unify your installed based data to leverage data analytics
and a high to drive sales and marking efforts.
And lastly, you want to do your research and your assessments to gain actual
insights so you can implement a personalized customer experience and flexible
service offerings.
And with that, turn it over to Eric Cohen.
Thank you very much, Michael. I think there's one more slide for us to go
through.
Oh, yes. Thank you for reminding me.
So I think the, you know, one of the things that we've talked about, Michael
and I talked about this as you're preparing for this event is, you know, there
's a lot of stuff that is being in the public realm in terms of what you can do
with service contracts, how you can think about warranties, how you can think
about install base.
But what we find time and time again, and this is as much as a subtle and unsu
attled ad for what we do it entitled is the ability for manufacturing companies
to simply and systematically find a way to unify this data, disparate data set
that exists all over their functional systems to find a way to analyze it in a
very simplistic and but in a very cost effective scalable matter.
And allow access to it either through an application that could be a purpose
able application like we've built in title insights all through third party
applications like CRMs and other things is really important.
And in one of the things we see time and time again, and this is literally why
Michael and I started talking about this is when he was working with one of
these manufacturing companies as a client.
The starting point was trying to figure out almost the first thing that Michael
said, you know, they didn't know where the install base or they didn't really
understand where things were and that's kind of how this whole discussion got
started.
So the idea is to kind of create the platform that allows you to spin off and
do a lot of different things. And so we just want to make sure that we put that
little reminder in here that there's ways to solve the problem that Michael
started off with.
So with that, I think we're ready for some Q&A Michael, I have one question to
start before Colin starts kicking up the questions, you know, you you talked
about the four mistakes or the four things that manufacture should do better
from one to four.
Well, those by any chance prioritized by things that you see the manufacturing
making the most amount of mistakes.
Or is it a sequential order of things that you think they need to get and get
an order before they get going. What was that sequence one one to four is this
later ladder.
It's where I see them making mistakes and where they get the biggest bang for
the buck. So if you don't know, you're going to install base, how big it is in
the right of opportunity.
You kind of lack the reason why you're doing it the first place and everything
you're stems from there. So then you got to decide is big enough and precisely
what is our offer and then how do we go to market with it.
Okay, over to you Colin, I think there's a couple of questions that you have
for Michael.
Yeah, I think there's a couple of complimentary questions to what you just ask
and what Michael responded for is, where is the best place to start to
understand what I should include and offer in a service contract.
I think you needed if you're thinking about doing this, I think there's two
places one is you really want to look at what your competitors are offering.
Now they they could be lagged themselves. So the next thing is to kind of
understand in general what's available and many people in this call already
have a pretty good idea of what other leading service organizations are
offering.
So you want to do some industry benchmarking and then lastly and really
important not to overlook this is you really need to talk to your customers.
You can't just assume you know what's best for them. You can't assume because
your competitor offers it. They're going to want as well. You can't assume
because some leading company offered this service and grew their business by
double digits that it's also right for you.
You got to talk to your customers. You got to do your due diligence and your
quantitative research.
One other follow up to that is what are ways that they can calculate the total
addressable market for after market for their install base.
So we use a model where we do a lot of economic economic modeling where we get
product shipment data and then estimate over time.
So we can't install base and we also estimate how does that install base of
change over time in terms of what's being replaced.
And then we kind of identify estimate how much what's the value of that install
base and what services can be offered as to generate that value.
We size it historically and forecast it for and then also you know your company
title also helps companies find out what they have today in terms of the market
size today.
What we're doing is also looking historically and forecasting it in the future
based on other data sales forecast, economic data and so on.
Quick introduction if you don't mind I had so home bring up the poll results
was this fascinating Michael at least if nothing else.
This is a self selecting crowd 60% of the folks here agreed that increasing
contract at that rates is a really good way to to drive service revenue, right,
which is great.
The second most selected option was driving proactive predictive service, which
is actually quite interesting to us as well personally from the entire
perspective.
And the third one was maybe this is just losing its appeal any longer, but
multi vendor services, which is a manufacturer providing services for other
manufacturers equipment was relatively distant third and then advising
consulting simply did not get any.
Any people voting for it so I thought it was fascinating by the way just as an
aside you know some of you are probably familiar with another organization
called service council.
They ran a similar survey in fact we might be the exactly the same words we
were used. I wanted to kind of see how this thing performed and their.
Bold results were literally exactly almost the same order of priority, which is
increase attached to its drive proactive predictive services then multi vendor
offerings and advising consulting.
Even for them did not even rank at all as a choice so Michael, I thought this
is interesting validation of the point you are trying to make today as well.
So yeah, yeah and the multivitory service that's very interesting to me because
I did a lot of work in helping OEMs increase the multivitory service business
in the 80s and 90s and 2000 and you're right it's kind of lost its priorit
ization.
I think part of it is that we're seeing more boxes of service offerings and new
offerings that we didn't have before so if a company was experiencing the
client in their install base.
They didn't want to fire any of their field service engineers one way to offset
that trend was to expand multivitory service so now with new offerings and new
technologies that allows to do more or less.
I'd say that's probably one of the drivers of why manufacturers are less
concerned about building that part of business and going into focusing on
increasing attach rates and developing new service offerings like proactive and
predictive service.
Great. That's all I'm back to you.
Yeah, I mean as far as last question go the last question that I had and kind
of relates to the advisory consulting maybe people don't know about people like
Michael is this so how do clients end up finding and working with you Michael.
Yeah, so one of the ways they end up finding me is from venues like this or
going to conferences they can subscribe to my newsletter read my blog but and
usually what ends up happening is either there's an outcome they have like they
they know they want to grow their service business but they're not sure.
And they want to independent and objective assessment about how to grow or they
're getting pressure not so much as they want to do it not sure but they're
getting pressure by somebody in their organization to maybe eliminate that
service business or that they need to do better so they're bringing me in and
it always starts with assessment understanding what is they're currently doing
identifying the gaps and then providing recommendations on how to close those
gaps.
Great. That was it for questions about.
Excellent. Well, thank you very much Colin for for I'm seeing the questions
appreciate it very much for those of you on on the.
Webinar right now there's a few things that we wanted to write first of
foremost obviously we collaborate with Michael and his organization so we can
kind of do a combo offer you right one month free trial of entitled insights
the application.
And the screenshots you see at the bottom right there as well as a consulting
call strategy called with Michael still kind of going and really is about
making sure that you're driving profitability right I don't know what those a
few in the equipment business are seeing right now but we are heard clearly
from our customers and prospects that we work with that because of interest
rate increases because of the wallblowness of the economy certainly the US in
Europe or e sales original equipment sales that come down pretty significantly
over the last two years. And as companies scrambled to kind of find ways to increase operating margin
and start driving gross profit to cover a lot of the fixed costs they have in
place.
You know getting after the warranties and extended service contracts is also
something that's really important that I think there's some real near term
opportunities like as Michael showed in some of the examples near term
opportunities to start driving revenue on profit margin because most of you
know that these service contracts have incredibly high profit margins.
And the gross profit and an operating profit level for manufacturers so that's
an offer we are not going to make you if there's any questions you know please
contact me by email or you can go to Michael site call Michael dot net and
please reach out to either of us and we're more than happy to help in any way
we can so with that.
I'm sorry Michael going to my site you can schedule a call with me and we get
conversations.
Thank you.
With that wrapping up the webinar thank you for attending it as Colin said in
the beginning we will share the presentation and recording with the
participants on this event as well.
Thanks again and have a great day and good evening.
Bye bye.
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