So, one of your jobs is, because obviously, evaluating salespeople and helping them, and guiding them, and so forth. So, tell us how do you approach that whole process of the management of salespeople and all, and what types of metrics do you use to help you with that? Yeah. We use various things. One thing that we do, every Monday morning we have a sales meeting. We've kind of lay out the week as to it like who needs what days to deliver what products so that we can call the customers. If you're delivering a case of paper, no big deal. But if you're delivering a copier, the other one has to be removed, there's a lot to that. So, we lay out a framework for the week. Then we can kind of, I have a guy who takes care of that. Then what we do is the logistics for the store, we have five trucks that we keep on the road every day, and that we have to plug those in. At that point, they hand me their call report from the previous week. I randomly go down through there and pick out a customer, and say, "Okay, you're at Calibri Sounds, what went on there? What were you talking to the guy about?" They have no clue what I'm going to ask them. So, there's times when I ride along with them. There's times when I go out. You'd shown on your call report that you stopped here five times in the last two months. They better know your first name, right? Because I said, "My account, I said I know everybody from the loading dock guy to the CEO," and I get along with all. So then of course, once a quarter, we evaluate the numbers. At the end of the day you still have to have a number on a piece of paper. Its sales, there's numbers. You got to get a number. So, help us with that. When you say numbers, obviously is it your dollar volume or? It's dollar volume and it's actually profit. Profit? Okay. So, if you're out there trading dollars, I can go out of business either chasing my tail or sitting here. Customers have to realize, to give them great service it's no secret. A business has to make profit. It does. For us to give you the great service that we give you it is, don't be embarrassed that you're making profit. We have to. So if customers are all about price, sometimes you got to let them go. Got to let them go, go and let them see. They think the grass is greener, it is not. They find out that it's an inferior product. They find out that they've had a return sitting on their loading dock for three weeks. So, are we the best? I'd like to think we are. But I know one thing, we are all about attention to detail. Right. So, now, one of the things that I would think, so it would be a big change in your industry is that your salespeople are calling on customers, and I suppose a customer could go there and hand them an order right on the spot. But for the most part I think, a lot of your orders are coming in either electronically or by phone, and also tell us a bit about how you manage that all? I know you have a extensive web operation and all. What goes on there? Same thing throughout the years, I've seen a lot of changes in 40 years. I remember when fax machines actually came out. So we used to get a lot of orders faxed, and what that does, it helps eliminate errors because at that point, it's down on a piece of paper. So, then we got past the fax era and then we got into where we had online ordering. Initially, some of our old time customers were afraid of it, and then what we do is we're striving to have it all online now. Right now, online orders probably equate to about 25 percent of our total business, and it's the easiest thing in the world. Literally, they get on, they can go to our website, everything's right in front of them. They can create a shopping cart. Literally, like during the week, back in the day people used to set stuff on their desk, all we have to remember the order of this from Bourdon's. Now, you get in, you put that in, put that in your shopping cart. Maybe once a week you want to order, so every Friday, boom, you hit send, and it's gone. Then we create favorites lists. So, all they got to do is maybe once a week. You don't want to spend more than an hour a week, maybe dealing with office supplies. For us to be doing our job correctly, you only want to know we exist. You want to know that an order was placed, we consumed it. Now, that's on the office supply side. Now,when you get to copiers, furniture, that's a different animal. You deal strictly with, "You can't do that online." No. If you do you're going to have some issues because I'm going to tell you, you've seen the commercials attract the trader, he's going to pull up out front. He's going to open the door and go, "Okay. Here's your stuff." So, you're sitting there with maybe you and two other associates in your office, and you're like, "What are you talking about?" Because like, "That's what you paid for. It's here." So, that's not what we do. Everything's unpacked, everything's set in place. The only thing you have to do literally is sit down and start using the product. Right here on your desk you were showing me some of the metrics that you use in terms of being able to analyze your website operations and all. Wow, that's a lot of really useful data. Tell us, do you look at this, what, weekly or how often are you examining your dashboards? The one thing with our industry that I can say, there's pre and post analytics. Pre is when I told you about where you are, I know I'm getting ready to call on you. I pull up your account, I see what you've done, I see whether your sales are up or down. I see what product you did or didn't purchase, and that gives me a talking point when I come in. Okay now, this is post. Now this is actually the weekly website dashboard, and I see this, we have a weekly report, a monthly report, and now I'm getting a daily report. Just to show you some of the highlights of this is like, we'll see how many visitors that week we're in there, how many sessions, total sales, and then the bounce rate. Which, bounce rate is when you get in there, you see, you're looking for a particular product, you don't find it, and you get back out without purchasing it. At that point, what happens now is our system sees that. So, it will generate an email that says, "Hey Mr. customer, I noticed you're on our website and left without making a purchase," and I could see that it was in the file folder category. "Is there anything that we could do to help you with this? Should our rep stop by or should we give you a phone call?" But what it does it shows the customer that you want their web experience to be the best it can be. They don't want to be frustrated, they want the easiest thing they can to get to where they need to be. The other thing with this, now what we have is, where we have a complimentary, where you say, "You're going to go in and buy box file folders." So you go and buy a box of file folders. Well then, right there, it's going to bring up on the side banner, file folder labels, file cabinets, it's going to bring up complimentary products to those file folders. Very successful with that. Very successful with the email rate, too. They actually came up with a percentage within our industry that 17 percent of those customers that left came back after they received the email and made a purchase. So, the electronic side of this is become, the Millennials, the Gen Xers, this is it. So, can you give us an example of let's say, one day when you were looking at this, and you saw some data on here, and it caused you to want to make a change or do something different, can you give us an example of how that works? Well, here's a new category for our industry. It's janitorial and sanitation supplies. What does that mean? That means that it's your cleaning supplies, your trash liners, soaps, everything. The Johnson industry had great product, but they didn't have a dealer network to get it out. So, now we've taken hold of that, I see. -and it's become huge, huge for our store. So, now I'm looking at janitorial, and I'm saying, "Okay, now where do I want to focus maybe my advertising or we know, where do I want to start focusing what I stock in my store?" We never had any Johnson product. Now, we have shelves of it, and then we run free dispenser programs. We've actually become experts in it. How did we do that? They actually had boot camps where they trained us, we went out. They trained our salespeople, samples got out in the market. It's become tremendously successful for me. The other things we have in here, we have a break room, we have snacks, we have food, cookies. It literally, truly is a one-stop shop. So, one of the things that you're bringing up here is a sales manager has to be both a short-term thinker and reacting to things that are happening today, but what you've just described is much more of a long-term orientation too, thinking about where you're going on this business and what do you need to do to get there. Right. So? Most definitely.
