Ali Banholzer Exactly. So sample data… 30 data points are enough data to make good decisions, it can get you within 95% accuracy. But sample data has to be truly sample, it has to be random. So there're apps and different things that way that you can get that will randomize alarms. And so whatever’s going on at that time is when that alarm goes off is what gets recorded. Because if you just ask everybody to, you know, first thing in the morning, record what you put on press or right after lunch, record what you put on the press, that’s not good sample data because that’s one consistent data point… unless you want to specifically know what’s going on when everybody comes back from lunch. That’s a different thing. But otherwise, you want different people at different times of day, so on, so forth, to sample data. So we will do sample data for jobs on the press, for pre-press, for reclaim, for shipping, will look at our shipping rates. And so most of the time, we have just the standard way that we ship stuff, but now and then we’ll do a shipping study to see “Hey, is our use our UPS rates really the best rates? Or should we be looking at USPS or FedEx?” or you know, and so about once every about once a year, I’ll have my shipping department, okay, when you go box, this package up now for UPS, now also go to the FedEx site and the USPS site. And if you were to ship it that way, report how much it would have cost. A little more time-consuming, but I don’t make them do that all the time. It’s just, you know, about once a year, we do a shipping study. And we do a shipping study based on what it actually costs us versus what we charge online. So our rates online are accurate, because as much as all of our software says that we’re getting live shipping rates, depending on how you’ve negotiated your shipping rates and what your API is. You’re not. Marshall Atkinson Alright, Ali, I know people are sitting here listening, and they’ve heard all about measuring and all by doing all this work. And I think they get the point. But at the end of the day, it’s all about the bottom line. And of course, you’re gonna, you don’t have to share the exact numbers. But people want to know what the payoff is. So let’s, let’s share some numbers. Ali Banholzer Right, and this takes me back to our Money Monster. There are some different numbers out there, however, I can’t tell you — like if you run your shop like I run my shop, that’s like taking a map from New York and taking it to Chicago and trying to navigate Chicago with a map from New York. Every business is different like fingerprints, so you can’t use my map to navigate your business. But generally speaking, a 1% decrease in expenses is equivalent to $10,000 in sales. When you take out labor, and cost of goods, and all of that. So if I can reduce my expenses by 1%, then and of course, the bigger the shop, the more impact that has. So there may be some shops that if you reduce your expenses by 1%, you’re saving $30,000 you know. For me, that’s about what it is. So we have quarter over quarter reduced our expenses by 3%, which doesn’t sound like a lot, but that’s $30,000 profit in a quarter. Marshall Atkinson Oh, that’s great. Think about how many shirts you didn’t have to sell. Ali Banholzer And that’s almost at the end of the year $100,000. Marshall Atkinson So the payoff here is you’re really working half as hard for twice as much, or you’re working smarter, not harder, you know, however you want to phrase it. And what’s key here is that once you change something for the better, you know, unless it gets really out of whack, those changes are forever.
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