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Joey Gunn on The Bridge Podcast

Home Furniture Retailer Embraces Digital Marketing – The Bridge Podcast

32 min read

Knight Furniture had a problem; after existing for 107 years, the company felt the pressure to embrace digital marketing platforms while still respecting the presence of their brick and mortar stores. Andy and Fabian sit down with Joey Gunn, the Vice President of Knight Furniture, to talk about what it looks like to marry tradition with innovation. How has Knight Furniture continued to successfully serve its customers digitally?

 

 

The Bridge: Knight Furniture Episode Transcription

 

Joey Gunn: This is going to sound, you know … The furniture industry is kind of behind the times in my opinion, and so what I’m about to tell you is going to sound like we should’ve done it five years ago.

 

Andy Medley: The Bridge is a podcast for all businesses where the consumer purchase takes place at a physical location, but those same consumers are shopping and narrowing their choices down online. That jump from online to in store is where most businesses struggle. Each episode, we’ll focus on real strategies and examples from industry experts on how to dominate this complex and competitive environment by sharing the latest trends in technology and process.

 

Andy: Hey everybody, this is Andy Medley, host of The Bridge, a podcast focused on businesses that have brick and mortar locations but are engaging their consumers online and dealing with that difficult chasm that takes place between those two physical and digital environments. Today we’ve got Joey Gunn, vice president of Knight Furniture and Mattress. This guy’s a fourth generation from the family business, basically spent the first 16 to 18 years of his life saying he was never going to work in the family business. We now know how that turned out. Knight Furniture is a pretty big deal in the furniture business. Tons of awards and a lot of recognition for not only how they do business with their people, but also how progressive they are in the strategies they have. So [Fabey 00:01:33] and I are very excited to have Joey. How’s it going, Joey?

 

Joey: Pretty good man.

 

Andy: I made the joke in the beginning that you spent the first good portion of your life fighting against the family business, but then it got into your blood. So can you tell us a little bit about the history of you, kind of where you started to the point of now, what you do at Knight?

 

Joey: Sure. Well, my first job there was, we were running a hot dog sale and I handed out free hot dogs. But-

 

Andy: Were you good at that?

 

Joey: I don’t think I was. They kept me around. They put me in the warehouse after that, but …

 

Andy: Don’t talk to customers. Get in the back. No more hot dogs.

 

Joey: Yeah, exactly. And so that transitioned into a warehouse job, and then delivery. I worked warehouse and delivery summers and Christmases until about my second year of college, and then I stayed around and did, you know, summer classes and things like that that got in the way. But once I graduated, I came back and started in 2007 in a front office role and transitioned that to credit manager, transitioned that to our second store manager. So our Gainesville store manager. And then I left that store to actually open an Ashley Furniture Home store. So I opened our competition, but I did it with our money. Our idea was to compete with ourselves and Ashley was coming to our market anyway. We had that store, and then two years after that I came back to the mothership and assumed buying roles and advertising, which is what my degree was in. Somewhere along the line they gave me the title of Vice President and that kind of just piled on everything else.

 

Andy: So basically soup to nuts, you’ve seen everything inside of the store?

 

Joey: Yeah. Yeah.

 

Andy: Which part do you like the most? Which part do you not like the most?

 

Joey: Oh Gosh. You know, those summertimes in the warehouse were brutal. I mean, we were in Texas, so I really have a lot of respect for what our guys go through. I can remember coming home drenched in sweat. Texas warehouse, I mean, it’s everything you can imagine. Loading and unloading trucks. While I appreciate and love the people that do that job now, I also look back on that time of my life, and you know, that was really, really challenging. As far as the best part of that store … We have a secret room upstairs. We call it the war room, and it’s where we have a lot of the upper management getting together, but you would never know that room exists.

 

Joey: So one, I like that it’s hidden away and the layperson just wouldn’t walk in our store and find it. And then second the idea generation that happens in that room. In that room, we feel the freedom to get upset with each other, to disagree with each other, to agree with each other, to build our ideas, and all those things that you wouldn’t necessarily do in just an open public setting. We get brutal with each other in there, but it’s for the better of Knight Furniture, and so that’s probably my favorite part of the place.

 

Andy: So we talked to you earlier for the innovators series, and you mentioned that when you decided to work for the family business, you got a call that you were needed. So I want to ask you, in 2007 when you were getting ready to take on that role, did you see an area where you thought that you were going to go in and make an impact? Right? Having kind of fought the fact that you maybe weren’t going to be doing that, did you have a vision in mind of, “These are the things that I think I can help impact.”

 

Joey: I wasn’t really sure. Okay. So the place that the store needed mean was actually, you know, in the front office and in credit, and I didn’t understand at the time. My degree is in advertising and communication. That doesn’t have a whole lot to do with credit and numbers. What I learned when I got to the store is, actually the numbers and the calculations and all that stuff, there were tools to help guide me through that. The most important part of that was the communication with the customer. So it was a communications job, because it was about taking that customer that came in and had this need for either a payment or for, you know, to increase their lifestyle, but this was their budget or whatever, and communicate some hard things sometimes. Because not everybody’s credit’s good, and be able to take that negative and still give them the confidence to proceed with the transaction, where maybe they weren’t approved for the thing that got them in the door. You know, the zero interest or something like that.

 

Joey: And so I realized that the stuff that I was concerned, I didn’t know the money, numbers … I’m a numbers guy, but that’s not what I was trained in. All of that was really secondary and it was way more important to help close those customers. Put those sales on the books and give those customers the confidence that they were doing the right thing, and help with that. So that was the immediate impact that I had, and then, you know, obviously later on was actually able to get my hands on our advertising which had a more direct, you know, in line what I was educated in.

 

Andy: Yeah. And I think that, you know, we, we mentioned a little bit about the awards, and you guys have obviously stood out. You were talking a little bit earlier about that, but you know, that does come with some cachet and it does mean that you are doing something that is different that’s causing you to get those awards. I mean, now you guys have been an early adopter in a lot of things, and so in terms of adjusting your marketing approach and understanding that engaging consumers is changing, when you came on and you started to go through the evolution of the different roles and you got your hands on the advertising and started to see some of the customers coming in, what were the light bulbs that were going off in your head that you were looking at the world outside seeing it was changing, and then seeing how that was kind of impacting the store? How did that strategy for you start to start to come into play as you started to look at some of the pains you guys were having?

 

Joey: One of the pains that we were having, and honestly it’s a pain that we’re probably still having, is … you know, we’re a 107 year old store. So one, I’m potentially branded as your parent’s furniture store, not your furniture store, so there’s that brand to overcome. There’s also the vehicle in which to get the message out. I got to watch second and third generation run the store. Back 20, 30 years ago, they would run an ad on TV, run an ad on radio, run an ad in the newspaper, and 85% of the Sherman, Texas market saw the ad and knew that there was something going on. Now, if I use those three mediums, I’m lucky if 30% of the market has seen them, and those mediums haven’t gotten cheaper. We’re not even to the what’s your message part yet, we’re to the how do we even get to whatever the message is out?

 

Joey: We were currently struggling with, how do we figure out that mix? I would say that now, today, we’re we’re still struggling with a version of that because there’s new advertising products being introduced every year, but between retargeting and digital and then the internet, I mean, it seems like everybody has come up with a new digital something every week. What are the ones that … you know, you can’t afford them all. And by the way, I still have to be, at least we’re making the decision right now. I still have to be on TV. I still have to be on radio. Still have to be in the newspaper when that’s relevant, and so it’s …

 

Andy: It’s complex.

 

Joey: Yeah. It’s real complex.

 

Andy: But you had to have started with some foundational ideas, right? So you started to say, “Hey, at least let’s get this right.” So once you started to go there, how did your mind start to change a little bit differently once you took the big leap of actually getting a website and then utilizing it?

 

Joey: So I think, you know … You get a website and the rest of the world is doing it, so we need to stay relevant. That was really the first reason, which is a good reason, but it doesn’t really help you with your purpose or anything like that. It’s just like, you know, kind of me too. And so what I was surprised about was, we got that to use it as a tool for in store sales, not necessarily for online sales. So there was this notion of, okay, Knight Furniture is getting a website because they want to dominate the internet and they want to dominate online sales. Well, no, actually. I wanted to dominate brick and mortar sales and I wanted to use the website as a tool to help make the customer’s experience better, right.

 

Joey: I wanted that after you spoke with one of my product specialists and they spit out their very best closing line and the customer’s just not ready and they say they have to go home and measure, they have to go home and talk to their husband, whatever the case it is that they get home. Their email is sitting, okay, here’s the list of the things that you were interested in and maybe this will help with the conversation with your husband, or maybe the dimensions are here, this will help you while you’re measuring. It was a tool to help give the customer the confidence to continue on with the purchase. It was not necessarily a tool so that someone could blindly go on my website, put a sofa in a cart and click, you know, PayPal and pay us. Does that happen? Occasionally, but realistically, the real benefit to our store on the website is the support it gives the brick and mortar.

 

Andy: Yeah. And so how has that evolved for you? From the onset of starting to have a presence online to where you are today, how is that evolution taking place?

 

Joey: The customer is coming in more educated. Whether, you know, we’re all doing it, they’re getting more information than ever before. So I think the place that was really stood out to me that we needed to get better was our communication with that customer that was becoming more educated. You know, no longer could we not be on our game and not be educated ourselves, number one. But two, we then also had to identify how that customer wanted to be communicated with, right? And everybody’s different, so that’s the challenge.

 

Joey: So being able to keep the information that the customer would give us online and somehow translating that into a friendship or relationship just based on those little metrics that they gave us, to then get them in a place where they’re confident enough to move forward with the purchase. Or you know, kind of become a part of the family and really become loyal to Knight Furniture and those type things. And so really it was communicating with a more educated customer and really fine tuning the ways, you know, that they wanted to be communicated with, I think is where we had to change.

 

Andy: Yeah. That’s one question I have for you is that, you know, based on that, how do you see the role of the salesperson having changed over, call it the last five or 10 years? What’s different?

 

Joey: Yeah …

 

Andy: Are you talking about the education, but particularly relative to the sales process, am I still a salesperson?

 

Joey: Actually, in my story or not, I was listening to some of our phone calls a few years ago and a customer that had been on our website and they called in. She said, “I really found this recliner that I’m really interested in. I’d like to know more about it.” And it was my front office that picked up the phone call, and front office said, “Okay, great, I’ll get you to a salesperson.” The call goes on hold and I’m listening to a recording of the phone call, so I can hear what the customer says while she’s on hold. I heard her audibly say, “Well, I didn’t want to be sold.” And it was when I took that recording into my dad’s office and I said, “There’s a problem here, there’s a disconnect.”

 

Joey: When he heard that recording, he wrote down the words product specialist. He said, “What they wanted was a product specialist. They wanted somebody to help them with the product. They didn’t want somebody to sell them on anything.” And I think what was exciting about that moment, and also humbling about that moment, is our front office person had done exactly what we had trained them to do. You know, they didn’t do anything wrong. They had done exactly what we had told them to do, and it’s not what the customer wanted to hear. And so we changed the name of all our salespeople to product specialist, and so we don’t have salespeople, we have product specialists. I think that’s a really, really big transition because it more represents what the customer is looking for in that moment.

 

Andy: It also assumes that … a big piece of a salesperson, and sometimes that can be a dirty word, but a good salesperson is a facilitator of knowledge, is a person that helps a consumer make good choices, shares with them the different options that are available, and drives them down to the point of a decision with that consumer feeling comfortable that they have enough education and information to be able to make a good decision. Right? And what you’re articulating, and I think what we all know, is that that’s being replaced by whatever information is available online. So a good website is really a great salesperson.

 

Andy: Can you talk a little bit about how … Because if you’re telling your salespeople that they’re product specialists, that means listen, you’re also giving a lot of credit to the consumer who has already made x amount of informational research, to the point where they know what they want to do. Right? So that also then says to you, “Well, now I need to know that my responsibility is to make sure that my digital landscape adjusts for the consumer’s expectation online,” because they’re not even gonna give the opportunity for my salespeople or product specialists now to be able to do it. So in your mind, how did that start to adjust your strategy and how do you think about the experience the website’s providing?

 

Joey: First of all, I feel like with the absence of everything that you just said, I’m not getting that customer in my door, right? Now I think we have to take for granted that these are expected things, that the customer is expecting. So now just having them doesn’t put you ahead in the game, it just puts you in the game. Right? And so then the proper amount of time needs to be spent on the website making sure that the information is there. Not just for your customer, but if the customer is going to be more educated, my salespeople have to be too, and so I have to make sure that the information that we’re loading our salespeople with is also online so they can help with the customer identify it and see it.

 

Joey: Because sometimes hearing it from your product specialist, I guess I should use that word … see, I’m falling in the trap. Hearing it from our product specialists and then hearing it and reading it gives them more confidence than just me taking your word for it.

 

Andy: So consistency.

 

Joey: Right. And so making the messages that you have online, whether it’s your branding message, whether it’s your sales message, whether you know, whatever it is, be consistent with the experiences in the store. Because for instance, if they come in and the imagery on the website’s one thing, and then they come in and there’s a total different color palette, there’s a disconnect already, you know? The little things kind of become the big things there. Even just the imagery from the sale or the branding messages, that all of those are really, really consistent.

 

Andy: No, that makes perfect sense. But you’re also expecting that you’re providing tools to the consumer that are allowing them to have control of that process. For lack of a better way of saying it, your website is actually speaking to that person. Then all of a sudden you have technology that’s similar to what your competitors on the digital landscape, like the Amazons and the Wayfairs are providing, which is not an easy environment to be in.

 

Joey: It’s not, but you know, some of what you’re describing there is that the customer is desiring a conversation. They’re desiring a relationship really. And so, you know, the challenge was always that I felt like if I got you in my door that I could establish a really good relationship, but if I got you on my website, how do I establish that same relationship? How do I communicate? Because I think we’re pretty good in store, but the communication lines are different online. There’s product like LiveChat, and even the quizzes and things like that, that help narrow down that we have on there. But the other challenge with introducing those products, and especially LiveChat, is that now you’ve got to go manage it and you’ve got to go manage it pretty damn good, right?

 

Joey: Because there’s nothing more annoying than introducing something like LiveChat or the communication quizzes or something like that, and then you’ve failed at communicating with the customer. You either said something in a way they didn’t want to hear it, or you didn’t give them the right information, or you didn’t give them any information at all. So it’s not just a box that you said-

 

Andy: It’s super scary, yeah.

 

Joey: Yeah. You don’t just turn on Live Chat and say, “Okay, we’re doing this now. We’re ahead of the game.” Turning it on doesn’t make you ahead of the game. Turning it on and being good at it makes you ahead of the game, you know? And so I think that being prepared to be able to utilize the tools in the way that the customer wants them to be utilized has been an ongoing challenge. And it changes year to year.

 

Andy: Let’s kind of dive into that a little bit here. Just in terms of the blind spots that were presented as a result of having this tremendous amount of data on that customer, right? What are some of the things that you think are important on a metrics level that you’re kind of watching on a daily basis, that help enable you to make better marketing decisions?

 

Joey: Well, obviously the metric that we’d all like to see better is close ratio, right? We’d love to, to close a hundred percent of the people that we talked to, and so, you know, that’s one that really is important to my dad. You know how much of that money is actually hitting the counter, because going back into his office saying, “I just had this really great conversation with Mrs. Jones online,” you know, his next question is going to be, “Well what did she buy?” You know? And if it’s just that you just made a friend … making a friend as good, but ultimately …

 

Andy: Doesn’t pay the bills.

 

Joey: No, it doesn’t pay the bills. Now hopefully Mrs. Jones would come back and buy because the relationship was good, but you understand the point. I think the ultimate metric that matters is what hits the front counter. The things that we do work as a company and that we’re watching is, how many of those conversations actually, you know, ended up getting those people in store? And then once they’re in the store, how does that go? Regardless of if they were ever online or whatever, a good closing ratio for one of my salespeople is 30%. Well, that means that there’s 70% of people that are walking back out that door. The really, really good stores, the really, really good salespeople will work on that 70% and get them back in the door somehow.

 

Joey: The way that they earn the right to do that is establishing the relationship. That relationship probably started online, the way the customer shopping now. And so you know, those emails back to the customer are super important. Those phone calls to the customer are super important. All of that. We’re not in a environment right now where we can take that data and be lazy with it, because the customer will punish you for that. The marketplace will not shop with you if you are not providing relevant relationships to them, because they’re not going to feel any loyalty to you and they’re going to go away.

 

Andy: So have you seen over, call it the last 10 years, close ratios increase?

 

Joey: Yes. Traffic’s down, close ratio is high. That goes back to the customer being more educated. They’re visiting less stores. Those statistics are, I think it was 1.2 furnitures … I’ve heard it between 1.2 stores and 1.6 stores. Basically what that means is, they’ve done their research, they’ve picked out the one or two places they’re going to go, and the minute they walk into that furniture store or store in general, they’re yours to lose, right? They’re yours to blow it, because either they’re that one or that 0.6 and someone else has already blown it. Either way, they’re in front of you and it’s your time to shine.

 

Andy: How has that changed some of the marketing data that you guys look at? So for example, you know, if you have 10,000 website visitors, you’re looking at the percent of leads that you’re converting from an unknown person to a known person, which is the same as them walking into the door if you think about it that way. So what kind of metrics are you guys looking at right now before they even get to the store?

 

Joey: Well, you of course, you know, you monitor your traffic. That’s huge. There’s another element we haven’t talked about here yet, and it’s that I’ve probably done some online advertising that might’ve helped drive them to the store, right? And so-

 

Andy: Yeah. Oh, definitely.

 

Joey: You know. So which of those messages is working? Because not all ads are created equal, and so are they … For instance, I’ll give you a really, really basic one. One time we put out two ads. One was more of a cash offer, one was more of a finance offer, and we noticed that more people were responding to the credit offer at that time, and so it actually molded the rest of our message. Responding to, “Right now for some reason at this very moment, the cash offer doesn’t seem to be as sexy, and so we’re gonna mold the rest of our advertise.” So it actually ended up affecting over the air. It actually ends up affecting, you know, the rest of the event based on what we were able to see the customer is responding to.

 

Joey: I think the same thing happens when you get to the website level, and you can take that same data and you can use it to help pick up the right merchandise for people. Because you can see the most visited pieces of merchandise on your site, right? Well, I have way more merchandise on my site than I have in my store. I have unlimited floor space online. And so you would look, and if there’s a lot of visits on some product that we don’t carry on the floor, that’s our customers voting that we want you to carry this. We want you to carry these looks, we want you to carry this product.

 

Joey: So this website ends up affecting what’s happening in real life and the decisions that we’re making to be relevant to that customer, because we’re getting to see, you know, “Okay, we don’t have a lot of this look on our floor and we’re getting a lot of traffic on the site there.” And so, you know, I think that some of those metrics-

 

Andy: Goes back to that consistency. Yeah.

 

Joey: Yeah. And seeing where the customer is spending the time on the site so that … And sometimes you find out that they’re not, and your message is bad. That’s a metric to follow too, not just where you’re succeeding, but-

 

Andy: For sure.

 

Joey: You know.

 

Andy: Yeah. Yeah. We were talking and I know that you had a big emphasis on increasing the amount of leads. So putting tools on place that are engaged in the consumers, but also learning more about them. Because you have more leads, that allows you to start to do some attribution, and attribution not only to which channels are performing well but also how much revenue is being started from my website. We don’t need to get lost in the first or last touch or any of that baloney right now. It’s more along the lines of saying, “Of the people that come to my website, how many buy?” Is that something you look at?

 

Joey: Not as religiously as I would like to tell you. It is something that’s important to us. One of the things that gets in the way of reviewing some of those metrics that we should look at like that is, I mean, just the store itself, you know? That’s why we rely on our teams and our partners to sometimes spoonfeed me some of that data, and I say, “Okay, that is a metric that I point out that’s important to me, but my ability to personally babysit it sometimes … you know, I babysit it as often as I can.”

 

Andy: Yeah. For others in the industry that are listening, how big of a mistake is it to not be invested in your website, to not be invested in and really taking a look at the data that can drive you to make some of those better decisions?

 

Joey: If you don’t, you’re not listening. You’re not listening to the customer, you know. The customer is going to talk to somebody, and so in my opinion, it might as well be you. That website is an invitation into your store, and I think the thing to keep in mind is that your site and your experience isn’t the only one that they’re going to be experiencing. It’s very, very important that one, you have a good presence there. And two, once you have a presence, that you’re giving them an experience that is at least unique and that stacks up against the other people. Because again, I said earlier, 1.2 1.6. Out of in store visits, I mean, they probably visited five or six websites to make that decision, right?

 

Andy: At least.

 

Joey: Right. So I am not naive. My website is not the only site that they’re visiting to help make that decision. My store might be the only store, or maybe it’s not, but my site wasn’t. And so it’s got to stack up. If you’re not paying attention to that, one, you’re not inviting the customer into the store the way … I mean, you’re just not inviting the customer into the store. And then two, you’re not listening to them, because they’re trying to communicate with you and they’re going to communicate with somebody.

 

Andy: And so with that you’re putting a lot of onus on and accountability on that experience, right? So how do you hold your technology providers accountable? When you’re paying money to do that, how do you hold them accountable?

 

Joey: Technology providers are your people. Because, I mean, there’s two aspects of that.

 

Andy: Oh, yeah. For sure.

 

Joey: Yes, I’ve got to take my technology partners and hold them accountable, but I think that that is really … You get what you inspect, not what you expect, and so you don’t just turn it over to them and then vacate, right? The temptation of getting a partner, a website provider or a marketing agency or something like that, and then turning it over to them and just blindly letting them-

 

Andy: Hoping.

 

Joey: Yeah. You’re not going to get the results that you would if you were otherwise involved. Now, I also believe that you don’t hire a lawyer and then tell them how to practice law. So there’s a balance there. You know? You don’t hire the company and then disagree with everything that they promote and tell them to do it differently. You take what they’re good at and then you just have to be involved in every step of the process, and not just take for granted that they’re going to do it the way that you expect them to.

 

Andy: So what’s next? What are do you guys working on? What’s going to be different about Knight Furniture five years from now?

 

Joey: That’s a really good question. We just launched a new website which we’re excited about, and for the first time … The furniture industry is kind of behind the times in my opinion, and so what I’m about to tell you is going to sound like we should have done it five years ago, but for us it was just the time that we finally have a website team. We finally have a team of people that are spending the time on the site that we needed to have, and to make sure that everything’s right. Make sure the ad is up. And I’m talking my internal people, not our partners. Our partners were always doing it. And so taking a more hands on approach to that, and then taking some of this technology and then using it to help support local and support community, because I think that that’s a-

 

Andy: It’s a way to stand out.

 

Joey: It is a way to stand out, and you know. You mentioned the Wayfairs and the Amazons, and the way to not be afraid of those people … because they’re going to get theirs, right, is to do something different than they’re doing. One of the easiest ways to do is to be local. And so how do I make that, you know, my website now be that local channel that helps support-

 

Andy: Interesting. Yeah.

 

Joey: You know, so they want to shop on knightfurniture.com because they’re supporting the local charity also, or whatever. And so I think-

 

Andy: Or they’re just supporting a local business that supports local employees.

 

Joey: That’s the thing,. you know, we’re at the Chamber of Commerce meetings. We’re at the little league games. There’s a lot of things within the community that we show up to that we know that some of our national competitors don’t have the ability to do. And so, you know, how do you take the technology now and also help benefit those communities that you’re infiltrating, that the Amazon and Wayfair just don’t have the ability to show up to?

 

Andy: I like that. Do you have any ideas on how you’re going to start to do that?

 

Joey: No, that’s a great idea. I just don’t know how to back it up. That’s why I surround myself with people better than me-

 

Andy: I said five years, so you’ve got some time. You got some time. Well, hey, we’re going to wrap up here with a couple of questions. How do you keep yourself educated?

 

Joey: The biggest thing that I do to keep myself educated is to show up to the industry events. We’re a part of a performance group. Our performance group is a group of nine other peers that we lock ourselves in a hotel room for two days and share “I have a best idea” session and share our raw numbers. Those guys, you know, those connections. We do it not just the three days out of the year that we meet, but throughout the year too.

 

Andy: You get back and forth information, yeah.

 

Joey: Exactly. And so the other part of that same conversation is, you don’t want to be the taker, right? I don’t want to show up and just take all their ideas, so I have to feel like I have to come up with some of my own. It pushes me to be relevant to them too, you know, and so it helps our store and hopefully it helps theirs. They certainly help ours. It’s probably the best thing we do.

 

Andy: I think that that leads perfectly into our last question here, and that is what piece of advice can you give to other people in the industry that are looking to maybe take the same approach that you’re doing to make their store successful?

 

Joey: You know, I keep saying surround yourself with people better than you, and that’s both in your store and outside of your store. You could even take it farther as to in your life and making sure that, you know, you’re really doing the best thing for yourself. But I think that there’s maybe sometimes a stigma of, if you surround yourself with people better than you, that there’s a power struggle there or something. And there’s not. I mean, at least not in my instance. In fact, what ends up happening is you get a lot of people that are good at a bunch of different things, and they end up working together and it works out real nicely.

 

Joey: I expect our sales people to close at a higher rate than I could personally. I expect the people that are managing our website to be able to create a better website than I could. I expect the people that are communicating back and forth with our customers to communicate better than I could. And if there’s anything short of that, I’m failing, right? I can’t be in the store all the time, and the challenges I want the customer to feel and to really experience what’s in my heart for their experience. That’s not going to happen if I’m in there doing it all the time. I’ve got to have a team full of people that buy into that and can do it better than I can.

 

Andy: Good stuff buddy. Well, we really appreciate the time, appreciate you joining us for The Bridge.

 

Joey: Yeah. Thank you.

 

Andy: Awesome.

 

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