157: Become a “Cool” Business, Provide a Superior Customer Experience and Compete in the Internet Age with D. Anthony Miles
Dr. D Anthony Miles from MDICorpVEntures.com has 20 years of industry experience in branding, followup marketing and customer service and can tell you how to get that blind customer loyalty despite the growing competition.
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Download transcript (.txt)Robert plank Show episode 157 Become a cool business provide a superior customer experience and compete in the internet age with dr. D Anthony miles. Hey, everybody, and welcome back to the Robert plank show where we talk about building and growing a business and making more money. We're here with Dr. D. Anthony miles. He's a PhD and entrepreneur and founder and CEO of miles development industries Corporation, a consulting practice and venture capital acquisition firm. Dr. D. Anthony Miles is an award winning professor, a researcher, a legal expert who provides expert testimony. He's a radio talk show host and executive producer of game on business talk radio show. He's nationally known and has a new book out he's a best selling author of risk factors and business models understanding the five forces of entrepreneurial risk. I'm super excited to talk about that. So how are things today Dr. D?
Oh, I'm great. Thank you for having me today, Robert. I really appreciate it.
Cool. I'm glad you're here. So can we talk about how how you're different just just to start us off? Because I mean, sure. There's lots of you know, PhDs and lots of people who say, you know, here's what you should do in business, but what makes you stand out as opposed to everyone else?
I think what makes me stand out from a lot of academics is I have over 20 years of industry experience to back up my academic work. Do I'm active in the WhatsApp active in the business world, I'm always doing things. I'm always doing partnerships, I'm working on different ventures. And I'm, I would say that probably, I have more of a duality, to my skills and experiences because of what I do outside of the academic world, as well as what I do in the academic world. And I also I'm also a statistician, so I'm always working on statistical things and looking at different things. And I, you know, that's what gives me an edge over, say someone who's just professor,
okay, yeah, either someone who who's over educated or has the experience, but not, not the education, not the way to express it and make it easy for others.
Absolutely. And I think nowadays, colleges and universities are looking for people with industry experience, as well as academic. Because this, you probably went to college like I did, and most likely taken the class from a person who's never had a real job. All he works as a TA, and they're trying to tell you about business strategy, or they're trying to tell you about industry things. And sometimes, you know, I don't I think business students need a little bit more from their professors, they need someone who's actually been out in the jungle who's actually have to, you know, learn the school of hard knocks, as well as the School of Education. So those are both critical.
And that's cool. And, and yeah, like, um, as for me in, in college, I was a computer science major, and that's a area that's a field where in the real world, things change drastically with computers, you know, with with programming languages and Facebook, and you know, they computers get faster and all this and when you're dealing with a professor who's kind of in his ivory tower, you know, the past still kind of teaching the same thing you tell him three years ago, I mean, really doesn't really doesn't cut it, as opposed to someone who had the same duality as you like, those are my favorite kind of teachers, because they wish they would know what to say. But then they would, they would kind of go off on a little bit of a tangent or use, like a real example or a case study. And I thought, okay, great. This is really reinforcing the, the long term, the Evergreen academic stuff, but also the little like the nooks and crannies, being in the trenches being in a jungle as you put it.
Oh, absolutely. In the work, one of the critical factors of why I won an award the award as an adjunct professor, and the reason that I was strategic and hot top, my students could always relate something from my experience. I've worked in retail, I used to be a loan officer. I actually used to be a collector, you can't be a good collector, and you can do a loan officer unless you're good collector. And I actually I was out there to jobs. I repoed a car hold out. Oh, we ought to talk another show about that. Oh, yeah.
So so it sounds like you've done a little bit of everything.
With sound a little seasons. And you know what, what gave me an advantage when I taught my students and I used to be in the classroom is I would say that stuff, fall forces. It may sound good as a theoretical model, but in actual business practice, you really don't do business that way. And you really need professors like that you really do. In what you know Because I brought real live into my classroom teaching, that gave me an edge. And it was so bad how students were trying to find out what I was teaching before the semester started. They want to know what classes I was teaching what time, and I, you know, students, when students see that you have a passion about what you're teaching, and you bring a knowledge there. And again, if you go back to the academic, he has a knowledge gap. He's a academic, but he's not a practitioner. And I would say both schools of thought are needed. You need the practitioner side, you also need the academic side, one without the other is one dimensional. But you want to have both of those. So Oh, absolutely.
Okay, so So you have both of those. And so you mentioned this thing called the Five Forces. What is that? Exactly?
Well, there's a common business theory in every business student, anyone has a BBA MBA no of this, just the Michael Porter model of the five forces of the industry. Okay. And that's what's commonly been taught in most MBA programs or business schools. It's a basic framework of how you look at the industry. And you want me to go through that I can tell you really quick.
Yeah, real quick, good.
Threat of substitutes, threat of new people coming into the marketplace, the threat of the customer, to power the customer and industry power supplier, this, I believe of something like that. And basically, what I would tell my students, that that that model came out in the 80s, when I was a student, okay, well, you have to understand something that model came out before the internet before globalization. So the model is I wouldn't say is strictly outdated, but it needs to be updated. Because the industry is never that firmly or that neatly aligned. Well, like there's a new hip new emerging thing in industry right now, if you're out of a term called showcasing
your work. No, I haven't. Alright.
marketing data merging term showcasing what that means is not no, I've done this and everybody, I've done this, you ever gone to a store, and you whip out your smartphone, and you go to a store, you see what they're charging for particular item, let's say a bookstore, you got, let's say, a common retailer. Okay, and you go on there, you see what the book costs, you whip off your smartphone, you go to the amazon.com app, and you go price that book to see what the what the basic pricing of the book is. And then you may also find that the book may be, you may find it cheaper used, they may be you look at the condition of the say just like new or, like new. And it may be a fourth of the cost assume the retail of the retailer, what they what they're selling the book for. So now you have new smart customers, the smart customers not like the customer that your parents were. Now customer, the smarter customers have more information at their access to your smartphone is like a mini computer. So anytime you go on to a retail establishment, like a bookstore and you price, the item in which you're interested in, you can price shop and price compare. And then you say wow, I just bought on Amazon right now, I was going to spend 30 bucks for the book, I can get the book for 10 bucks. I've seen people do that. Well, when Porter builds his model, Michael Porter, the Harvard professor, that was unheard of when he built the five forces of the industry. Okay, so those kind of things I'm talking about customer, the showcasing now, because now, remember, that model was built before smartphones built before the internet. So not all your customers are smart, and our customers how power. So a customer doesn't have to rely on you to tell them what the price is they can price shopping, that can be for cars, that could be for any other item that could be for appliances. Now we live in an age of smart dimmers that empower our consumers rather than on power, and they don't have to accept your pricing. So not only are you competing with your main competitors, you're competing with people on their selling items on amazon.com. That model does not have that in the five forces. You with me?
Yeah, yeah. And so so just to just to kind of make sure that we're on the same page here. So there's this thing so there's this this one example out of so there's there's the the five forces, which are, you know, from the 80s and things but then now there's all these new, you know, changes in technology and things like that. And so the example that you use this for example, one of the new forces I guess, is showcasing where someone can take their smartphone to a bookstore, find a book they want, scan it, order on Amazon for half the price and get it shipped. to them in a day or two. And so, so things have changed. But is there are there? Are there new rules? Are there a new, you know, set of five factors? Or is there? Is there some kind of response that that us as business owners can now move in a new direction as the rest of everything else has changed?
Well, yes, you have new frameworks and new models, and I want to get all academic on you, I'll just say this to answer the question. Competition is bought is maybe four tier now. And it used to be three tier, not only competing locally, regionally, or star by state or whatever. Now you're competing globally. And global also means the internet. So you're competing with people all over the world, and people not necessarily compete on price. They used to video thing, well, I'll batch their price. Well, it's not about price now. And I know if you, Warren Buffett had said this price is what you pay value is what you get. So the same people that won't value aren't the same people that are concerned about price. So we have a totally whole new ballgame. And I'll give you a great example of this. Alrighty, I'll use Walmart as an example. What if you went and bought a laptop from Walmart? Okay. Walmart is considered a low price retailer. Correct? Right. Okay. The people that buy laptops from Walmart are concerned about price. Now what you get when you buy a laptop from Walmart, you get no technical support, you get no help in terms of selecting the item that you're interested in buying, okay? Now, let's flip that around. That's the person that shops on price. Now the person that shops on value will go to a retailer who specializes in computers, and they want to top one value for their money, they don't care about the price. So the guy that goes to say, Good example Best Buy or place like that, you get more technical support from Best Buy when you buy a laptop that you would say Walmart. So people say we'll ask them extra money, because I'm getting value, I get technical support, I get a one 800 Number, I can go back to the store. And if the computer doesn't work, they'll do a chargeback. And I can just go get another one off the shelf. Can't do that with Walmart, you probably could. But if I'm just showing you the differences between the two, most people shop on value, and most people shop on price, but you never see people shop on value and price. That's why some people go to Walmart and some people go to Best Buy. That makes sense to you, Robert?
Yeah. So So is what you're saying that Okay, so. So some people, some people shop based on values, and who will shop based on price. And so is what you're saying that the people who are shopping based on price? I mean, there's just there's no, there's no keeping most of them. Like, in general, because of these new technologies. Because of the, you know, the price wars and things like that. We're just gonna, we're gonna lose a big chunk of those people. And to make up for that, then we we give the people who are looking for value more of what they want.
Absolutely, well, let's say let's say you go someone, and that's where I guess, portas theory comes in with switching costs. Alrighty, say this. This is, let's say cell phones in particular. Okay? Why don't people buy apples products, the apple, Apple's products are good, I have to give that to them. Okay. But you have something called compulsion, loyalty, which means you make people buy your products, so they don't switch and they don't care about the price of the value, they're going to be loyal. It's almost like blind loyalty. A lot of people it will take if you have all your platforms, all your devices set up. What apple you got the Apple laptop, you got the Apple iPhone, all the other devices? Well, what if you want to go you want a regular PC, you don't want a Mac? Well, that's gonna cost you money to switch though the call switching costs. So for you to go switch from an apple, laptop or whatever, all your things on there, all your items and all your all of your files on there for you to go switch to a regular PC that uses the Microsoft platform, you're going to have a lot of switching costs. Okay? Now, that's one of the things that Porter does talk about switching costs. People if it's going to cost you more money to switch products, then people are going to say, well, I can't I can't afford that switching costs. So I'm gonna just stay with Apple. And that's what I've been using. I'm just stay with them. So switching costs can be a factor. So as the person that's doing business out in the business world are having customers, you want to look at you want to make sure that your customers are loyal to you in a way that maybe it's not about price, maybe it's about value. You call him every month. You have someone on your staff, like like, think of a car lot you buy A new car that Silgranit saw you that car, he tries to keep up with the lease once a month, or once every six months, ask How you doing, because he knows five years from now you're gonna be looking for another car. Or if you're, you have children, you may have to buy your daughter calls getting ready to go off to college. So salesmen try to keep in contact with you. So it's about the relationship. And you're not a good salesman, or good or good business person, if you sell some somebody something once, if you can sell them something more than once you're excellent businessman, or excellent business person rather. So just because you sell somebody something once, that is not the end of the relationship, it's what you do before the sale and what you do after the sale. That's why they call it relationship. Okay, so that's what you want to do. If you're a business owner, you want to build a relationship there, your prices might be higher, but what do you give them for their money, you give them value, something breaks down, they break it to your shop, you fix it, give it back to them, people don't forget that. That's what makes people stay with their particular retailer or a particular person they do business with because you provide a sense of security when they buy something from you they don't have to worry about it. It's like part of your brain that makes sense.
Yeah, it makes tons of sense and it makes me it makes me think of a few different experiences I've had with different um within establishments who did that very well. And I mean one one example that comes to mind is when I bought a car a few years ago, the the dealership offered something like free oil change I think I think it might have been forever even for oil change. So you take you take the car and and well as you're waiting for your car to get done you walk around the lot you know you might want to you know pay for a car wash and things like that, but I remember kind of kind of pretty pretty I don't know what the word is even but it kind of made it made the gears in my brain to start turning as I was really realizing that they had this one little stick of well you can bring your car and as much as you want at you know every however many miles to get your your oil change and even things like you know my my dentist is really good at the follow up I'd like the email follow up and stuff like that I go to a dentist well it costs the same and it's more or less the same service as any dentist in town. But this dentist is pretty good about letting me know when you know appointments are coming up things like that. But what really impressed me in the recently this past week is I recently had a birthday and my dentist sent an email I mean I'm sure it was on you know an automatic sequence but still, it was cool that that my dentist had put my head somehow somewhere figured out my birthday I don't even remember when they discovered my birthday but they put in some kind of a system some kind of a database so that on my birthday that would send out an email saying happy birthday and and i There might have been some other businesses that that might have sent me some kind of a message like that but if there were it was only one or two so just just the way that you describe that with things like you know just have the have some kind of some kind of afterwards some kind of after support and then like you said even before the sale have just those little touches in there to build build that momentum so at least people will will know who you are and I guess that So would you say that is that? Is that kind of like the the attack plan more or less against like the the big the big retailers right and I mean a real each other to even be Amazon but I guess the advantage to like an Amazon or Walmart is that they're competing on price, but they don't have the I don't know what what you'd call it. They don't they don't have the time to to give it a go kart. Yeah, yeah, they
support there you go, right.
They can't they can't support all those customers because they're all going they're all doing it on volume. So their weakness is they can't support those customers. So then now the the plan of attack is to is to play your own game and support that that smaller pool of customers that a Walmart or on Amazon wouldn't be able to support. Is that right?
That's an excellent, excellent point. Robert, excellent point because you also have to remember this and because of customers being a power with smartphones, I know I heard Bill Parcells say this I heard someone else say this. The coach used to be with the Jets. He said customers don't marry products, they date them. Okay. What does that mean? That means that if you don't give the customer the proper support, they're going to jump ship and it may not be made. They may be involved switching costs that may not involve switching costs. But the guy who can maintain a higher customer support level as the guy who wins now you bear in it. Another excellent point we talked about Amazon. Well, yeah, Amazon is a huge retailer. So if I was competing against Amazon, I would say, Okay, well make what make people come to me as opposed to them. And you braise the excellent point, I would say my customer support a stronger, my customer call my one 800 Number, I get somebody on the phone, he called Amazon. And I've seen this, you might get some guy in India, who doesn't know nothing about your product, but he's just doing color support. Okay, so this, the things like that, then that makes people want to go do business with you because you have a strong customer support mechanism. And it's like, I go back to this all the time. Customers don't marry products, they date them, when you are no longer. And I want to get too technical and marketing and all that. But when you don't put the customer first, everything else goes to hell. Okay. So yeah, they'll buy from Amazon. But Amazon might be second choice. What if they go on to your establishment of your store and look for it first? And they say, Well, you don't have it. I'm looking for stopping before they leave auto store. You go, hey, I can order and have it FedEx here tomorrow. How much? You know, let's let's do business. I want to take care of I can have it here tomorrow. How can Amazon compete against this? Well, Amazon is trying. I don't know if you've seen this. Robert, Amazon has some type of relationship with some of the retailers. I've seen this done with bookstores, where you order the book. And then the retailer might have the book, say, a Barnes and Noble. And then you go over to do order the book pay for everything. And they'll say, Okay, it's located at the Barnes Noble on Main Street, Barnes Noble Hall, the book, you got to pick it up. So Walmart is I mean, excuse me, Amazon is concerned about that. So that's trying to make an adjustment to that customer service model. And that's a little bit scary, that you can still compete against it, then you compete against this, what's what is your customer support mechanism or infrastructure look like? So that's what people look for people. Like, I'm not gonna say you don't have to pamper people, you just have to take care of them. If you take care of your customer, you don't have to worry about your competition. I think Mark Cuban said that. That makes sense.
Yes. Yeah. I mean, so So yeah, competing, the one area that are the the area where Amazon can't, at least not yet, at least until they figure out the artificial intelligence. And, but then if when they do, then there'll be some other area, there'll be some other you know, open area where we can adapt and kind of play our own chess move against them.
Absolutely. And think about this. I don't know if you've ever been into the Apple Store. You've been at the Microsoft Store or Microsoft Store. Have you have you seen other establishments in your in your area?
I've been in an Apple Store maybe four or five times but never Microsoft Store?
i We have them here. I've been in both of them. And I'm going to tell you the difference. What's the difference? The Apple Store is cool. You see cool little products you remember you remember that sort of sharper image in a mall? Do you stay out of neat gadgets? Oh, yeah, remember that? Yeah, well, that's what Apple is. Apple is the cool store all the kids want to hang up. But you go on to the Microsoft store it's just a different ambient stare. It's like well, they got the surface well, it cuts out top but it's not the same and beyond you know, you see more people in the in the Apple Store you do the Microsoft Store and it's the ambience is just different. It's just it's not the same Microsoft products. I guess. Maybe they're still working on it. They just don't move people at all to their store. It's like yeah, everybody has laptops you got a what Circuit City got oh, let's the other retailer. Best Buy but okay, you got a laptop Do you have the cool stuff? And Microsoft they're not there yet with it. They just not there yet. And like I said this the total difference between the two I was actually going to get staff together and research the both of the retailers and do a do a article about it. But I law spa put that one later. But I it's just a different different kind of feel to both of the stores is just totally different. Microsoft products don't seem cool to the consumers, you know, adult they just don't something they're missing that that they're not theory they just don't have that's just not the same as we've gone to the Apple Store. Know the kind of things that people look at. Are you the guy with the cool store? Do you got Are you the guy that has the products that people like and want to play with them? You know, in Apple was very strategic in doing that the Apple Store is a really masterstroke in a retail environment added to their platform.
So, would you say that um, that with the the companies that you work with you no longer Online and offline ones. Would you say that that the big mistake the number one mistake, if there was number one mistake? Is it that people want to have a cool store? Or is it something even bigger? That is there like a real low hanging fruit that all these entrepreneurs in stores should be pursuing?
Well, do you know you're not, you know, Apple hat, it took years for Apple to build up their brand and come up with a cool store. However, what you could do in terms of what you're selling to the public is, and it goes back to this, Robert, what's your customer service mechanism? Do you want you know, what what are you perceived? to the customer? You know, you know, you heard of the five P's of marketing, right? Well, you have a fifth P called presence, how you look to the customer. Okay. So what is your presence looks like look like to that customer does that customer say, Hey, this guy has this, this guy has that he has all the ancillary products to help, you know, help with the sale. So what you want to do is you want to, you want to always measure yourself to whoever your competitors are, and you either want to outperform them, or you want to take characteristics like sound law needs to do. He was sharp, his retailers are his competitors. And he would borrow ideas that work for them, and he would incorporate it, incorporate those into his Walmart store, you can do the same thing, you just have to find out what works. And see if you can incorporate it into your your store or your or your business. And try to maximize it, you know, you should always benchmark other retailers that are either a direct competitor to you, or some that are not a competitor of yours, you know, ideas all over the place, you just have to manage those ideas, some work, some don't. So you want to make sure that you take ideas from other other stores other people and incorporate them into yours. And that definitely will build up your customer support mechanism. That's the goal is to build up your customer support infrastructure mechanism.
And that's, that's interesting. And that seems like that's what Microsoft is trying to do with the Apple store. But as you said, they're kind of falling short, and maybe not copying just the right parts, which is kind of weird, because like, for example, Microsoft has the whole gaming system, and Apple doesn't talk about having a cool store, put some more, you know, video games, so and that. I mean, that makes a lot of sense there because, uh, you know, instead of trying to reinvent everything from scratch, you just look at what seems to be working, what's not, and kind of, you know, incorporate those ideas in and see where they go.
Oh, absolutely. And, you know, a lot of the things that that happened between our two companies are based on their on their own corporate philosophy, their corporate culture, Microsoft tends to be an adapter. What that means in terms of innovation, there's two types of innovations, you have adaptation. And you have innovation, or our creation, excuse me, when you're adapter, you take things that are already there, and you just improve on. Okay, Apple is more of an innovator or more of a creative company, and you say Microsoft, Microsoft is an adapter. And you say Apple is more of a creative or creative type of store or creative innovation. They're always doing radical things like Case in point who, who invented the iPad, who invented the iPod? Who invented the iPhone, those all innovations made by Apple. Now, let me give you let me give you a great example of this. Okay, you have that pod, right? So what did Microsoft do? Microsoft went and started what zone tones? Remember that device? Yeah, I remember the Zune. Yeah, yeah, zone tunes, zone tones just didn't catch on with people. That so that is a core, that's a core differences difference between the two companies, Microsoft tends to be an adapter. Apple tends to be a creative, innovative type of company. Apple tends to create things, Microsoft tends to take things and try to improve on them. Sometimes it works for him, sometimes it doesn't. Sometimes when you you know you create something that just doesn't work. You know, remember Newton, sometimes you can be too ahead of the market. So, you know, not not one strategy works all the time. It depends on the situation. So you want to look at Apple, you want to look at Microsoft like okay, do I need to take a creative innovation strategy? Or do I need to take an adapter strategy I take something that has some weaknesses and approve it and put it up on the umbrella of my business. So you got it you know, you got to keep your ears to the ground and take a strategy that may work in different different contexts in a way you need to work in terms of building your business or making your business more successful.
And all that all that makes a lot of sense that yeah, some sometimes you're in adapter mode and sometimes that you're in in creator mode. So it sounds like today. We covered like a lot of A lot of little things and a lot of ways that a lot of, you know, ways of thinking about about stuff and for businesses to problem solve their way out of wherever they're stuck and things like that. And I understand that you have a book and a website where, where someone can kind of get all this stuff in one place and, and take the book and use it for their their business and, you know, turn it around, or, or make it better and adjust the time. Is that right? You have this book for people? Oh, yes,
I have a book out called risk factors in business models, the thought force of entrepreneur risk. And in my book, I looked at business failure. And I looked at some of the things that cause business failure. And my book is one of the few on the market that's strategically focused on risk and what causes businesses to fail. And I did research on over 500, small businesses, and ventures, and I conducted statistical or empirical research on it. And I think that my book will be helpful to your listeners, because you want to make them you don't want to make the mistakes that people do when they start a business like Case in point, start a commodity type of business, a business that is can't compete in a marketplace, because your level of competition is so high, your business would not make a dent in the marketplace. So those are some of the things I talk about in my book. And I'm also working on a new book called How to Get Away with Murder in marketing. But I'll say that for the next time we get on the show, do I do another interview? I love to come back.
Oh, man, I'm excited for that one. So that that's, that's the future book. And the current book is risk factors and business models. And where can people pick up a copy of that?
Sure, you can pick up my book on amazon.com. It's funny, right? amazon.com, Barnes and Noble. That pretty much you know, establish online retailers, you can probably find it there. I do have, I do have a clip of my book on my website, www dot MDI core ventures calm. And I also have some things that I published on my ResearchGate page, and I have a lot of people that you can download some of my articles and presentations for free. If you go to my typing my name, the Anthony miles and go to ResearchGate. And I have some neat things up there. I've actually done research on Hispanic, on businesses, female on businesses, I did a national marketing study on businesses, they were doing some work with the SBA. And like I said, I have a some presentation of workshops that I've done all that free for your listeners, if they're interested, you know, my treat.
Awesome, and they can get all that free stuff at our Yeah, D Anthony miles.com Is that the place for oh,
I don't know, I've had my website redone. If they want to get the free stuff, they can go to ResearchGate just type in my name, Danny miles and ResearchGate if you Google my name and see ResearchGate that's where you want to go ResearchGate calm, and I have about 40 items on air, whatever you're interested in, I actually got some research on deal with another professor of workplace bullying, that type of stuff. So I got some neat stuff in the soft free offering.
Awesome. I mean, free, free is good. And what's also good is, as you're talking about these different projects, I'm hearing again, that duality the you know, you have things you know, empirically done and you know, peer reviewed and stuff like that, but it's also on on these, these practical subjects. So m so ma global ventures and D Anthony miles.com. And then Google Search D Anthony miles and find the entry with you and your Research Gate content. And so before we go, Dr. D, what what is this d stand for? And D Anthony miles?
Oh, it's my first name. Derek Ali, my mother, my ex wife probably.
Okay, cuz let's see, you're saying, you know, I'm gonna be I'm a big time. You know, business owner and professor. I'm not gonna be Derek right got to be Anthony, you got to have a strong name, right?
Well, if you notice something, Robert, most CEOs have the initials in their middle name and their last name like HR Ross Perot. So I did that because I want to read bit my identity in the business world. So I use my first initial my middle name and my last name.
Nice. And then and in that way, it's your initial stole Damn. Anyway, so. So it's yeah, you know, when you're upside down? Yeah, but when your passion you can say, Man, I'll build you a great damn business, right?
Yeah, there you go. Got it. You better some of the marketing.
Yeah, yeah. I mean, you work with what you have. Right. So, so cool. So lots of great stuff today, Dr. D. And once again, D Anthony miles.com MDA MDI Corp ventures.com. And I appreciate you so much, and I appreciate you hopping on and sharing all these knowledge bombs with us today.
Thank you so much for having me, Robert. I really appreciate it. I love sharing my knowledge with your listeners. I think they'll, they'll pick some things from me and I think I think I can help them out a lot. So I really enjoyed it. Thank you so much.
This is Robert plank, and you made it through another episode of the Robert plank show. Do you want to be a guest on the show? Do you know someone who could be a fantastic guest? Do you have an idea for a topic? Whatever it is, feel free to reach out to me my email address is Robert at Robert plank.com As in walk the plank our OB RT ATS, our ob rtplnk.com. And that's the way to reach me. So I hope to hear from you very, very soon as a loyal and valuable listener to this podcast. We couldn't do it without you. So I appreciate you
Filed in: Archive 1: 2012-2016 • Interview • Podcast
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