 Hi, Tom Stewart here with the Cleaning Business Today. I'm with Liz Trotter again and we're gonna take the next hour or so to talk about what's going on with the coronavirus and some strategies to make some smart business moves to navigate these difficult and trying times. Yesterday, we talked about non-traditional sources of revenue and we gave you a pricing model to come up with the allowed time and a bill rate for commercial cleaning jobs. A number of us are out there working those types of leads, those type of contacts and I had several questions over the last couple of days from people wanting to know how to price those. So that was part of it. And then through that discussion, we had questions about, well, gee, how do you put a puzzle together? What type of paperwork do you need? So we said that we were gonna do that today. And that says Wednesday the 18th. That's not right, is it, Liz? Nope. I have Thursday the 19th. Yeah, well, what was it? Are you looking at a PowerPoint? What does your favorite singer sing about? I don't know. What's my favorite singer? Cher? I do love Cher. Oh, if I could turn back time. Oh, good one. Good one, Tom. I guess I did on the PowerPoint. Do you have a PowerPoint up? No, oh, yeah, you're right. I'm not showing that. Did I, excuse me. You could have changed it. You could literally turn back time right now, Tom. Yeah, if I could just roll that back. Well, let's hold on a second. Yeah, what does that say? Let's see. Wow. Yes, I was confused. Wasn't I? I don't know. I don't even know what you're talking about right now. We're good. You just need to say, hi, this, I'm Tom Stewart. Yeah, we're gonna start over again. I want to read him. I'm glad somebody's cracking up, Bridget, because we're always just got something going on. That's a little bit better. Yeah. It's been a long week. It's been a long few weeks, hasn't it? Yesterday, Thursday, the 19th, I can do a good job, Tom. I'm impressed by that. Nice. I'm double-checking. I wish you would have spelled all the words correctly, but... Come on, what's wrong? Just kidding. I wish you were crazy. Okay. What I'm gonna do is just basically quickly go over commercial templates. There's three documents. I'm gonna show you where they are now because I said I was gonna do that yesterday at the end of the call and somehow Liz got me confused and forgot to remind me. I don't love all the reminders you get today. Keep me straight. So, bing, bing, bing, bing. You go to clean business today and you gotta know the secret code. You gotta type in coronavirus-downloads, rather. If you see that right here, you have to type that in. It's too small. You can't see it? Maybe you could copy it, Tom, and maybe put it in your PowerPoint. It's really tiny. I could copy it in... If I got a comment, so if I do that... Awesome. Is that working? That's perfect. Yeah, perfect. Down here at the bottom, we added a couple more buttons. If you click on this, you'll download the spreadsheet that we shared yesterday that you used to calculate the bill rate. If you click on this here, it will download the three documents. We're gonna be sharing with you today. The first one would be a proposal template. Liz, you used one of these yesterday, didn't you? I did. This is just a Word document and obviously you need to change some of the words. This is who you're prospect and their contact information and a date and you can put your name and address and stuff down here if you want, but it's pretty simple. It's only three pages and what you really are just doing is kind of outlining a summary about who the client is and what they're asking you to do and the statement of the problem basically is kind of like a narrative of the scope of work. It's not like a lot of detail, but in this case, it's a facility and it kind of lists in the rooms in it and what you're gonna be doing. If you're gonna be doing this for somebody who's concerned about coronavirus, you'd probably be talking about sanitizing high touch surfaces and with medical grade disinfectants or whatever your pitch is there and that would kind of actually be in the proposed solution part of it would be here. The statement would say that they're concerned about eliminating pathogens that cause things such as coronavirus and the proposed solution you would talk about what you're gonna be doing just in a narrative fashion and the pricing part is down here. I'll put a space here, make that easier and you get these numbers from the spreadsheet that we went over yesterday. Talk a little bit about your qualifications. You can put some information in here about insurance if you had it or how long you've been in business. Same thing about your company that makes it unique and we mentioned an appendix here which is really the real scope of work and that is the second document. And this is just basically listing the areas and what you're gonna be doing and the frequencies you're going to be doing it and this is really how you would when you were used the spreadsheet that we shared yesterday this would be what you would be studying and allowing times for these activities to figure out how long it would take to do these activities and come up with the work loading to come up with your rate. And there's a third, I came up to promise you there's a third document. Time track playing. So if you want, it's depending upon, this is almost the thing that you gotta have a feel for it when you're meeting with your prospect you're kinda talking about what they want done and what their scope of work is and at the very least, you're gonna come back with them and give them a proposal along with the scope of work. If you wanna be presumptuous and say that this is going really well, I'll make it easy and I'll just go ahead and close the contract in there. So if you wanna do all that, you can sign it that this is what a contract looks like and you just kinda reiterate who you are, who they are and what it is that you're gonna be doing and you'll be referencing the same appendix that was over here in terms of the scope of work. Talk about terms, we talked about that yesterday and this has like net 30, but I would probably do 15 days and I'd be billing in advance and you can kinda change this to say that. This would be where you be talking about what you're gonna be charging. And if there's any add-ons, this is, it's got some add-ons stuff that you can put in there. Actually, the terms are here. I'm sorry, we're just talking about if it's after 30 days. This is how you terminate it, excuse me. This would be how long it is and you're gonna go week by week. This is good price, good for a year, whatever you do that. And if it's gonna be good for the next 12 months, you'd then go ahead and say, somebody needs to get out of it. That's how you would do it. That's what this part was about, sorry. This is where you put your terms and this is net 15 and if they're late, you can charge them interest. This is explaining the days that you're working and for this particular project, you're doing, we're giving them two options I guess. Three-visit option and a five-visit option that was why there were two prices up here. But all of this can be changed. This is where you talk about your insurance as well. And there's some of the legality stuff where you're telling them if you take my employee, you try to hire my people, you owe me money. Talk about, you're gonna follow safe practices, you're gonna use your equipment and you're kind of reserving the right to do this in the way that you feel that it should be done. You're the contractor and you'll get the scope of work done using best practices based on your judgment, legal stuff, you sign it. So you can give all three of these documents together or you can do it in two phases, pros and cons to both. It makes it easier if you give it to all three of them at once, but if they're not sold yet, sometimes the legal stuff can be a turnoff. If you're really trying to sell them, I think it's usually best to pitch them on all the reasons why they want your service and when you've got them nodding their head to that, then you can kind of show them the fine print. But to be real, all of this is really, this is about as basic as it gets. If you wanna get fancy, you can do proposals that are a lot more involved. Like here's an example of a proposal. This is just the proposal part for a commercial contract, residential work, property management actually. Some other discussion somewhere down the road we could get into all the parts of that, what that looks like, but at the moment, probably not the best use of our time. We need to come up with quick hit stuff to find revenue during the coronavirus. So that's basically it. So it looks pretty easy, doesn't it, Liz? You know, it actually really was easy, Tom. I use word to do it and I just, you know, I just find, I found the different terms and then changed them over to my terms if it was good to go. So it actually really was easy. I'm trying to find you, I lost you here. I had one of those messages pop up and now I can't see you anymore. You can't see me? No, it's not because of you, it's because of me. I had one of those messages, the messenger messages pop up. I went to get rid of it and everything went away. There you go, you're back. I think I just heard something maybe I've never heard before. What? It's not because of you, it's because of me. No? Oh, that, yeah. I'm just kidding. It's always wasn't me, really. I'm used to that. Yeah. If you're going after commercial or you can download those, put them to work, save yourself some time, don't have to fret over how to do it, just kind of do a find and replace and obviously you'll need to make some tweaks on the finer points, but it should save you a lot of time. What's going on in the world of living with coronavirus less? What have you heard today? So we had a meeting today in one of my mastermind accountability groups and without getting into detail, obviously we talked about messaging to the customers, what are we gonna do with our employees? What's the strategy? Staying open versus closing. A lot of businesses right now are choosing to close for a couple of weeks. So what is that strategy? How do you make that decision? I think those are the main topics that I keep getting asked about. Should we stay open? Should we close? Oh, and then the employees, should we lay them off? Should we just reduce their hours? How do we wanna manage that? And then communication to the customers, responding to them when they want to skip, move a clean, whatever, what that response is and then how to reach out proactively about, what else can we do for them? Can we get the groceries for them? Maybe give it a little bit and do a little bit more. Oh, what's that called? Concierge type services. Right. Walk their pets, whatever. Maybe you don't wanna hang out outside. So those are the conversations that I'm hearing right now. People are still very much not comfortable and concerned about what's next. Every day it's something new, right? So what's next, what's next? What are you seeing as, next time, what are your conversations about? I have a fair amount of discussion today about what are our responsibilities as employers and service providers to make sure that we aren't taking clean professionals and that may have the virus into homes and in the workplace or vice versa, taking cleaning professionals and put them into a home where somebody may have been exposed or to the infection or had the infection and are there potential liabilities with that and how do we do things to show that we're being responsible? If you ever find yourself in the unfortunate situation to be in litigation and spend that time or two, you never wanna be in a position where the plaintiff's attorney can make a legitimate claim that you are negligent because being negligent means that it wasn't an honest mistake. Basically you weren't even trying and there's several bad things without. One is the amount of monies that you would owe could be a whole lot higher and secondly, it's not even, you don't have the corporate veil anymore. They can go after you personally as an individual if you're negligent. So that's really, really bad. So we wanna make sure that we aren't being negligent. We're going in a direction where we're looking for ways that we can have our cleaning professionals attest every day that they don't have a fever, they haven't gone to a foreign country within the last 14 days. There's nobody in their household with the coronavirus and a few other questions just to show and document that you're making an honest effort to make sure that everybody's healthy. And the other part of that Liz is getting your clients to kind of affirm to the same thing. And we're looking at ways where we're sending out reminder notices to at least have that information there and the reminder notice and maybe even have like a check mark gives it getting them to attest that, I'm saying no to all of these things. So those are the things that we're working on. Cool. Well, it looks like Robin has a couple of questions here. Offs your volume again. Can you hear me? I can hear you now. Yep. That looks good. There's a couple of questions coming in from Robin. Are you able to see these two Tom? Yeah, it says the leads have dropped off this last week. We're using Google ads, but no leads saying the same on your end. Yeah. I mean, we're getting some leads. The sales look like they're a lot of like one time cleans and some of them seem to want their home cleaned because, you know, they're concerned of the virus, you know, people who are being like discharged from like hospitals, one of them, people moving those types of things. But yeah, there's certainly not as much activity as what we would hope to have, you know, in late March. I mean, normally this is a really busy time of year. What are you guys seeing Liz? Yeah, same thing. Pretty much one time cleans and just our current clients asking for some additional stuff. Everybody's wanting, you know, a thorough disinfection. We've been having conversations with them about whether or not to be in the house while we clean. Yeah, but we, I wish we were having more leads. We did get a new customer in our Portland office yesterday which was kind of surprising. You're back, but that's not common right now. So what are you thinking about Robin's question about should we continue to advertise at the same level? Increase, decrease? I can't tell you that I've proven this theory to work but it would seem that since everybody's concerned about the coronavirus, if you can, like if you're doing like AdWords, be looking for ways of tying into the coronavirus and basically explaining how you're reducing the mitigating the risk of someone getting the infection. I think that's where all the action is, honestly. We've been reacting to so many things in other parts of the business that we haven't done a ton on the marketing side. I guess what we're doing a lot is like on the finance side trying to get lines of credit lined up, marked out and been talking to some vendors to see if, you know, we find ourselves losing some revenue. Can we work with them to pay bills and down the road or to slower rates? And all that's going quite well, actually. That may be a topic for tomorrow because I think it's safe to say, no, I don't know. I hate to say that. We never want to concede the game before, you know, yet you have to, but really we want to be prepared for the real possibility that we're going to have a loss in income for the foreseeable future. Well, we already have a loss in income. So we already know that that's true, at least for us, maybe not everybody, but for us, we have had a loss in revenue. So I think that it's a great idea to have that topic tomorrow, Tom, you know, who are the people you can call? Who are the people that are potentially deferring payments, et cetera? And there's a lot of them. I think the list of people who are is a lot longer than people who aren't, or companies who aren't. Creditors are looking at this differently than what they normally would if, you know, one of their clients just calls up and says, hey, you know, I need to renegotiate the terms because normally the assumption is this business is screwing up, you know, why am I going to give them a break there? You know, I guess they're just a, you know, bad debt, if you will. I mean, sometimes stuff happens, as explained. Some more times than not, they're not that open to it, but everybody that we've talked to is like almost expecting it. And nobody's blaming, you know, the creditors aren't blaming the businesses for the fact that there's a virus out there screwing everything up. So certainly, and now's the time to do it. You don't want to take what money you have, what capital you have and spend it all until you get down to the end. The old saying, how did you go broke? And it's like, well, slowly at first and then really fast at the end. If you're going broke, it's better, it's a lot better to figure out as soon as you can that you're going broke because you're buying yourself a ton more time. So there's a couple of different ways to look at that, Robin. If you're going to be spending money on AdWords, make sure that you're doing really wisely, right? And watch that money because you want to be holding on to as much cash as you can. And probably should talk about the little cash piece of that versus money in the bank piece too, maybe tomorrow, Tom, when we have that conversation. Yeah, we got a couple more questions here. Robin wants to know, are you spreading hours around your texts to give hours and then keep them busy? Are the texts applying for unemployment to lost hours? The unemployment part, another we talked about that a little bit in a couple of locations, the rules are still kind of evolving. I think it was in Ohio that employees are being encouraged to apply for unemployment even if they're still working. So when they're not working, they're already in the pipeline. Is that your understanding? Yeah, well, I think most states have always been like that. It's just a little bit more encouraged right now. I know that Tim, my husband was on unemployment, maybe 15 years ago. And when he went back to work, he stayed on unemployment until his, he was working the same amount of hours as he had been working before. So as hours are reduced, they kind of filled the gap there. So I feel like we've had an employee that did that at one point in time for hours were reduced. And I can't remember this too many years ago, but I know that if your hours are reduced, at least here in Washington state, you can go and apply for unemployment and you will get some benefits. They'll be obviously much reduced. And then they ask you every week, how many hours did you work and your unemployment benefits get adjusted? Let's see. What are the things that we're implementing in Dayton next week, I think, is going to a four-day work week rather than spreading the hours out. I mean, we're just kind of jammed them into a shorter week. So I guess in some regards, that's the way of spreading it out, but it takes some of the edge off, if at least everybody's getting an extra free day a week. Yeah, having another day off. Also, if you're gonna file for unemployment, that's gonna work in your favor because you lost an entire day's pay. Bridget is asking, we have just implemented today the residential tax going home after the last house and some aren't happy about this. How would you address this? What are the Liz's, I'm scared. Okay, so what aren't they happy about? Do they just wanna hang out at the office and chat? Is that what it is? Bridget, I'm not really sure what the question is. That's sort of what I'm hearing. Is that what you're hearing, Tom, in that question? Yeah, I was kind of wondering the same thing. Why, I mean, I'm assuming they're driving their own car, so that's kind of saving them a trip. Maybe they have to take dirty cleaning products home and clean them at their home rather than the office. I'm guessing. You might have to put a little bit on that, Bridget. Yeah. That's because they're missing the opportunity to chit-chat and get together. Yeah, we don't, okay, missing the time and money they use, they used to get to come back to the office. So they used to get paid. Oh, okay. Okay, well, the money's not there right now. How I would probably address that is that their safety is more important than, and the fewer times that people are coming together like that, the better. So it really is a safety concern there and going straight back to their house is better. I'm sorry, Liz, go ahead. I don't know what I was gonna say. I'm looking for something to wipe my face. Like, where's the tissue? Oh, I need tissue. You know, the other thing, Bridget, is be as transparent as you can be about the financial situation in the company. It's like, you're losing revenue, you're losing customers and you wanna make sure that everybody has a job down the long run and you're gonna have to make some changes. I mean, you're doing it for a safety purpose, but you say that you also do it, you have to cut back. If you can't be spending money the way you did when the market was good, if you do, nobody's gonna have a job. So this is, we're all having to step up to the plate and it makes some sacrifices to make this work and this is part of what they need to do for safety, first and foremost, but secondly, so you got enough money to pay everybody and pay the bills and come back next week and do it again. And my guess is, if you're like the rest of us, you're losing some revenue and you're losing some jobs, they're simply, it's just not there. It's not that you're not giving it to them. There is no money to be giving, as your company gets bigger and you have more revenue, you can pay for more things. When your company's smaller and has less revenue, you have to pay for less things and as your company's shrinking, that's the situation that we're running into. Stephanie is saying that in Iowa, hey, Steph, I haven't seen you in forever. Yeah. Yeah, in Iowa, they have a Work Share Unemployment Program. They have to apply for it, then submit spreadsheets weekly and then it allows people to still work where Steph retains their labor and the unemployment fills the gap and that's how it is here in Washington too. So, okay, good. Bridget, I see that you are talking with them every day. That's good, that goes a long way just so they feel like they're in the loop. The big thing that I'm always pushing toward is that you're working with them and talking with them instead of talking at them, instead of just telling them stuff, right? That this is us, we're all in this thing together and we're all working together for the best outcomes. So that seems to be working pretty well for us too. I do think that this decision about closing down or staying open is gonna be a hotter topic here real soon too. Not all states, I don't think that all states yet to my understanding have had a clear designation as to whether or not they are restored, I want time. Oh, golly day. Yeah, well, essential. You know, necessary, yeah, essential services yet. So until or unless somebody actually comes out, somebody in a position of power comes out and says that you're kind of in a situation, we're deciding for ourselves. So we have to decide, are we essential or aren't we? And if, because it's kind of a tricky little thing. On the one hand, I've seen companies that I highly respect say, no, I think that the responsible move is to shut down business for two weeks and quarantine or for however long and quarantine and contribute to safety in that way by not taking any chance of spreading anything. On the other side, I've seen people say, no, I think that the responsible thing is to help in the process of breaking that chain of infection and helping to clean up the area so that there's fewer pathogens being spread around. So we're all each of us having to sort of decide where we fall in that camp. You know, what are we doing? What are we personally standing for in our businesses? And then whatever that is, get on board with that decision and stick to it, make all your decisions based on that thought. Are you in that same mindset there, Tom? You kind of got to decide and then all in on that way, whatever you decide. Yeah, and I guess layered over that is the reality of it's a rapidly changing thing and every day we learn more and you got to make a decision, you got to go for it, but at the same time, I think it's important to take a look at, well, what do I know now that I didn't know yesterday and does that change what, you know, the decision and... And literally every day, every single day. It's not multiple times. It's like a month's worth of stuff is happening in 24 hours. Yeah, yeah. Now I find myself reevaluating, keeping in mind this is my decision and looking at new information multiple times a day. So, you know, just sticking with it and then reevaluating on Mondays, that's not gonna work. You're getting a 180 change to the situation every in a week. Yeah, and, you know, part of that is what's our government doing, you know, at our federal state and local level. I mean, they, you know, we certainly have an obligation to follow the law, but the trick is at the moment, there's just so much unclarity and lack of clarity and ambiguity that in the absence of that, we're having to use our best judgment. So, you know, the rules are changing every day. There's a lot of things happening in terms of, you know, Congress and Senate, you know, I did today with sick pay and, you know, the FMLA and it's still unclear exactly what all the nuts and bolts of that are, but, you know, there's gonna be, you know, the rules are gonna affect us and in that regard, it wouldn't surprise me that you're gonna start seeing more of the details fleshed out in terms of, you know, what businesses do they want engaged and which ones do they not and what's essential and what isn't, but at the moment, you know, we have to look around us and look at the, you know, use our, use our best judgment. Yeah. Tom, what did you think about the email that was sent out from John Barrett on behalf of ISSA, is asking about that? I'm sorry, I saw it in somebody mailbox. Along with hundreds of other emails that haven't been open. What did he say? So basically he said that we are being viewed as essential first responders. But I was wondering if he's, I'm guessing that this is Rebecca's question as well. Does he have, what's the authority that he's basing that on? Is it just what he believes to be the truth? We want to respect everyone's decision. Many folks are relying on cleaning experts to guide them, just drafted a letter explaining that cleaning pros are essential, that's from David. Yeah. I gave it Kaiser. So currently I guess it's just the same thing. I was wondering, the reason I was asking it about John Barrett's letter is I was wondering, oh, we got one of those readjusting pieces of information from Robin in there right now for everybody that's on the Facebook live, Pennsylvania shutting down non-life sustaining businesses tonight at 8 p.m. So life sustaining is different than essential businesses too, right? So there's a new little turn we got. I guess, but you're still a lot of gray area there. You know, so suppose you're cleaning public, you know, common areas and an apartment community, for instance, do we- How about an apartment community for elderly people? Yeah, do you stop doing that? Do you? I mean, I don't know. I would, you know, I think you could build an argument that that's pretty, you know, from a sustaining life standpoint, there's a lot more upside than there is risk to that. Yeah, so everybody's gonna have to make that decision for themselves. There's just no way around that for right now until somebody comes out with a list that says, you know, if you are code 2435 and then you are considered essential and they're not coming out with that list. So until that happens, we're gonna have to make that decision. And it has to be a decision that we feel we can defend to all the stakeholders, right? There's gonna be a lot of people that are going to want us to be explaining that employees, customers, government, peers, everybody, right now I'm seeing a lot of interesting peer pressure working in a lot of different ways. What are you doing? What are you doing? Everybody's looking to somebody to say, you know, what's the right answer? And my master in accountability group yesterday, there was a conversation, it was kind of a long conversation too about when do I decide, how do I decide and when do I decide to shut down? And the conversation is all around and everybody's very excited, I guess is the term about their position, which is great. That's what we want, right? You need to be enthusiastic about whatever your position is so that you can defend it. Because if anybody that doesn't, I feel like anybody that doesn't have sort of a clear direction for themselves is just putting themselves in a bad position with everybody. It's hard to have faith in and trust your leader if your leader's like, well, I don't know, I'm checking it out, I'm still not sure. Even if you're not sure, I know that I'm not 100% sure about all of my decisions, but this is the first time I've said that to everybody in my life thinks that Liz is just 100% all in this way. Because I don't know, and that's kind of what I expect from you too, Tom, as the CEO of Castlekeepers, right? I expect you to be saying this is our direction, this is where we're going, this is what we're doing. And I'm jumping on board with that. I'm not stupid, I know you're not 100% sure. And you're pretty clear that you're still figuring out and changing and adjusting as we go, as are the rest of us. But still the message needs to be as the leaders of our companies that we are confident making our decisions. We've thought about all of the information and we've taken it all in. We've made this decision and we're confident. Yeah, there's a big difference between saying, I don't know what to do, versus based on the best information we have now, this is the best course of action and we're going there. And if two hours from now, there's another piece of information that changes that. I mean, you know, when the situation changes, you need to be adaptable and if it's rational, change with it. So that's kind of the environment we're living in, but you don't want to be in a situation where you're doing nothing because you don't know what to do. I mean, even if you don't know what to do, you certainly don't want to publicize that. And really, if you don't know what to do, if you don't know what to do because you don't have any resources, reach out. Everybody in this industry is getting tons of resources. We can help you with that. We can help you educate yourself. But if you don't know what you're doing because you're just too confused, then you take some time, you know, get yourself some resource materials that you trust, read them and take some time to yourself and make a decision, decide what you're going to do. Even if you decide to change again in two hours because new information pops up, that's totally legitimate. That's what I think right now, that's what the good businesses are doing. They're deciding on best case right now is this and we're remaining flexible because new information is coming at us. Things are changing too fast. This is a new world. We don't have all the answers right now. What's David saying over here, Tom? Look at him live. This is something in YouTube. So check it out. I know that. Added value. He's talking about technical added value to everyone on this call. National Geographic, Vox and others publishing how soap kills the coronavirus, okay? HCT graduates will remember soap as having two-sided molecules. Okay. All right, so he's really pushing on soap there. He's rewriting policies daily, us too, Steph. Yeah. And maybe not rewriting them, but we're tweaking them, modifying them, right? Making adjustments. Anding and addressing, you know, because when this whole thing really started getting hot, which doesn't know as a week ago. I mean, we've been seeing it for a few weeks, but I mean, you know, it's that whole exponential thing and doubles and doubles and every six days, it's, you know, the number of illnesses doubles. And when big numbers double, they get really big numbers. And we just needed to do the best we could when we started, but now we're kind of going back and trying to flush a lot of stuff out. Yeah. Bridget, if you saw Stephanie's comment that her staff is helping her to get that stuff and writing, right? Absolutely, whoever, whoever, however, whatever. You don't have to rewrite everything, right? Just put in some of those blurbs and it doesn't have to be perfect. A lot of times we're trying to get everything so perfect, get something down today that you're going to do because again, it might change. So get something down there. I love it. Stephanie says, we are going to be invincible when this is safe for us all to go back to life. Because things are... I love that. I love that though, because that's what's going to happen. Right now, everybody is just irrational and scared and there's a lot of accounts out there that says it's going to be, you know, a year and a half, a couple of years before there's a vaccine for the virus. So at some point, people are going to get sick of being, you know, afraid and hiding in their basement. They're going to say, you know, I have to live, so I'm going to have to figure out how to live in the world with the coronavirus. And that's when our real opportunity starts. At the moment, if people are more preoccupied with buying toilet paper and bottled water, it's just going to be hard to make good stuff happen in that environment. Would you know that all makes sense too, I know people get so frustrated with that, but that's a normal reaction to fear is, you know, just grabbing on and holding, trying to, you know, feel safe, that's going to change too. And people will be trying to hold on to other things. And one of the things they'll be trying to hold on to is cleaning, right? Hopefully, and the safety of cleaning. Yeah, and if we do our jobs right and explain how we're making them safer, that's the part that I love about this. I mean, the virus sucks and I wish it wasn't here, but it wasn't, I mean, the narrative for the last few years is it's all about digital marketing, it's all about just being able to tell the story and ranking a website and getting a bunch of reviews from whatever means necessary to get a bunch of reviews. And I mean, we've had discussions on Facebook where people were arguing it doesn't even, that cleaning really isn't even that important, it's all about the marketing. Well, I think here in the last few weeks, that's all changed. I mean, marketing is always going to be important, but I think the cleaning aspect of this and the sanitation part of this is going to have a whole another level of importance that maybe it didn't have a couple of months ago. And for the long term is what you're saying, not just right now where we're in the thick of the coronavirus, this actually has the potential to shift mindsets. Yep. This is going to be like 9-11 was to getting on an airplane and was it 20 some odd years later and we're still, the whole flight experiences has changed greatly from what it was prior to 9-11. And I think the way we clean and the value placed on cleaning, there's going to be analogous to the safety precautions that we take when we travel that kind of spun out of 9-11. Yeah. Sounds like everybody over here is on the same wavelength. Stephanie, David, Bridget, Janet. Yep. It sounds like everybody's kind of on that same thinking that it's going to be better for our industry. People are being educated in a really big way. Stephanie says she's immunocompromised also. So she's doing it all from home. My understanding was that you pretty much have been doing things from home for a long time too. So it might be a little bit easier for you, Stephanie, just because you have probably more experience working from home. I know a lot of people are still struggling with the idea of remote operations, even semi-remote. David, are we at the Franklin? So that's R-E-S-P-E-C-T, the second singer reference today on this Facebook Live. If you weren't on early, you didn't get to hear Tom's reference earlier. Yeah. There was no singing. No, no, I can't sing either. I love to sing, but I'm routinely asked not to. That's really bad thing. Well, anything else you guys concerned about that you're focusing on right now, interested in chatting about? And on about 50 minutes. So, did we decide that tomorrow we're gonna talk about how to make smart business moves on the financial side, talk to our creditors, look at how much cash we have? I think I saw a comment earlier about keeping dry powder. I think that's really, really important. Robin mentioned that you can't have too much cash on hand right now, and we're gonna have to spend it on things, but we wanna make that last as long as we can. So that's what we'll do tomorrow. I wanna make sure I don't forget to show you where cleaning business today is and one last time how to get to the resource page. While you're pulling that up, Starlene says we are working together and reaching out to other companies. I reached out to Bridget today as our unemployment has new rules. So yeah, I think that's another thing. This industry has always been really good about sharing and working together, but I think we're seeing a whole new level. Now, over in, I believe it's Colorado, Denver, couple of the companies that I work with are they hooked up with five companies in their area and they got on, I think it was Channel 9 News together, how they're cleaning up Denver over there in their area. So I thought that was an amazing idea. We probably should at some point, Tom, Tom, maybe on Monday, talk about how we can get into the media. The public relay of the, that's a good idea now. Again? Who? Did I really have two good ideas on Facebook Live? Yeah, I was. What? And this is just where we need a mush, too. Yeah. Coming in the clinch there. Cleaning business. Go ahead, Liz, I'm sorry. I was going to say just your reminder, Tom, that we can't see this. You can't. No, because it's too small. Oh, well. It's okay to show it. Oh yeah, that is better for sure. You can still hear me. This is a new platform we're using today, so we're figuring it out. Okay, this is cleaning business today, cleaningbusinessday.com. You guys know about that. Over here on the right, if you want to sign up for our newsletter, and if you haven't, I'd appreciate it that you would. We'll push them out and we'll keep you up to date with all the stuff that we learned about the virus. Over here on the left is a big article that we did. If you haven't read this, and this is all on the coronavirus, I would encourage you to do so. It's got a bunch of references here too. If you really want to get geeky about the nuts and bolts and the science behind it, you can do that. And if you go to, do the whole, forward slash coronavirus-downloads.com, it'll take you to our resource page. And down here are the two links to the commercial bill rate calculator and the templates for the proposal contract and scope of work that we talked about today. I'll paste the link again in our chat with that special page with all the downloads on it. Yeah, that's great. Okay. I want to say just one last real quick thing is, timing is important, you guys. So everything is moving so quickly that a lot of ideas, a lot of information, everything's coming at us really, really quickly. And we have to be making decisions quickly and in a timely manner because the timeliness of stuff really, really matters and now even more than ever. I know a couple of people that have just recently tried to put the letter out, send that letter out to their employees, the email out to their employees saying what they're doing. It's too late for that now because now that's just a reminder to the customers to cancel service. So you gotta be watching for timeliness on your messages which is why we're doing these every day to keep you updated with what's new, what's fresh, what's today, what's going on now, the decisions and stuff that you should be thinking about today and not doing stuff from a week ago or two weeks ago that could maybe get into a little trouble. At the top. Okay, that's the time to take action for sure. So hit us up, let us know what questions you have, what you need help with and stay safe, get some rest. I mean, I'm gonna boil it down to something as simple as that. I've talked to people and you could kind of just hear it in their voice and it's like you're tired, right? I was like, guess what? I'm tired too. This is a heavy lift. So don't try to be Superman here. Let's take care of ourselves too. This is gonna be a long game. So enjoy the rest of your day and we'll be back here tomorrow at five o'clock Eastern. Thanks guys. See y'all later. Bye-bye. Bye-bye.