How do you create an offer a customers actually want and where you can be pretty confident it's going to be something they want? Well, we, there's three things that we do in this regard. And they're not necessarily in any particular order, but first thing is to measure and analyze your customers from an 80 to 20 paradigm. Determine who your ideal top clients are, then this will almost always come from anywhere from, you know, in our experience anywhere one to maximum 10% of your client base, right? We call it the 80 20 paradigm 80 20 rule. But that, you know, because 80 20 is fractal, it really comes down to, you know, if you've got 200 customers chances are you've got five to 10 who are who are your ideal top client profile. And that's where you should start to do that. And the second thing is you do the same thing for your products and services. You look at everything from an 80 20 paradigm, you know, what's the 20% that's generated 80% and the third thing is you conduct what we call a customer wishless interview. And that's kind of where we're going to focus on on today. So when you know who your best clients are, you can start to create and refine your, you know, your unique offering to match what they want and what they highly value. And we go back again to the mission guiding principles, because you're off your unique offering must also be aligned with your mission and your guiding principles, because this should align with your passions, your strengths, your talents and your conscience, right? Which ultimately will shine light on your unique offering, your unique clients and and will shine light on what your best clients highly value. So if we're going to talk about the wishless interview, we usually advocate, you know, calling your top, at least your top five clients. Now, if you've got thousands of clients, you may, you may have maybe a hundred. Right. Again, it's always at one to 10%. But one of the most effective 80 20 strategies you can, you can utilize is to interview your top clients and find out what they wish. You could change what your industry, what they wish you could provide them or sell them, what they wish someone anyone would, you know, would do to be able to solve a problem for them. What would make their lives so much easier. What would help them to expand and grow the value of their business. And by knowing these things, it isn't that you, you disregard everyone else. It's that you just create your systems, your solutions, your products, your services, based on what, on who your top clients are and what they want and what they don't want. And in the meantime, your other average clients will benefit as well. Right. And we see, I mean, because you begin to, you raised the level of your, of your performance. It's kind of that trickle down effect. But I think people get confused by when they say, you know, asking questions and it's, it's not about asking questions about yourself, necessarily. It's asking questions more about your industry and what do they not like about your industry. You ask them about, how are we doing more than likely? You're going to be, hey, you're doing great. Everything's good. You're not going to get real feedback. But if you ask things like, hey, what do you not like about my industry or what, what common, you know, what other pains do you have in your business? That's where you're going to uncover other things. Yeah. Exactly. You know, good principle to always keep in mind is every, every solution you provide must better the human condition. It's not about you. It's about your customer, your clients. That's always what it's about. And yeah, you know, we have, we have a set. We have a very good customer interview question. Format for, for people, they don't have to ask every question, but it gives you an idea that the principles behind it. And what you should be looking for. So how would a business owner looking to sell their business, whether that, you know, the little saying is in two years or two decades sometime in the future, they benefit from creating a unique offer like this. Well, let's, let's first of all, take a, take a step back. Remember that what this 80 20 does to this 80 20 paradigm does is a creates white space. And it allows you to begin to look at, look at the things that you're wasting time on money on effort on people on. So this is going to set you apart from all of your competition and all the noise and the market place. That's, that's number one. And then you stand out from everybody else, which in it, in and of itself makes you more valuable, not only to a potential transition process, but also to your current customers, your current employees. And as I said, it creates what we call that that white space in that once you know the 20% the generates 80% it gives you the courage and the data to eliminate what is no longer important. And it's such a powerful thing that 80 20 is so powerful that we don't have to convince people of what to keep and what not to keep who to keep who not to keep it becomes so glaringly obvious doesn't it? Yeah, when you set it out there on we typically do this on an Excel, you know that we've we've we've created. But when you're talking about the wishless interview, you're also going to get the same kind of feedback from you're going to know what your ideal top customers, those top 1% what they really want out of the marketplace, what they really want out of your industry, what problems they really want solved. That should give you that laser focus that says, okay, here's where I set myself apart, here's here are the things that we offer here's where our talent lies, here's where products and service lies that really focus like a laser beam on what these ideal customers want. We know how to market, we know how to inventory, we know how to spend money, we know what kind of people we want serving our customers. We know how to reach them where to reach them. Everything just becomes illuminated and it becomes so glaringly obvious, we don't have to do any convincing it's a more of a discovery process right that once you see this in black and white. It should lead you and so far it's led everybody that we've worked with that right down that same path. It doesn't mean that you have to cut things out day one, but it means you start to look at that and you say, you know, I don't need this. And I think that's the biggest benefit while I thinking knowing the 20% whole 20% of the 1% is important, but what's really important is that creating the white space. It's being being able to separate, you know, the wheat from the shaft, right, sort of thing. And now all of a sudden you can say, okay, it's not that I'm going to disregard this over here, but I'm going to focus all of my efforts on this 20% is these 20% of the customers, these 20% of the products and services is 20% of the expenses resources. And that trickle down in fact will bring some of those 80% into this fold and others, they'll just attrition away and sometimes you'll just have to fire them. You'll have to fire your products and services might have to fire some customers, you might have to fire some employees. But now you build and expand and create value in your business by focusing only on the wildly important, the critically important things in your business and who you serve and how you serve them. Alright, I think that's a great place to stop until next time. See you then.