Dana White Decides to Franchise Paralee Boyd

[Music] hello everyone welcome to the 21 hats podcast I'm your host Lauren Feldman this week Dana White informs Jay gos and Stephanie Stucky that she has begun the process of franchising her hair salons across the country and perhaps the world why did she choose to franchise as she explains she does have concerns about controlling the culture in franchise locations but she believes this is her best opportunity to grow interestingly when Stephanie took over Stucky in 2019 she bought a franchise business that she says had lost control of its franchises which is why she's now moving in the opposite direction plus Stephanie shares a debate that is Raging within the company should she price her pan log rolles for the convenience stores she's selling them to now or for the more upscale Outlets she hopes to attract and Jay gives us an update on that idea for a new business he told us about just 2 weeks ago spoiler alert this is Jay goz we're talking about even in Good Times owning and running a business can be a lonely Pursuit our hope is that these weekly conversations will if nothing else let owners know they are not alone in facing challenges same thing with our daily newsletter the 21 hats Morning Report which highlights the most important news of the day for business owners and which you can subscribe to at 21h hats.com where you can also find transcripts of our podcast episodes and lots of other articles and interviews joining us this week are regulars Jay goz whose companies in Chicago include a picture frame business artist frame service and a home furnishing store Jason home Dana White who is CEO of of paraly Boyd a chain of hair salons based in Detroit and Stephanie Stucky who is CEO of Stucky the snack and roadstop business best known for its pcan log roles the episode is titled Dana White decides to franchise paral Boyd before we get started one of the recurring themes of this podcast is that marketing is hard for smaller businesses one reason it's hard is that we are all besieged by self-appointed digital marketing gurus who overwhelm us with outlandish promises on the other hand there's Steve crawl co-founder of be found online a loyal listener to the 21 hats podcast Steve understands the business owners who listen to this podcast because he is one he knows his stuff but he's also a real person who you can have a real conversation with and if you tell them I sent you you can get a free consultation with Steve himself just shoot him an email at Steve bound online.com to schedule your talk that's Steve at befound online.com now on to the show Welcome Jay Stephanie and Dana I hope you're all doing well thanks so much for being here what's going on with you Dana anything new nothing much Lauren fman how are you doing I'm doing okay but good I'm not convinced you sure there's nothing new with you oh man um there's a little something new well tell us about it so I've made the final decision as to what to do with my winnings from Detroit demo day interesting and it's been a long back and forth journey and I have decided to franchise wow wow that's so funny I'm actually getting trying to get out of franchising I'm the opposite direction that's why I wanted you here today Stephanie franchising gone wrong we're going to talk about that but first uh tell us Dana why what what brought you to this decision so I had decided that it was time to expand and so I had looked at going to Chicago we talked about that we had an episode absolutely I was going to Chicago um and had a conversation with my operations manager and she said I think Chicago would be an amazing move but I hope you don't mind me saying I'd like to talk to you and I said sure what's going on and she said you know my background I've worked with the sports clips franchise Great Clips franchise and Lady Jane's operations and I said yep those are all hair salons and and she said after having worked here for the time that I have I've never seen anything like your business and if you don't mind me saying I think you are perfect for a franchise model and we really went in depth and had a conversation ation that inspired me to call up the franchise consultant and just have a basic conversation what is the state of franchising after covid during covid what's going on and we had a very Frank conversation and we talked and he pointed me in the right direction to get the information that I needed um and then after that I you know talked to people read the reports um and called them back and said this is what I'm thinking and this is what I can do he was like okay um I think it'd be a great idea but you have to think it's a great idea so this is let's get you comfortable with it my network has stepped up ernston young has stepped up Golden Sex has stepped up to give me as much information and support that I need to execute this perfectly um I franchise group I started my process I'm about two weeks in in a 5-month process and at the end of this process I will be the first African-American woman Beauty franchisor and we're already starting to talk about subsidiaries in other countries five other countries this is the same group of um the fra same franchise team that franchise dyar and so they've been able to impart their wisdom on what went right with that process what could have been improved in that process um and what makes per boy different but I am extremely confident using my resources the people that I've talked to away from my I franchise group family as I'd like to call them I told them yeah I mean of course you're going to give me great references I want to talk to the people who have nothing to do with you that are franchises and they said understood and that's where I leaned on Goldman Sachs and ernston young to put me in touch with their clients who either started franchises or have been in franchising for years um and was it we're off in running to the races it's been a great process so far wow Jay any questions for Dana wow uh lot to take in um the franchise consultant I mean I've looked into this a little bit there's I don't know 20 of them this one okay so this one did dry bar okay that's good are you privy to what the numbers are from that whole thing what do you mean the numbers what are they making money is like how many lawsuits are coming from people that bought the franchises are they first question I asked was about the lawsuit I've asked not only my I franchise group what is the number of their lawsuits but other franchise ores and the numbers are low and I said okay but why do you have numbers at all and they told me why they have numbers at all and so are there some lawsuits yes but a lot of it has to do with the franchise consulting firm that you start with no question there's absolutely no question it comes down to being careful who you sell the franchise too so there is no question that franchising is one of the greatest inventions of the 20th century but with that being said there's been lots of failures over the years and I'm glad that it sounds like you did your homework on it so okay um wow Stephanie how about you any questions for Dana I'm so sure if it's questions as much as some cautionary tales although this all sounds great so I in no way want to dampen this enthusiasm and I love that you would be or will be the first female African-American franchisor of a beauty salon chain so I'm all for it I just have a very different experience and part of it is that I purchased duckies and we had a franchise system that had really on a why after years of neglect so the challenge you have and you know this is ensuring consistency and quality and really capturing what's unique and making sure your franchises get that and in order to have that you have to have a strong operations program and systems in place and we lacked that at Stucky so we don't have consistency so I'm trying to do a lot of cleanup and I looked at Waffle house is a good example for me they're Georgia based I know some of their high up management and their general counsel in particular has been really helpful to me and Waffle House had I think I've got these numbers right but it's about 70% of their stores were franchised and then they didn't about about phas and now I think it's to about 90% corporate owned because they were not getting the consistency and the quality in their location so they just started buying up the location so they could be in control another example a brand that I really admire is in an alburger and they have had repeated efforts investors begging them to franchise and they never have and they have a cult-like following that's just rabid and it's because it is in my opinion in large part and I'm reading a book on In-N-Out so I'm pretty obsessed with In-N-Out right now but they really control everything about that program we've had a very different experience and I'm trying to segue to a corporate own model and looking at how Waffle House did it as our as our guidepost but you have a very different program and a different product and there's a huge opportunity you've got great backers so I can see where it could work for you this has been my biggest homework studying those franchise models understanding why Subway is the way it is why Chick-fil-A is the way it is why In-N-Out is the way it is even though they're not a franchise my I was I was sitting here at home couple of weeks ago and I literally got into a cold sweat why because Dana there's a reason why no African-American hair salons have franchise find out what that reason is and it dawned on me what the reason was and so I immediately it was a Sunday evening what's the reason from what I deduced the reason reason is because it's extremely individualistic extremely there are no I mean the only thing that groups people together are the four walls they work in and that's it what the person in the chair is doing next to you has absolutely nothing to do with what you're doing in your chair there's no consistent branding so I jumped on the phone with the franchise consultant because it was you know I said if I will be closed in five years if I don't find the answer to this and it is going to be the culture in the training and I have been obsessed with it for the past two weeks the operations we have down even though it can always be improved and it will be through this process I have over a 100 Years of African-American hair tradition to shift and execute on and if I didn't I told them if you all don't understand that if you all don't get that this is never going to work it's not going to going to work listen I feel better that you have your operations manager I feel good that this franchise consultant did dry bar and they have experience with that but this is no slam dunk I I'm not saying fif I don't know what the odds are but I won't be shocked if this thing works great and you become a zillionaire I won't be shocked if you call us in a year and go oh my God what I get myself into I this is uh this is not a turn the best franchises are turned key like like hard to screw up this is not too hard to screw up get somebody with a personality problem get somebody that can't manage this is this is very personal so I don't think it's the ideal franchise as far as being easy but you know I could see you could pull it off but there's a lot of moving parts to this that's for sure there's one aspect of Dana's business that maybe we should uh repeat for people who haven't heard her talk about it before and that's that you know she built her system on the principles of lean manufacturing and I'm guessing that's what the franchise people liked and what your operations manager liked in terms of thinking about you as a franchisor the fact that you have these very uh you know strict principles about how everything happens in your business that you did that to make it operate as efficiently as possible but I assume that converts pretty easily to a you know a franchise uh explanation of you know what a franchise is supposed to do yes and I think to Jay's point I think it's a matter of who you hire we we're hiring skilled labor and you have to have a license so we can't hire a 16-year-old to come in and just do the hair the people that we hire are already coming in with a skill set that is you know primed and ready to work in this industry now all we have to do is say this is how we do it here I would be a lot more nervous if there had never been a salon that had Frank anchise before there are tons there dozens there are dozens I like the fact that dry bar already you know is out there and if it is successful which I presume you got a number okay they already did it okay I think that's fair enough Dana can you you said the Consultants uh talk to you about what worked and what didn't work for dry bar can you give us uh a sense of that most everything worked but from what I understand it did become about the numbers at some point what do you mean by that from what I understand it became okay we're selling these things like hot cakes let's sell these things like hot cakes um and there was a team of people involved in the process versus with you know a team of Interest right you've got somebody who's interested in the quality somebody who's interested in the operations somebody who's interested in the money um and then some of those voices were louder than other voices whereas in my situation it's all Dana and I've made it very clear to everybody I've worked with we can sell too after we can award two franchises after my first year fine with me I can't be driven by how many units did you award this year I've made it very clear to the franchise consultants and the people who are helping me outside of that that my focus is on culture and training that is it you can sit in front of me with $20 million if you are not in line with this mission and vision right if you're a hair stylist who wants to come from behind the chair but cannot become a businesswoman who can run and operate this Laine this is not the franchise for you at all and I'm not going to be awarding them because you come to the table with a lot of money you have to be impassionate about solving the problem that we are solving for the change that we are making and you have to get it and a lot of people don't I was going to ask if you considered the ownership model like you can have mult multiple locations and you you own all the locations and then you can totally control the standards and the quality and consistency although I do love the idea of you're creating wealth but you do have more control and if you've got investors who are willing to support your model I don't have investors no no here's the difference this is the reason why franchising when it works it works it's a difference between having someone owning it and running it or having some rich guy that's on the golf course putting money into it it it's the franchise model works because these people own it and they're working it and in in this case they're financing it so it's their money it it works when it works well and the corporate model works when it works I mean it all it all comes down to execution I mean that's true of any operation it comes down to execution and money my first goal was to do an in out model right was to have it all owned company owned it'll take me forever long to get there it does take longer absolutely when you look at companies that've been around for 50 years they got lots of options in her case she doesn't want to wait 50 years because she'll be an old lady so you know it that's the difference it depends absolutely on what your business model is if you want to grow slowly and organically look stues has been around since 1937 hopefully not going anywhere I think the corporate own model makes sense for us that doesn't mean it makes sense for everyone and I certainly have been studying the different franchise models Chick-fil-A is a fascinating one Dana you brought up that model it's really not a franchise as you know because those owners they call them operators they're not owners they there's no equity in the business Chick-fil-A owns a real estate they own the business and they're simply operators you're only allowed to own one or operate one store and then you go wherever chick chick La into you having said that that that model works for them and it it seem is is hugely successful but there are many models out there in the small Giants model though it also gets down to what's a def definition of working one could argue and I do argue this would you rather own six salons make $800,000 a year live in a nice house and have a nice life or franchise 300 make I don't know $3 million a year but have people calling you screaming at you at once a week and have a lawyer on staff to take I mean this a different it's a different animal it's just different one's not right one's not wrong it's what your goals are and those are two two extremes obviously like you can have a franchise that's a small manageable number you're still a franchise operation I think the math is hard to work in a quote unquote small franchise thing I think there's a critical mass you need to have for it to work absolutely it's a volume business franchise is a volume business I am not interested in a volume business for stes no I think that makes sense and my partner too like was a shared vision of what we see of creating a unique brand with a rabid loyal following so that's what we want Dana can you talk to us a little bit about the the uh finances of this you started this by telling us that you've decided how to use the money from Detroit demo day uh I believe you won $200,000 you've told us previous obiously that you've put 50 toward marketing are are you spending the rest on the the franchise consultant I am well not just a franchise consultant but everything that goes with the franchise consultant so there's legal there's um marketing and PR once you get up and running so they set everything up for you and then you use your remaining dollars to execute on the setup of the marketing have you figured out what the package is going to look like what somebody has to pay you and what you are going to demand they invest in building their location yes so we have we don't have a hard number right now but we believe just by my competitors um or what they're deeming as my competitors which are other blow dry salons the franchise fee and it's anywhere between $ 35,000 to $45,000 um to to start um to just for the franchise fee and then we're we're thinking that um you're going to need probably anywhere between 500,000 to maybe 1 million 1.1 million to open one depending on where you are what you decide to do all in which they're very happy with that number because it's significantly cheaper than other uh blow dry bar hair salons Jay you like starting businesses are are you interested not in the slightest not at all no they cannot be a franchisee no way I had a question about whether there's going to be a monthly percentage of sales fee assessed in addition to that and and an allocation towards marketing absolutely there is royalties every month we're really early so we don't know what that royalty will be per month I'm surprised that $200,000 is going to get this boat floated I'm surprised that after you pay the consultants and the lawyers and the accountants and the marketing materials and the blah blah blah that $200,000 is enough money to Prime the pumps on this to where you start getting cash in from people to do this $200,000 is enough to get the the ball going so we can they can give us everything we need to use the rest of the money to mark it and Mark it digitally so it's not like we're going out and buying television ads in all national television ads to market right digital marketing I have found has made it more effective and significantly cheaper to get leads when it comes to that CU I have looked into franchising I you know I had the big you know my frame business was growing like crazy and I felt oh gee I should so I did talk to some franchise consultants and it seems to me that they would always tell you you need to have two or three successful locations to use as a prototype and how's that work Co I had two locations and they've seen my number numers and have said okay you're doing better than most hair chain salons and I didn't realize that I thought I was doing oh I'm just you know meager sad numbers no they said there are S Salon Hair chains that don't break $20,000 a month and you do even in a pandemic and you are offering something very unique in your Marketplace which I think is a a strong selling point there isn't one out there exactly and when I was on the phone with Goldman and you know the other people the women who are in my market screamed she said I work at Goldman Sachs and this is yesterday's call I work at Goldman Sachs I work 12 hours a day do you mean to tell me at 7 o'clock in the morning I could go get my hair done and still be at my desk by 9:00 am I said yes or I could come after work and I could just walk in after I get off of a conference call at six o'clock be to you by 7 and be done by 8:30 yes she's like I don't think you realize what d this business is doing that's why I think there's a very good chance this is going to be a home run because I do think you the market is going to recognize that and I don't think you could I don't think you have a choice to grow it organically because I think someone will just jump on it and get some investor money and beat you you know they see you have three locations that are working well why wouldn't somebody with money just go ahead and change come up with a different name and do the exact same thing I think franchising will allow you to get out there faster and the the hiccup for that I was told from the Consulting Group is you have to be taught how to manage a walk-in only Salon with volume that's something you have to teach um or you know put the systems in place that takes time you have to put the systems and the operations in place in order to do it manage it and do it successfully for eight years and so if it were a burger joint okay here you go if it was a coffee shop here you go but with thick and curly hair and an operating environment of Walkin only on Easter Saturday we had 13 women ly up outside all of those women were in and out in under two hours from the time they started and for those that did have a weight because we just didn't have the the staff volume to get them all in at the same time we you know make it easier for them and they don't mind but the fact that on the busiest hair day ever for black women is Easter Saturday right and the fact that all of our metrics had everybody in and out in a certain amount of time the model is solid my hair traffic controllers do a great job um and now it's time to have a team help me make this you know something that we can duplicate Nationwide if not worldwide and that's it that's it that's exciting no I I think I think you can do this Dana I really do I it it all depends on what your business model is and what your what your goals are and this aligns with the direction which you want to go I think it's exciting and you you were offering something incredibly special thank you Dan I think we understand why you decided to do this obviously you know there are no guarantees with any decision um but it it it I think it makes sense to all three of us can can you tell me what what aspect of this are you most concerned about I'm most concerned about the the culture will I be able to impart a culture of peral boy in in industry for a market that hasn't changed in over a hundred years I think what gives me hope is the fact that I won't be doing it alone and and then there are people out there that do get it for example um on the phone with the franchise Consultant Group they get it immediately everything is just clicking on so many cylinders and I got emotional because it was I felt like that that puppet in that GE commercial where everybody's yelling at it and throwing food at it get out of here and then he went to the one company that said you know what come here they cleaned them up put him on stage he was beautiful that's how it feels and you're gonna get sued eventually and that's okay no I mean it it's okay yeah it won't happen a lot and you'll settle it and move on and sell to someone else and fix it but you know that's probably gonna happen I asked the if franchise group what is why are your your legal your lawsuit your litigation so low they said it's all in how we set up the app operations if you are a franchise owner that wants to sell them and walk away you're not we probably won't even take you on and there's more of a challenge when you're looking at a service based versus a product based and stues is a bit of both but primarily product and we can control the product that we Supply the franchisees but the service base gets a whole other level of operation so I I find franchising absolutely fascinating well I love the fact that you and Dana are going in opposite directions um and as continue this conversation I suspect you'll be able to help each other Absol it's all about your goals and and there's no right solution it it just depends on what where you want to take your business and your brand I think so obviously we will be talking a lot about this in the future uh let's uh I want to hit a couple other things uh in the time that we have left uh Stephanie I know you've had some uh pricing issues of late tell us about that yes we've been dealing with skew rationalization and pricing lot fun getting down in the weeds issues with stues but we are rolling out our new literally our P log roll is rolling off the lines and we will have our new packaging done this is the peon log roll that you're making yourself for the first time in a long time at the factory you recently bought that's right after Decades of Outsourcing our product line we needed to up our candy game if if we're best known for the pan log roll which is what we're known for and we're producing a subpar quality product then we need to figure that out so it's taken me a year and a half to get to this point of I had to get a business partner who knows how to the manufacturing space and he's moved to Rens Georgia to manage the candy plant so here's our dilemma and I love feedback on this is do we price to our current customer base or do we price to the customer base we want because our brand has frankly been cheapened over the years and we've gotten into more of a sea Store Market where we really want to be more of an upscale gourmet chocolate which is where I think we belong a gourmet candy a southern confection quality product the quality is amazing it is so much better so we're making a better product it's going to cost us slightly more so it's it may very well cost us out our current customer if we price it where we need to be making the profit margins that we want to hit so how do we go about that do we continue to make produce the old product that we're Outsourcing as a stock gap for now so we can keep the profit flowing and then we're slowly introducing new markets and we're getting into better channels and we're getting into more Gourmet locations and as we grow in that more Gourmet Niche then do we cut off that sea store business or do we ask the sea store business okay we know you're used to buying that Snickers candy bar for like a buck 50 are you g to pay $299 for pan log roll the same size it's better quality I think the answer is yes and I think you should jump I think you should bring them to where you are I go to Whole Foods and I've spent $4 on a candy bar and and I loved every bite of it if you are increasing your quality increasing your products that go into that pcan log roll then they should pay for that I don't think having a transition is a bad idea but I wouldn't I wouldn't have a long transition one of the best decisions we ever made was raising our prices because we do offer more now so for you if you're offering more better quality chocolate better quality than the customer will pay for it and you'd be surprised at how much they'd be willing to pay even your current customers who are paying two bucks will go up or you know a $150 will go up especially if there's a a fair transition I think a whole Whole Foods customer would would buy at that price and we actually do have a product line that could do well in Whole Foods because we have a whole snack pean line that's very healthy and all natural but would a sea store customer will they pull over at a BP gas station on the interstate highway and they've got a Stucky section in the store will they pay $2.99 for pcan log roll when right now they're paying a119 I think so and I'll tell you why because they already recognize they already have they already know what they want um they already you know what I mean some may not I don't think they all will it's a volume game right you can have less customers at a higher price and still hit your marks okay I I've been very quiet waiting I was waiting for you Jay I'm ready I have one word I can tell you the answer you said the margins you want this has nothing to do with want this has this has to do with need you need a certain margin and that's what you got to charge and that's the way it goes and and Dana just was correct some will pay it and some won't and you just answered it and the fact of the matter is I can show you the easy math on this if you raise your prices 30% and you lose 30% of the business you're way ahead because you're bringing in the same amount of money basically except your cost of good sold is much less in this case my guess is you're going to raise your prices and you're going to lose less than that it it it's it's hard it's going to be hard to lose money on this deal if the product's better and the packaging looks better you will absolutely lose some customers there's no question but it it'll be okay I mean better to lose a customer for Price than lose it because you got bad service because there's not a lot of upside to giv bad Ser you're not saving a whole lot on bad service whereas at least if you L lost them for price you made it up on the other eight people that did pay the price so you charge what you have to charge that's the moral of the story so and I would transition it over you can play around with it and see how things are going but uh you don't have to like make a decision tomorrow uh you can start it and and see what happens with those C1 see where you have to charge to make money and you could you could slowly transition over but I'm sure people will pay I'm sure many people will pay more for a better product you all know where Stephanie wants to get where wants to be eventually yes how do we get there getting there could result in a significant short-term loss of Revenue if those sea stores just don't Place orders uh and she hasn't lined up her new customers yet there could be a tough period how big a problem would that be Stephanie it'd be a problem and we're running projections where we do a 35% margin we do 40% margin we do 50% margin so we're running the different margins scarios to see what we can afford to to manage and we're also looking at shipping direct from the manufacturing facility versus shipping to our distribution facility which is going to save us a significant amount so we're really looking at how we do business overall to provide the best quality product to customers at as Fair a price as possible and also upping our our customer game and so I'm actually I do have to solve this somewhat like tomorrow because I'm putting together a proposal for a resort hotel chain that wants to put us in their Marketplace and it's somewhat of a it is a captive audience it is a thousand beds in a whole Resort complex that's walled and so the people going to that Marketplace are going to be paying a premium because of the convenience and they want to put a Stucky section in so we're deciding that price point like now I can help you with this I knew the word that was coming out of your mouth I saw it coming a mile away I was waiting for you to word use the FW I was waiting to hear it to say fair price I'm here to tell you it doesn't exist there's only one thing that exists appropriate price so if you're selling a beautiful high-end product that is great quality and you're on a resort in the middle of nowhere they can't the appropriate price you're not getting Fair yeah there's no fear in this it's appropriate you're getting appropriate for the marketplace the appropriate price I this is what I know this come in the framing industry these people half the frame shops in the world don't make any money and they run around going well I want to be fair and I go is it fair that you don't make a living I go these people are driving up in expensive cars and laughing themselves you know oh you're framing so and you don't even make a living is that fair forget forget Fair appropriate I love that all right if I take nothing away from this show but I will take a lot but I am going to Forever say appropriate not fair it took me 20 years to figure that out it's so right well and it's all marketing it's all marketing because I'm gonna pay more for Nike sneakers because I absolutely love Nike and I read shoe dog and I think Phil Knight is amazing and so and it's a cool brand and that brand says something to me on a personal level even if it costs more great so marketing and branding and telling the story of your product is critical to whatever price point you want to set the other lesson is Orville Redenbacher invented gouret he you know we're so used to it now you know he invented gourmet popcorn and people said what you can buy a two pound big for you know 40 cents well you're going to charge three whatever the number was and the answer is it's $3 in your case the the the the peon roll it's $3 instead of do it's $3 no one's going to have to mortgage their house to buy a $3 so yeah it's $3 instead of a dollar and a half it's still $3 so that's kind of the issue no one if somebody wants it they're goingon to pay the $ three we are having a raging debate at Stucky about this by the way just so you know we're getting the but if I see a stcky bon L girl right next to a Snickers bar you know Snickers bar is a dollar cheap I'm like we're not competing with Snickers we are a southern confection recipe passed down from my grandmother all those she slightly changed it since 1937 with peans that are grown in Georgia and are the freshest most delicious peans you're going to find anywhere in the world you can't find that anywhere else my newest jism is everyone who speaks in absolutes is always wrong so the person that goes I wouldn't spend that okay I accept that but would you would you this this isn't going to be a hundred 100 people walk in a 100 people aren't going to go I would never spend you know maybe 60 old it's not a black white thing some people will pay it some people won't I don't need a thousand customers I just need the right one you know 100 of the right ones to go into that convenience store and buy it okay so you guys have been way too interesting today we're running long I got one more topic that I got to cover Before I Let You Go uh I think we can do this fairly quickly uh Jay last time you were on the show I think a couple weeks ago you were all excited about the new business you were starting selling art online can you tell us have you made any progress with that that's an old idea it was two weeks ago I'm opening a cafe for my home my home store wait wait what what happened to the online art store uh two things I was having a really good day that day and then the next day I started to see what I've been talking about for months some there's some people that are on the Edge from this a year-long CO thing and I I we're like people are stressed out I had a tense week and I had to take care of that stuff but also in the meanwhile because we're opening up again and because there's nowhere to go out to eat right around my place and I've got this beautiful big 6,000 foot lot between my home store in the frame business and I've got plants out there I'm working now on we're trying to put together a little Jason Cafe thing where they can come in and hang out and so that's the new idea so I would say I'm putting it on the back burner for the moment J make sure you use furniture from Jason home yeah absolutely that's all part of the magic they're going to because they they come into the store and they go oh I love the store I wish I could live here I'm telling you they say that regularly so we're going to let them live there for a couple hours and I found the guru of coffee in the city of Chicago he's extremely into this and I found the guru of pastries these are really well-known people so we're putting together a plan there and I'm going to do that probably Jay when you told us two weeks ago about your uh idea of opening the art store online you told a little story about talking to an accountant I believe who told you yes a tremendous percentage of entrepreneurs make the same mistake they make a lot of money in their business no it was the banker it was a banker and then they decide they just have to open a restaurant yeah no this isn't a restaurant this is this is back to my five things um maybe I'll put 30 Grand at order something this is not a $300,000 Venture and there's no leases and there's no it's it's not it's a small thing it's celebrating the end of covid that's that we want to celebrate for our customers and I believe it's going to be a big hit and it there's not a whole lot of downside I mean just there just isn't so how quickly are you thinking you can have this up it's it's not easy I'm I'm working on it we're trying to do it in five six weeks but I'm not sure I can pull it off I'm I got some Consultants R it's you got to get permits it's it's it's a little trickier than it appears as usual so I'm working on it so in two weeks you might tell us you've changed your mind oh I should absolutely have uh some better input in two weeks yeah my thanks to Jay go Stephanie Stucky and Dana White this was great guys as always thank you for sharing wait wait don't leave yet if you have a question or a comment that you'd like the 21 hats owners to address send it to me by replying to your Morning Report or by email at Lauren 21h hats.com that's L ren21 hats.com do it now before you forget and don't be afraid to tell Jay what you really think you can take it and if you got something out of this conversation help us reach more business owners tell a friend subscribe and review us wherever you get your podcasts follow us on Twitter subscribe to the morning report at 21h hats.com this episode was produced by Jess Theron founder of blank word Productions okay now you can leave thanks for listening everyone [Music]