Create the Perfect Gym Bill Format for Purchasing with Ease

Gym bill format for Purchasing

welcome guys welcome welcome today we're gonna talk money so we're gonna talk everything money related within our business and we're really going to be focusing on sort of the biggest and most important pieces of that and that is going to be pricing payment structures billing Cycles all the stuff really related to how we're going to get you focused on bulking up your bank account okay so last last time what we talked about was limiting beliefs and there was one that we hit on specifically that is directly again related to money and that was all around charging more and a lot of people in the at least in the example that we we talked about last time was people are afraid to charge more they don't believe they can charge more they don't believe they're worth more whatever the wording is directly around how you phrase that to yourself and how you believe that to be it's really about taking yourself outside of of that line of thinking and realizing that of course you're worth more than that you know that but really just trying and breaking that belief and believing that you're worth more and therefore asking and and charging more and once you've done that you will then shift the way that you look back at the amount that you were charging before so the example that we talked about was if you're charging 30 an hour and we use personal training as that example you're charging 30 an hour if you want to get to a place where you're charging a hundred dollars an hour that's a big jump and you may not believe right off the bat that you can actually charge that but the reality is you absolutely can and we'll break down the reasons of why you can and the the pros and cons and mostly the pros of what happens when you do charge more but the limiting belief is because we haven't actually charged anybody a hundred dollars an hour nobody's going to pay that so once we actually do start charging people 100 an hour and they start paying it we then start to realize that oh maybe this actually can be a thing and then fast forward a few months you'll look back on what you were originally charging which in this particular case is that thirty dollars an hour and you won't even be able to believe that you were only charging that at one point so again the way that we shift these limiting beliefs you can check out the the last video that we did here to to speak specifically about that but once we dive in a little further to talk about pricing we're going to start to see like I said the benefits of why it's actually going to be more beneficial here for everybody involved when we shift our pricing models a little bit so now that we've broken that belief and we talked at length before about that I want us to focus a little bit more around the specifics of what you should and can charge so there's a couple main topics that are going to be important for us to dissect and and discuss in a little bit more detail and the first one is going to be how do most gym owners typically figure out their pricing what does that pricing look like what is the average across the industry and of course here what we're talking about is a micro gym small gyms Boutique gyms whatever you want to whatever you want to call that whatever phrase you want to use but where does that pricing come from how do we get to the numbers that we're at so we're going to take a look at what that industry average is and then we want to sort of dissect a little bit more about how most gym owners come to their pricing again what we'll do is we'll weigh that out about the reasons why that may not be the best decision for us financially then I want to take a little deeper dive in looking at the differences between what happens when you increase prices or if you decrease prices because there are there are different trains of thought here around what we might get if we do one of those so there's there's an expected outcome that we might get if we increase prices there's an expected outcome that we might get if we decrease prices and again this sort of Falls in line with what those limiting beliefs are that we have and I'm going to break that for you and I'm going to give you maybe just a different way a different perspective on on what is actually going to transpire when those numbers change and when you either increase or decrease prices what is actually going to happen last but not least what we're going to do is we're going to look into the actual pricing and the billing Cycles so what should you be charging and for what specifically and how often should you be billing your clients so those two are obviously going to be the biggest action items that you can take out of this so once we go through all that and we talk about specifically now what should you be charging and you may already be charging this and if you are that's great you're a huge step ahead of where honestly most of the industry is so that's great now the billing Cycles then follow up with we know what we're going to charge now let's look at how often we're going to be billing and charging our clients because again that's something that can drastically sway what that Revenue looks like on your books so you can actually change what that Revenue looks like based on how often you're charging your client so we'll dive into that a little bit more now let's rewind let's look at the first thing that I mentioned here and where does the pricing structure come from where do where do we as small gym owners usually get our numbers how do we come to this conclusion of what we think we should charge and what we think is the right number and really what obviously we think is a good number that makes sense for us but a good number that that makes some form of sense for the clients and realistically when we're starting we're trying to pick a number that we think is reasonable that somebody's actually going to be willing to pay so we are very much at the beginning afraid of charging too much because the last thing we want to do is open up a gym after we've spent x amount of money to open it and have nobody come and nobody sign up and nobody willing to pay now there are other elements of that and of course once we start charging more it's more important for us to have a really solid sales process in place because then we can actually start to strategically justify and sell properly and use our tactical skills to actually get more money out of people now of course on the back end of that is we have to deliver we can't just take higher higher lump sums of money and not deliver a solid product but again we can't just expect to charge 10 times the price and not be able to deliver on the back end so it's very important for us of course to do that and we'll cover that in a later video we're not going to touch on that today specifically today we just want to look at where does this number come from I like to call this rubber necking I think we've all experienced traveling down the highway and all of a sudden you hit traffic dead stop whether it's you're now going five miles an hour five kilometers an hour you're going extremely slowly you're on a highway you should be traveling at pretty high speeds but all of a sudden you've hit gridlock traffic bumper to bumper you're not going anywhere and you're sitting in this for 10 15 20 minutes really frustrating obviously but trying to figure out why is this happening why are we having this Slowdown as we approach we start to realize that we are slowed down because of an accident that's happened on the other side of the highway the reason we are slowed down is because we are rubbernecking we're looking to our left and we're trying to see what's happened over there which has completely taken us off of our current path or at least in this case it slowed us down so it's altered our current path so the reason I call this rubbernecking is because the reason that most gym owners are rubbernecking and what I mean by rubber necking at least in this context is the way that most gym owners are getting their pricing is by looking around at everybody else and seeing what everybody else is charging and making their decisions based on that so they're making their decisions now based on everybody else and what everybody else is doing now there's a few problems with this the first one to to help shed some light on this is when we look at everybody else first of all all we get to see is that outside looking in so we are not inside of their business and we don't know the inner workings of their business we don't know the back end of their business and what that actual profit if any looks like so for context here the average the cost of of an average small boutique gym is 120 a month so what's going to happen quite often is gym owners new gym owners in particular are going to look around and they're going to see let's say 5 6 10 15 gyms whatever the number may be and they'll see what everybody's charging okay 150 120 180 oh this person's charging 220 100 they're gonna they're gonna get that information they're going to tally up those totals and they're going to figure out where in that Bunch that they want to fall commonly when we're making this decision an uneducated decision about where our pricing should land we are going to shoot low and aim towards the bottom if not the very bottom and that is the first huge mistake that most gym owners make so we are now taking data points from a different from from a grouping of other companies where we have no idea what their actual profit is so if we are looking externally at everything that they are doing as a business and we don't know if that's even making them money or they're even profitable why are we making our decisions based on what they're doing because the outcome that they have is not the outcome that we want if we look at 10 gyms and their pricing and all 10 of those gyms or even 80 percent of those gyms are in financial trouble I don't think you want to be in financial trouble do you of course not so why make our decisions based on them makes sense right so that is a huge place where from the beginning were thrown off course we're following suit to what everybody else is doing making our decisions based off of them and it's it's kicking us off in the wrong in the wrong direction here so we're trying to be competitive but what we're actually doing is we're selling ourselves out of business okay so 120 a month is that average of where everybody is falling which is substantially lower than where we all want to be so if we continue to look at what everybody else is doing we're going to continue to make these decisions incorrectly so the first thing that we need to do is we need to stop looking around also not to mention there is so much competition in our space already if we commoditize ourselves even more by making ourselves just like everybody else it's just another reason why we're not going to make the progress that we want to make we're not going to become financially lucrative or even viable long term so we don't want to commoditize ourselves we need to really separate ourselves from the pack and the first thing that we're going to do is we're going to talk pricing specifically about how you should charge and where you should price yourself and the breakdown that is going to really leave you with the best results for yourself as a business and your clients so what I want to touch on before we dive too much into into the specifics of what to charge and and how to Bill Let's look at the differences between increasing your prices versus decreasing your prices so let's start with decreasing so the thought process behind decreasing your prices is that if we sell our memberships for Less we can get a higher volume of people and a higher volume will allow us to sell more it'll be easier to sell and therefore we'll be able to make more money and in theory that sounds great but the reality is it just doesn't work that way especially because we will never be able to compete with the planet fitnesses of the world and the the golds gyms and those big box fitness centers that have their business model entirely circled around volume we just can't keep we can't compete with them they're on a different scale they have an entirely different business model they have an entirely different facility structure they have an entirely different Financial backing and that's just not the field that we are playing on so we need to separate from that the other really really important thing to remember here is those facilities because they are lower ticket they sell volume because the majority of their members an overwhelming majority of their members over 90 of their members don't actually show up they show up once or less per month and that's not the business we're in either like I said our business model is completely different we Thrive off of people actually showing up and getting results those other businesses the planet fitnesses the Gold's Gyms the LA fitnesses they make money off of people not showing up so again we can't look to play their game because we will lose every time so again let's put the volume game aside because that's not the game we want to play so what happens when we start to charge less and we can see this in what I just said if they are having their members they're charging less they have their members attending once or excuse me once or less per month would it be safe to say that their members are valuing what they offer or in this case what the member themselves is purchasing less I think that's a fair assumption to make so people are valuing it less because they're paying less so it means it's less important to them okay so we're not playing the volume game so let's get that out of our heads when people pay less they value the service less because they just they're not invested now the last thing that's important to to really think about is that's what we just talked about is the the customer side of things okay so that's how the customer is going to look at this but for us if we're charging less money we're not able to over deliver or provide an amazing product or service to the client themselves so now we're caught in this trap we're trying to get higher volume but we can't because we can't compete at the level of the big box gyms so instead what we're doing is were now stuck not being able to provide the proper service the proper level of service because we're not actually making enough money off of each individual so everybody in this case of charging less money actually loses they don't care as much we can't get the volume to justify it because we don't have the facility to back it up at least to compare at that level and realistically speaking because of the capital behind those businesses versus what we have we just actually can't offer the same things that they can so if we're making less per money excuse me if we are making less money per client again we're not able to deliver that experience that they actually need so let's look at the flip side of this now okay so let's look at what happens when we actually decide to increase our prices so when we increase our prices essentially the opposite of everything that I just said happens we don't need to focus on volume which means we don't need to focus on filling our gym with as many bodies as possible we need to focus on filling our gym with the right people who are focused on getting the results and who are actually invested so when we charge more people value it more because they are paying more so if people are paying more and they're actually invested guess what's going to happen they're going to train more and they're going to get better results and then what happens when you get better results you start to tell everybody or the other thing that happens when people start getting amazing results is that everybody starts to notice And when everybody starts to notice they start to talk about it and then who do you think they're going to come to because they see the amazing results that Jane got after just six weeks or 12 weeks or three months whatever it is they're going to want to be exactly where Jane is they're going to want that same transformation and they're going to come to you so it creates this amazing organic referral play because of the results that people are getting if nobody again if we are decreasing our prices and nobody's coming to the gym that also means nobody's talking about you and that's not good for business either so again when we looked at the sort of inverse of everything that happens from decreasing to increasing the last one that I didn't touch on which is again a given based on what we said when prices decrease is now when prices increase you are able to actually provide an amazing service because now you're making money and let's remember we all got into this industry and we all decided to open our gyms because of course we love to help people and we want to see people make changes in their life long lasting sustainable change that makes a difference in their life and the lives of everybody around them but we also need to make money this is a business and the reality is you need to be selfish here because if you're not selfish and you don't make money you're not going to be able to help anybody because you won't be able to pay your rent you won't be able to keep the lights on you won't be able to pay your staff you won't be able to pay yourself and your gym will close and that's the harsh reality the reality that nobody wants to face is that the money will run out your gym will close and you won't be able to help people which is exactly what you set out to do in the beginning so even if you're you're primary focus and I imagine for 99 of people who open up smaller Boutique gyms it is their focus they want to help people and that's amazing that's gonna that's gonna pay dividends in the way you are able to grow your business and sell to your prospects and that is going to fuel you and continue to motivate you until the end of time but if you don't make money if you don't prioritize the business side of it the health of the business and making money and putting money in your bank account you will not be able to reinvest in the business you will not be able to live the life you want to live you won't be able to actually provide a good enough service to get people those results that you say you want to get them because you just won't be able to afford it so it's really really important that we put our business hats on and focus on making money because when we make money we're able to do all of the other amazing things that we want to actually do in our business so yes getting more personal with your customer is how you turn a process into an experience very very well said so again I want you to think about it this way let's reframe the way that we're looking at this let's say that we have two clients okay client number one Jane Doe both clients Jane Doe and John Doe are paying for a month of service with you they're paying for a month-long membership Jane Doe pays five dollars John Doe pays 500 dollars they're getting the exact same thing let's say that we are delivering them exactly the same service who do you think is going to get better results obviously John Doe in this case who's paying 500 like we said he is so much more invested he is so much more invested both financially and emotionally because five hundred dollars is a lot of money and for the sake of this example we're going to say that the value of that money is exactly the same for both people so again like I said if your intention is to help people your grander goal is to help more people as much as you possibly can charging more money is going to do exactly that right we invest in the things that we care about people who pay pay attention right all these cliches are cliches for a reason because they're true so it's really important for us to focus on increasing our prices because everybody will win you'll win and your clients will win big okay so let's now we've gone through we've gone through two of the biggest topics for the day right two two of the three okay so how we got to our pricing which was looking around at everybody else seeing what they were doing and typically pricing ourselves a little bit lower and we know now why that's broken that's a broken model that we can't follow because the majority of the businesses that we are now basing our pricing decision off of probably aren't doing well financially so we don't want to be like them so we have to stop thinking like them and we can't make our decisions based on them okay number two is what happens when we increase our prices versus decreasing our prices right the common thought process here with decreasing our prices is oh it'll be easier to sell it's just gonna get us more volume like that'll be no problem if there's one big takeaway I can give you here it is not more difficult to sell somebody something more expensive in a lot of cases it's actually harder to make a lower ticket sale to to go for a sale that is less money is actually more difficult than going for a sale that has a higher total okay let that sink in if you're charging somebody two hundred dollars it might actually be easier to sell something that's eight hundred dollars okay trust me I've tried both I can guarantee you that the larger ticket sale is going to be easier one thing's for certain it's definitely not going to be harder and at the end of the day if you are spending your hard and earned time you might as well ask for more money at the end of that sale right we want to focus on getting you more money and again like we talked about the clients are going to be more invested when they're paying that money okay last step let's go through I'm going to share my screen here so I'm going to give you guys some visuals we're going to talk about pricing and billing structures okay so these are going to be two really key things for us to focus on these are going to be the action items for you coming out of this and if you're just listening to this instead of watching it you'll be able to follow along otherwise this video is available in our Facebook group and it's going to be helpful to have these visuals they'll help out okay so let me share my screen with you guys real quick you can take a look and I'll walk you through exactly what this is going to look like okay so a little bit of this is going to be reviewed from some of the things that I just touched on a few minutes ago but let's look at the inflow and outflow here of some billing cycles and then also our payroll and how we actually pay our clients so the frequency there right so there's two sets of frequencies happening there's how often we're paying people and how often we're getting paid right so how often do your clients pay you so like I said about 10 minutes ago the average gym the average Boutique gym is charging their clients about 120 bucks a month okay and that's one fixed payment per month so 120 over the course of a month every month now let's look at how often we pay our staff most gyms most businesses in general but that also applies to gyms here pay their staff every 14 days okay now if you are if you're doing that then you're actually going let's say you're let's say you follow or you meet both of these criterias you are getting paid by your clients once a month and you pay your staff once every 14 days you're going to be out of pocket an entire month's worth of pay to your staff at the end of the year I'll explain that but let that sink in again what that means is you're paying your staff an entire extra billing cycle an entire month in this case it would actually be two billing Cycles because they're every 14 days okay so let's let's take a look at this so here's what's happening okay every 14 days sorry you've got the one extra billing cycle not the two so you've got your clients being billed once every month so we've got the numbers right across the top one to twelve they're paying you once a month for 12 months that's 12 payments now you may look at that and be like there aren't 13 months in the year so this doesn't make any sense but that's wrong it does make sense and I'll explain exactly why so the common misconception here is that there are four weeks in every month but we know that's not true some months have 30 days some months have 31 sometimes we notice that weird months have five weeks and others have four and a half what does that all mean right aren't months all the same no they're not the reality here is that there are 4.3 months excuse me 4.3 weeks in every month so when we average out the amount of days over the course of the year and the weeks there are actually 4.3 weeks in every single month so that creates a discrepancy here right between the amount we are paying versus the amount that we're collected when we compare our client billing Cycles to our payroll so what happens is we collect 12 Cycles we collect 12 payments and we pay out 13 months worth of payments right so leaving one month where we're fully out of pocket okay so there's a way out of this if you are stuck in this trap if you are stuck in this position that's okay there's a way out and I'm going to show you what that way is so again the easiest example of thinking about this is think about a month that has 31 days and then look at February February has 28 days February is bang on four weeks but if we look at let's say a month like January January is 31. so if somebody's paying monthly well they're getting extra days but they're saying paying the same price well that doesn't make any sense you're right it doesn't make any sense and when we look at that when we look at that we zoom in and we look at that it doesn't feel like much right it's only a couple days that's not a big deal but when you look at what is on the screen here there's an entire month's worth that it adds up over the course of the year so that's a lot of money being left on the table okay let's take a jump here into pricing so we've talked about billing cycles and the differential there and we'll dive back into that but I want to touch first on the pricing specifically so there's essentially three different types of pricing that we're going to look at here okay so we've got large group we've got small group and then we've got a hybrid program here which which combines large group training and your online training okay so when we look at Large Group Training we're talking about the big classes we've got our boot camp classes we've got yoga classes we've got team training classes whatever whatever wrapper that you have around that that's our large group and typically large group is 16 people or more small group is going to be four people to one coach very small very tight-knit it's that hybrid program between personal training and your large group Now personal training is left off of this chart entirely because we're just focusing on Group Training what we have listed here as the hybrid model also known as accountability programs or things things of that nature again whatever you decide that you want to package that as that's fine but the key here is that you are combining in-group training excuse me in-person Group Training and a form of accountability coaching with with one of your coaches and again we'll dive into more specifically about what that looks like but that is the bread and butter program where you're going to be able to make the most amount of money and scale okay so let's look at large group for example just for the sake of this conversation because it's the most common thing that people have pricing what we want to look at is somewhere between that 39.69 a week range now you may be saying Justin this is crazy we were just looking at 120 a month and now you want us to go up as high as seventy dollars a week yes that's correct anywhere between your 39 and 69 or 40 and 70 a week correct okay let's move on so what we're going to do here is I wanna just for the Simplicity of this math I want to I want to show you the difference again and we're going to look at the industry averages and we're going to work with that 120 a month number so the 120 a month figure was the average right so again when we speak to clients and we speak to to people in general they typically are just going to say yeah there's four weeks in every month that's the way that people think that's the psychology behind the way that people associate their payments and the structure in which they they pay for things on a monthly basis okay so let's use that math so let's say we change nothing except for the frequency in which we build so let's say we go from 120 a month which 120 times 12 is 1440 dollars Okay so we've got fourteen hundred and forty dollars is that value of that entire year term let's say we operate with the fact that there are four weeks in every month which is that you know blanket statement that most people believe and let's take 120 and divide that by four so that now becomes thirty dollars a week so now the only thing we're changing here is instead of our 12 billing Cycles we're going to charge thirty dollars every single week okay now look at the difference so we've changed nothing in our actual price technically speaking but we've just changed the billing cycle so 30 times 52 is now 1560. so by changing nothing except for our billing cycle we have changed the amount of Revenue that we're bringing in and if you do the math that is an extra month of money so just by changing our billing cycle there and not even touching our price we have collected an extra month's worth of billing cycles and or excuse me an extra months worth of Revenue and that's the 13th month okay so now let's look at and we're going to look at the the math and how this breaks down with the numbers on the low end of the spectrum so when I say low it was based off of it was based off of what we looked at previously which was the thirty dollars or excuse me the 40 on the low end side of things here okay for your large group so let's say we're charging 40 a week for our large group now there's options so the monthly which is grayed out in the bottom here that's what we don't want to do we're pushing that aside okay so for comparison's sake that's still listed there let's say we were charging now instead of 120 a month we're charging 160 a month so 12 billing Cycles at 160 a month gives us 19 20. so at least our year term value has gone up but not as much as it not as much as it possibly could so there's three other ways in which we can build on a frequency scale so we can either build every seven days we can build every 14 days or we can bill every 28 days now the end result of what we're going to collect over the course of the year is exactly the same we're now going to instead of 1920 we're going to collect two thousand eighty dollars the difference here is how many cycles we're actually going to have if we bill every seven days we're gonna be billing forty dollars every seven days and we're going to have 52 billing cycles and we'll talk about the differences here specifically and which one I recommend you do and the pros and cons and you can we'll get there we'll get there just just wait now if we bill every 14 days of course that's gone up from 40 to 80. so now every every two weeks every 14 days we're building 80 and we've cut the Cycles in half so now we only have 26 billing Cycles but again the total is exactly the same and now if we decide that we want to bill every 28 days we've gone up to a hundred and sixty dollars per 28 days and there's going to be 13 total billing Cycles regardless of whatever you pick pick one of these three options above the monthly because there is a month's worth of Revenue just sitting on the table and it's money you are not collecting if you don't do this all right now which of the two which which one or two would I recommend most out of these three and personally in my gyms we bill every seven days what I would recommend is you either do every seven days or you do every 28 days now a big thing for you to keep in mind here is regardless if you do seven days 14 days or 28 days one thing I will say to you is you're gonna sell it exactly the same way you're gonna sell it as it's only forty dollars a week we just bill every 28 days or it's forty dollars a week and we bill you every two weeks that's it you're not gonna say and it's only 160 every 28 days we're not going to package it that way we're going to package the price as a weekly price that we just happened to Bill on X date or every X days or in the case that you do select seven days you're gonna say it's just 40 bucks a week end of statement okay now a couple reasons let's look at why I've selected as my recommendations to either go every seven days and every 28 days and I'll give you like I said the reason that I do seven days and the big factor here of which I would either guide you down the seven day path or the 28-day pass so let's look at let's look at the every seven days the pros and cons of every seven days Pro it's an easy number to digest it's only 40 bucks a week number two it's easy to sell okay the downside here is that it's potentially more admin work so depending on how your admin system is what platform you're using if you're using mind body or glow fox or or you know any of the others this could potentially be more difficult for you because if you have to do any manual transactions and things of that nature it could add up and stack up very quickly as opposed to it being a little easier to identify perhaps credit card problems or less issues arising less frequently right so they'll the issues will arise more frequently on seven days which could also be looked at as a pro if somebody's credit card declines you'll know within a week and you can adjust that and fix it really quickly Okay so that's one of the potential downsides the next one that's probably the largest downside on this one is that people will start potentially relating their attendance to their payments and you might start having a few conversations of the well I missed last week so like can I just like skip that payment that's another conversation we can help you navigate but that could be a potential downside of you every seven days candidly we haven't experienced that too much in my gym it happens but not that often not enough to skew us towards 28 days and so let's look at 28 days so why every 28 days again it's easy to sell you're going to package it exactly the same way yeah it's just 40 bucks a week and we charge every 28 days we bill every 28 days it's less admin work because you've got one payment happening every 28 days as opposed to frequent more common payments and again depending on your payment processor again these are these are the little minute details that based on your payment processor your backend system everything that you're operating within your gym you'll have to make a decision of which which of these Lanes to to steer towards okay you're not going to have really any relationship between the uh the attendance and the payments so that's always that's nice that's a positive and then the last sort of thumbs down or potential con is that you will now be experiencing slightly higher actual payment so the dollar figure that everybody's going to get hit with on a monthly basis is just going to be a little bit higher so now on the other side on the average seven days it's lower but every single week you're going to have a member getting charged with their credit card which again is not so bad because it's a smaller more digestible amount okay just for some context here we can look at what these numbers look like on the high end of things exactly the math is exactly the same if you're charging a hundred dollars a week in the breakdown of course then over 52 weeks you're gonna have fifty two hundred dollars every 14 days you're going to have 200 per 14 days 26 Cycles fifty two hundred dollars and last but not least 28 days it's a 400 per four weeks 13 billing Cycles at fifty two hundred dollars okay so that's going to be a pretty good synopsis of all of your pricing and the best ways for you to actually structure that pricing going forward so my biggest recommendations for you right now are figure out let's let's stop looking at what's happening at what's happening around us let's stop rubbernecking that got really dark in here let's stop rubbernecking and looking around at all of the things that are happening around us let's focus on our own business and let's prioritize that and let's look at where do we want to fall we want to typically fall higher in that range between 49 excuse me 39 to 69. if you're not sure where to fall go higher push yourself a little higher you don't have to go right to 69 maybe go 49. start there and then if you start closing people at seventy percent or higher consistently it's time to move those prices up because you can do it and I promise you once you do you are not going to close fewer people and the sales are not going to be harder trust me I've done this myself numbers numerous numerous times so charge more be confident in your pricing okay stick with that number be confident in it you're worth it okay and then decide are you going to bill every seven days every 14 days or every 28 days pick one of those because monthly is gone and are people going to say oh you don't charge monthly you just exactly we do either we do every seven days or 14 or 20 whatever you choose and that's okay it's okay that people are going to ask you those questions so stop looking around because we don't want to follow what broke people are doing pick your new pricing and last but not least pick your billing cycle all right thank you guys for hopping onto this call hopping onto this stream this podcast however you are consuming this content all of the best visuals and everything are inside of the group so you're gonna get the most in-depth we can we can speak live you can ask your questions fire away we will be back again next week thank you for sticking around thank you for tuning in and have an amazing rest of your night and rest your week see you guys next week foreign