RJ Friedlander

And focusing on improving where improvement needs to be made.

But yeah, we are tracking kind of every step along the conversion path from number of leads to leads to qualified leads, qualified demos, conversion rates.

So I would say that we have a fairly sophisticated system.

set of KPIs.

And we've got a great head of sales who's managing that and putting pressure and working to improve where need be.

Yeah.

Again, those, those are metrics that I know a lot of companies work that way, but we, we don't, it's not exactly how we do it.

Like, so what we do is we, each of those products I mentioned, or each of those modules has a, call it a rack rate or a list price.

Right.

And then we give discounts based on the number of hotels, the contract length, and we give a premium or a discount for prepayment.

So what happens is with such a large client base, what we do is our willingness to

Disc is really based on benchmarking of other clients that have similar size properties.

And so what we do is we try to stay within the, within the guidelines of other clients we have of similar characteristics.

We do, but those things I can't share the details of, the specific customer acquisition costs.

Because as I said before, what we do is our approach was very different than our comp set.

It's very much driven off content marketing and our ability to manage remote sales for medium and large brands.

Well, in the market that we're in today, it's not necessary for us to do that.

Our return is, is, is.

If I would be willing to spend five grand to get a customer, because our average customer, our contracts are between a minimum is one year.

We don't go month to month, right?