How to Boost Your Bottom Line: Get Creative with Your Taproom Sales
With firsthand stories from leaders in craft brewing, the Get Creative with Taproom Sales webinar puts you in your guests’ shoes.
Learn from the Arryved National Sales Manager, Rachel Kesley, on how other breweries increased their bottom line by focusing on guest experience, and walk away with a few new tricks of your own.
Watch the webinar here:
Andrew: Hey everybody, thanks for tuning in. We’re going to give everybody a couple minutes, so fill your water cup up, grab a non-alcoholic beer, or crack something if you’re thirsty! We’re excited to have you today we’re going to get started shortly.
And we really do appreciate all of you coming to hang out with us on a Wednesday afternoon. It’s going to be a good time so thanks for tuning in.
We see a few more people popping in, so we’re gonna give everybody else just a second but appreciate everybody being here. We’re gonna get this party started very, very shortly.
Hello, everybody! Welcome to the first of 4-part series on How to Boost Your Bottom Line presented by Arryved POS, Craft Beer Professionals, Craftpeak, and Perkins and Co. We’re excited to have you join for Getting Creative with Your Taproom Sales. And just a few reminders before we get started: If you have any questions, please drop them in the Q&A section. Heads up, there may be too many questions for our team to answer during the session, but we’ll make sure someone reaches out to answer post-webinar. We are recording this webinar—it will be sent to your email this week, so be on the lookout.
Rachel Kesley has done it all. She’s done food, beer, and now merging that experience into tech. You could definitely say she’s a hospitality enthusiast that has just tried to soak up everything she can over the past 20 years. Idealistically, she went to culinary school after college and became a natural foods chef focusing on vegan and vegetarian cooking. She was fortunate to live and cook all over the country and experience what each region had to offer. In one of her last restaurant positions in Denver in the early 2010’s, the craft beer surge was just beginning and she latched on. Rachel quickly took over the bar program and met and talked to all these amazing breweries that were popping up. It was a true craft beer boom that was incredible to be a part of. She did vegan beer dinners every chance she could, dedicated to making vegan anything exciting to the mainstream at that time, and beer dinners as sought after as wine dinners of the era. Rachel eventually started her own catering business, doing pop-ups at tasting rooms in the Denver area until one day realizing she just wanted to be in the craft beer world.
From there, she was lucky enough to do so with the fine folks at Renegade Brewing until she made the leap into tech, and now she gets to talk to brewers, business owners, and managers about her passion for beer and service. I’m excited to have you present today, Rachel!
Rachel: Thanks, Andrew! I’m excited to be here too, and to chat with everybody here. Gearing into CBC—I can’t believe we’re already coming up on it! It is quickly approaching.
So today, we are going to talk about how to get creative with those taproom sales. What are we gonna talk about today? Some tap oom components. We’re gonna talk about brand consistency and your mission, and how important that is. We’re going to talk about service models. You can start with one, you can lean into another, and that can evolve within a day, even within a couple of hours, depending on how busy you are for that shift. We’re gonna talk a little bit about tech. So how can you use technology these days, especially 15 months into a pandemic that’s wreaking havoc on how we service our customer base and how they interact with us? So we’re going to dive into that a little bit as well. And then we’re going to talk about programming. How do we drive folks back into that taproom experience and create those contagious loyalists and have some fun doing it? We all love good programming in the taproom.
So first we’re going to talk here about brand consistency. This is huge—you don’t want to have an identity crisis of sorts, right? This is probably part of your business plan. You can grow and evolve, but you really want to have that beacon of light that is who you are, and expand and ebb and flow with your products, what you serve, how you service, and what merch you choose to sell as well. Here we’ve got “What is the core mission of your brand?” So this is again, who are you at your core for your business? When I was running Renegade, we used to have a huge poster essentially up on the wall in our offices that reminded us of our mission. So we all knew why we were there, it gave us some frameworks, but also the ability to be creative within our focus at the brewery. We wanted to create great beer without fitting into a certain mold—that was kind of our shtick. Your main goals within this brand consistency is you want that bottom line, right? You want your business to be successful. How are we going to drive those sales up, engage your customer base, and have them be familiar with you, get to know you, feel like you’re friends at that point. You’re creating community within your taproom space. You want to make killer beer, you want to turn and burn that, you want “fresh” to be the key for all of your tap lines, and how do you target your customer base? Is it a community space that you’re going for? Do you want to expand your distribution? What’s selling best in your taproom? What to package first? Are you going to distribute further in your city, your state, even out of state, nationwide? And how are you going to translate that into an experience outside of the taproom? That experience really starts in the taproom space.
Good example here of great branding and brand consistency across a lot of formats is WISEACRE. They’re out in Memphis, they have a few spots out there. They make great beer, and you can see with each package they have a corresponding color scheme, and they’ve got tap handles to go with it. Even if you’re not in WISEACRE, they’re in Memphis rocking out to some blues, and you can pick that out in the lineup wherever you are. They just started distributing out here in Colorado and you can see that tiny bomb package pop off the shelf, and it really creates a feeling, right? I’m not in Memphis, I’m here in Denver, but I can feel that taproom experience. Ultimately next time I’m in Memphis I’m gonna go there and visit and drive into that taproom even though I’m not in that same space.
Another example here that we’ve got is Hattie B’s. I don’t know if anybody here in the South is familiar with Hattie B’s. They started as one little small chicken spot. I’m a native Nashvillian and love myself some Nashville hot chicken and Hattie B’s really took it as a local favorite and turned it into a national conversation. So anytime you see this symbol and that red chicken—their colors are very bold and bright. They’ve created some brand awareness around fire. So that red hot is very iconic for them. They’ve created their own heat levels as well. So anywhere that they are, there’s going to be some nice, very mild, seasoned chicken, all the way up to Shut the Cluck Up—that’s the iconic face melter of hot chicken, if you will. So that really kind of spreads through. I think they’re in four or five spots in the southeast in Vegas now as well! You can kind of see that from a mile away—it’s that brand that really speaks to you as you’re walking through the town or wherever you might be.
Another good example for really thought out branding and how you can really drive up sales as well in your taproom and have some walk around marketing for you is merchandise. Merch is awesome especially if you can get your employees behind your merch and they wear your swag, they have that buy-in and they can sell it. They sell that beer, they sell that look, they sell that experience. When we would release a beer, we’d think of the 360 vision. We got to make a killer beer first, right? What’s that can going to look like, what’s that color scheme going to look like, and how can we pull in the merchandise to really tell that story from glass to experience? Naming a beer can also be really fun and hard and a really interesting practice ,but it can also really bleed into how you sell that merchandise. Your margins on merch aren’t as great as that pint and that beer in a glass, but you get an infinite amount of pull through from that walkaround marketing, from your employees as well as your customers. Keep that merch fresh, keep it rotating through almost as much as your beer. People really want to buy into the look, the feel of what that taproom experience is, and that identity that you have as a brand.
The other thing here that we’re going to talk about today is service models—creating an experience for your guests to drive them to have a good experience that first time they’re in, and also drive them back. What creates a loyalist? What creates your most loyal customers who are ultimately going to be your biggest advocates for the community? They’re going to bring their friends, folks from out of town, how do you bring them in? A lot of that has to do with service models. Unlike a lot of things, you can’t set and forget a service model. Your opening Day 1 service model might be different than your 3 month-in versus your 3 year-in. Your taproom is going to grow into itself or it already is, and maybe you can open up with one or two bartenders, but around two o’clock you’re gonna start getting slammed and you need to bring in some other hands. How do your employees interact with each other to create that experience for your guests? They need to be flexible.
There are some main ones out there. First one being counter service. There are pros and cons to each, but we’ll hit on counter service first. Counter service is going to be that traditional beer-only taproom model. Depending on how big your taproom is, maybe you have one, sometimes two, bartenders on. I’m gonna walk in the door, I’m going to start a tab at the bar, it’s easy to staff, it’s pretty intuitive, and it’s pretty inexpensive. The flip side of that is if I come in and I start a tab at the bar, then I go sit down and I want another one. Maybe you all have really gotten busy and there’s now a line at the bar. We call that a bottleneck. That can deter folks from wanting to order more beers. They want to hang but they’re “Oh, should I close out? I guess I have to get another beer.” Making it easy for your guests to buy more of your goods is key here and counter service can really help with that, but it also can hinder. Sometimes when you’re at your busiest, is that really the way that you want your guests to interact with your space?
Another one here is going to be full service: the more traditional model of service restaurants and brewpubs. I come from that restaurant world where we ran sections. The pros there is that whoever’s running that section really owns their section, they know their tables, they are getting to know them, they can upsell things, they can make suggestions, it’s more about that personalized experience. Not that counter service isn’t personalized, but really this is going to be focused more on “I have a section of four or five tables, that’s my world for my shift,” and make sure that those guests are having the best experience they can with that upsell, as well to help your bottom line. The downsides here is that for every upsell you have, you still have more servers on per shift, so your margins aren’t quite as good as that counter service. So you can really start getting pretty expensive on your labor there, where you’ve got to sell more to pay for the extra servers on hand. Right now especially, I know a lot of you all are experiencing difficulty staffing. So labor right now is a hot topic. Running full sections, maybe that’s not realistic for you anymore, maybe that helps you for the first four or five years, maybe that’s not currently the case anymore. So where do we go from there? What can a hybrid model look like?
That’s what we are calling floating service. Floating service is going to take the pros of both, and blend them together. What we’re seeing a little bit more is industry standard across our sites—probably most of our sites in our partnerships that we have nationwide—I would say probably over 85% of them are doing floating counter table service. I as the guest would come in, and you all aren’t quite busy yet, so I go up and get a beer, start a tab at the bar. That’s counter service, right? I go sit down with my friends and my buddies, and as we drink that first round, maybe you all are filling up. There’s another server that comes on shift and they’re gonna start floating around maybe with a handheld or just interacting more tableside, getting extra orders, doing that upsell without being beholden to a certain section or stuck behind the bar. It creates that experience from an employee perspective of “We’re working together, we’re in it together. I’m going to take some orders, my co-worker is going to be behind that bar pouring more beers, getting snacks, getting merchandise down for everybody, even making food.” Then somebody’s going to run that out, and I as the guest have a seamless experience and it’s like “Oh yeah, of course I will have another beer. You mean I don’t have to get up from the table to get another IPA? Sold!” So really inherently driving up that average tab size can really help your bottom line. You can be reactive and even proactive, depending on what technologies you’re using and how you’re tracking business within that taproom. Maybe you know when you’re starting peak busy times, you bring in an extra bartender, an extra set of hands 15-20 minutes before you tend to start getting busy, therefore you’re ready for it. You know what to do, you’ve got the ammo, you could really attack any situation without getting too deep into the weeds.
So when we’re talking about creating that experience, we’re also talking about creating contagious loyalists. The more engaged that your servers can be with their guests, the more those guests feel like they have a “Cheers”. We’re all wanting to have that neighborhood bar experience where you go in, you high five the bartender, maybe you know a couple other locals, and that’s really going to be created within that service model that you choose and how you engage with your customer base. The more contagious and the more loyal they are, the more people they bring in, the longer they stay, ultimately the more money they spend in your space. And that really can come from that blended experience.
Now Arryved: We are a tech company here. How can we bring in technology to the conversation? I think the last year and a half has really set up the stage for us to be able to talk about this in a little bit more broad strokes and also more specificity than we had previously. Technology has really become something for business owners— especially in food and beverage and we’ve seen it especially in taprooms with laws changing and things like that—that utilizing technology to get your beers, your goods into the hands of your customer base, you’ve got to lean hard on that tech. One was online ordering, and I think our next session is going to be on online ordering so I’m not going to do a deep dive on that, we’re going to stick to service. But when you look at how you can utilize your point of service or your point of sale in your taproom to create a customer experience versus deter from it, then you are going to see those average tab sizes go up. Your bottom line is also going to go up, those tips are even going to start going up. So we’re going to talk about how you can use technology to help you even in your busiest of times, as well as your slowest of times. So if you have a lot of servers on or not a lot, how can they still utilize that technology to create those great guest experiences so that the guest has a consistent experience no matter when they go in?
Guests love the consistency. As much as we like to think that we are unique and spontaneous, we love knowing what we’re going to walk into. Sometimes going into a space that’s new and now we see QR codes everywhere—that can be intimidating to a lot of folks. QR codes have a lot of value though, so you can have customizable links to those QR codes. So then you don’t have to print out menus—that’s a savings right there. Menus and paper get expensive and as much as you all are probably changing your product, that’s a lot of printing, that’s a lot of ink on paper, that’s going out to the taproom there. So now we can have a QR code for payments and things like that, that can actually speed up the guest experience.
We’ve seen a lot of folks utilize these, depending on their clientele. Maybe you are a family-friendly place—you bring in the kiddos, inevitably something happens, kiddos may be having a meltdown, and you gotta go. You need to pay directly. Help them do that efficiently, effectively from their phone, versus creating more stress. One parent’s gotta take the kid out to the car, the other one’s gotta wait in the line to pay out. It’s just a lot of moving parts, so with QR code ordering and payments, we’ve really seen that streamline and being able to give the guest experience a little bit of something extra.
We also can see—depending on your clientele—maybe you’ve got a lot of folks that still use flip phones and have cash. QR codes may not be for them. But it might be for the other folks that come in after work on their way home from their office job, or if their office isn’t open yet, maybe they’re working from your taproom on their computer, and they really love that tech experience. Utilize a QR code when you’re slow to be that second pair of hands for that server or bartender behind the bar. I can sit down, I can start my tab, I can order my beer, see the descriptions right there, take my time to decide, and then that order is going to go to the bartender and they can run it out to me. Then have that experience and guest interaction. So we’re certainly not taking away that guest interaction with your bartenders in your space, but we’re trying to help you all drive that business, even in a harder time, a slow time, or an understaffed time.
The next thing here is that you want to make sure that these orders connect to your technology that you have in-house. There’s a lot of moving pieces already, but you want to track those sales in a centralized location. So making sure no matter how many options you give your guests, you can still track all of that data to make proactive decisions about what you’re brewing, what you’re making, how you’re selling it, and when you’re selling it, even down to how you’re staffing. Making sure that you have a comprehensive technology solution can be invaluable when introducing new things as folks are now reopened and figuring out those new service models.
Here we’ve got a use case of utilizing technology to increase those tab sizes. So we just chatted a little bit about re-engaging your customer base in a few different ways. What does that mean for you as a business owner, or the taproom manager? What does that mean for your servers? We’re seeing across the board increases in tab sizes—a 25% increase in tab sizes, which is leading to 35% tip increases. Giving that guest a little bit more control over how and when they’re ordering is actually hitting your bottom line and creating a great customer experience. It’s also helping you be the best you can be, the most successful you can be, and also keeping your staff happy in this time that we’re having a hard time staffing. All of our shifts, we really want to make sure and take care of your bartenders because they’re your frontline workers. They’re out there making sure the guests are happy, and we want to make sure that they’re happy as well. Creating that personal connection helps with the upsell, but the power to order on your own is creating the follow-through in a lot of these cases.
Programming. What is programming? Programming can mean a lot of different things. Programming can be: They came for the goat yoga and they stayed for the beer. It can be an anniversary party, it can be an Oktoberfest, it can be a concert, it can be a beer release, collaborations, a non-profit Monday, or whatever that is for you. Giving back to the community—that’s all in programming. That’s engaging your most loyal customers, but it’s also speaking to new ones. And you’re bringing in those new folks in ways. Maybe they love yoga and they love a vinyl night, but maybe they haven’t been to your spot yet. Or they’re new to town and it comes up on their radar, and so they’re driving some new folks in with that programming. But also they get to experience the greatness of your taproom and your community space and creating experiences for those folks is invaluable as well.
We have a couple more use cases here. So we’ve got our folks doing a lot of anniversary parties obviously, I’m sure most of you do as well. We’ve also seen folks using these four specialty events, and our friends Cabarrus are doing that with their Oktoberfest, and so they actually have seen an increase in beer sales utilizing floating service as well as QR code ordering. They’re utilizing flexibility and the ability to flex their different service models, while also introducing technology into how their guests are interacting with their space, ordering more beverages, and creating a significant increase over past years.
Other things here, too. Our friends at Ska Street Brewstillery utilize a lot of different data points, so they lean heavily on reporting to drive how they’re engaging and what they decide to do as programming. So homework is key, right? What are the reasons your guests are coming back? How do you train your guests to come back? You can go old school: comment cards, collect emails, start loyalty programs, use those emails for marketing newsletters, send out offers. “Pints on us! Welcome to August, come get a good Mexican Lager on us to cool down!” So you don’t always have to reinvent the wheel, but you do want to be able to engage folks and track that engagement and follow through. Using your technology to be able to do that to drive up sales, drive back re-engagement, or drive in new engagement are invaluable to create that solid customer base.
Acts of kindness—donations, events, giveaways, re-engaging the community, especially after everyone was so hard hit after the last year and a half or so. Remembering that taprooms started as community spaces, and being able to engage that community mindset is invaluable as well. So you’re going to create those loyal customers just by being good humans out in the world. A great example of that that we saw out of the last year was the Black is Beautiful movement. An amazing collaboration that started in Texas with Weathered Souls and really grew into a movement in and of itself. We saw over 1200 breweries engaged nationwide, all 50 states as well as 22 countries! 100% of the proceeds donated to local organizations, and that ranged anywhere from $1,000-5,000 site-dependent, but that really created a centralized community through one beer to do some good in the community, engaging your customer base into also doing some good while drinking some really delicious beer.
What does this all mean? We’ve thrown a lot of pasta at the wall, we’re talking about a lot of different service models, programming, engagement, technology. The industry is adapting, humanity right now is adapting, we’re re-engaging back into social aspects. But how are we doing that to create good experiences for your employees for your guests, as well as driving up your bottom line and hopefully making up for some lost sales in 2020, and making this one of your best years yet.
Some key takeaways here: We’ve got to be consistent and be creative. Those are two opposites, but as long as you know who you are, we can be creative in how you present that. No day is the same, no beer has to be the same, but have that same soul. Service models don’t have to be set in stone. That’s something that I know is really hard for a lot of service industry folks. How we do things, being flexible and malleable within a shift, within an hour, can really create the difference between a solid, amazing guest experience or frustrating for everybody involved.
Tech can help! There are a lot of different acronyms for POS. We want to make it the good one. So choose some technologies, utilize those technologies in different times, even different times of the day, to really help your customer, help your employees out behind the bar, on the floor, as well as engaging your customer base into what they’re ordering, how they’re ordering, and hopefully at the end of the day, ordering more.
Programming engages the community, keeps them coming back. They came for the goat yoga, stayed for the beer. If you haven’t seen goat yoga, that’s a fun YouTube as well. So that’s a side note, but make it fun, make it interesting, make solid products as you do, and engage your customer base as they come in to create those community spaces. That’s really how we want to engage with our local taprooms.
Keep it fresh! That’s not always just attributed to beer, that can be to branding as well, so be creative, keep it fresh, and keep it flowing. I think that’s a good place to break after I talked a lot with everybody!
Andrew: Take a deep breath, Rachel, and take a drink of water or whatever you have in your hand right now. I had so many emotions just listening to you the past while. I was really thirsty with those amazing colorful tap handles you showed me in the beginning, then I got really hungry when you showed me all the Hattie B’s chicken slides. Man, I’m super hungry right now. And then you just dove into the talks and service models, and you taught me so much. That was a ton of great information, I really enjoyed everything you shared today.
Rachel: Cool thanks, Andrew.
Andrew: We do have some questions so I’m ready to throw a match! Now the first one: What’s the most creative program you’ve seen?
Rachel: Oh, man. there’s a lot, especially in Denver. Sometimes hard to keep up with yoga is a real deal, it’s a real thing. I can speak from experience on what we’ve done or what we did when I was with a brewery. We had a beer called Free To Roam as a Pale Ale. We launched it, we were really pumped about it, and we actually did a launch party for Free To Roam that we encouraged and requested folks to come packed for a getaway weekend. We did it on a Friday afternoon, so people could have the weekend, come packed for a fun mountain getaway weekend. We didn’t tell where an AirBnB was going to be, but it was a Very Amazing Race. So we had so much fun and so much engagement and that was a really cool one that I remember from my own experience.
Andrew: No, that is a really creative idea but I can’t get over how I need to experience goat yoga. You’ve said it like five times now, and I think my wife would absolutely love it. I think my two-year-old would love goat yoga!
Rachel: Yeah, I’m a mixed bag 50/50. I don’t know if I’d like it or not.
Andrew: Well, we’ve got another one for you. Now someone commented “This sounds great, but I don’t have the staff. What would you recommend?”
Rachel: Yeah we hear that a lot right now. Staff is a pain point for lots of folks and some folks are busier than ever. Again, lean on that technology to help you in those understaffed moments. Maybe you’re doing a hybrid of to-go’s and QR code ordering. So really have ways that you can utilize the humans that you have in the most efficient way, as well as the technology that you have in the most efficient way to hybrid. Maybe it’s not what you traditionally have done.
Andrew: That’s great insight there, and on to the next. Now, this is one question I’ve seen a lot myself. The question is: How do engagement rewards programs differ from mug clubs?
Rachel: Yeah I mean they’re same, same and different. So loyalty and rewards is more of you’re rewarding folks for spending dollars. So if you can incentivize—and this can change state by state, sometimes states can’t incentivize alcohol and so they have to get creative—but if you can have a point based system where it’s like Southwest. I can turn it in for a flight to the beach, but I can turn those points in for free pints, free merchandise. I say free, but they’re really having the buy-in for that. Mug clubs are going to be more like a subscription base. So maybe I buy in to get that mug and I get a discount on that pour and I get a 20 ounce pour for an 8 ounce price. So that is going to be a little bit more of your very regular customer—they’re buying in up-front, and maybe you have some different programming just for that group. Versus having rewards programs, which can be open to everybody, and rewarding spending. The mug club might be a little bit more of a buy-in from your most loyal customers already.
Andrew: I love all these options because they create a greater stickiness for the customer to the brewery, and who doesn’t love to get motivated for visiting one of your favorite taprooms?
Rachel: Right? Win-win for everybody!
Andrew: I mean, every time you go to goat yoga, you get a beer! I mean, or something like that. Ways to motivate yourself!
Rachel: Exactly, and some chef!
Andrew: Well Rachel, I’ve got another for you. When do you check IDs if an order comes through a QR code?
Rachel: Great question, and we get this a lot, especially because liquor laws vary generally by county. So definitely be up on your local liquor laws and be in compliance with that. The way that we do it at Arryved, I can speak on that, is that when somebody starts a tab with a QR code, that tab will come through to your in-house devices and it’ll be the name on the card they use but it will also have a tag on it that says “Check ID.” So depending on where you are, either you see that come through as “Check ID”, you go engage them, greet them—that’s that human engagement—you’re checking all those IDs before you pour their beers, or you check them before you drop their beer. So it really depends on your local liquor laws and I urge everybody to be tip certified and all of that, but we help you flag those certain customers on their first order and their first engagement with a “Check ID” tag.
Andrew: Isn’t it crazy how much we’re using the term QR codes over the past year? I mean, it was this technology that never caught on, and now we can’t escape it.
Rachel: I mean, at the beginning of lockdown, I was like “I don’t know what a QR code is.” And now I talk about it almost all day every day.
Andrew: Yeah, it was truly one of those things like “This is gonna be the next big thing, this could be the next big thing,” and it took a pandemic. But it may be the next big thing, if it’s not already! Well, to give you one more interesting one. Some of the breweries are experiencing staffing problems, and some breweries are busier than expected. Is there a way to delay QR code ordering or adjust the pacing so that it works with our busy kitchen?
Rachel: I think that’s system specific. We always urge folks when they’re trying something new for the first time to start small. Maybe it’s just your patio that has the ability to QR code order because that’s furthest away from where your servers are generally engaging. Or maybe it’s even just a part of the new standing room only that you have in the parking lot. So really start small, maybe a certain portion of your space, your brewpub, your taproom, whatever that might be, and then grow into that. You can also set messaging based on how busy you are and things like that, and that can be done in real time. Also if it’s getting overwhelming, you can also in real time turn it off and just have those QR codes be menus and not order-takers. So you have some flexibility and control over how and when those QR codes are being utilized. And where!
Andrew: Good information there. Now we’ve had quite a few people throw a variation of this one: Is there a way to test out your tech before deciding if it works for our space?
Rachel: Yeah, I mean, sometimes. So we do on occasion get what we call sandbox mode as a play environment of the service and the reporting piece to prospective clients and partners, and they can play around with the touch buttons. People are very visual and tactile, especially when it comes to order taking and things like that. So it’s not really utilizing it in your space but you can get some hands-on experience before you make that decision.
Andrew: Now, thanks for sharing all that, Rachel. It’s been fun learning from you today. I really look forward to actually meeting face to face.
Rachel: I know! Just a few weeks.
Andrew: Oh my gosh, it’s hard to believe that literally in three weeks I’m gonna be among so many of my closest friends!
Rachel: It’s gonna be very great to be back with everybody again, so I’m excited for it.
Andrew: Absolutely, and I look forward to seeing you there and as always, Arryved is putting out fantastic content. I want to remind everyone the next webinar in our four part series is going to be next Wednesday, 1 PM Mountain Time. We’ll be covering E-commerce: Own Your Online Sales with John Kelly from Craftpeak. John is a great guy. Him and I actually had beers in person just a week and a half ago, so get excited to learn from him. And if you haven’t already, get your camera app on your phone and sign up now. I’m watching all of you put your phones up to your cameras right now and that’s kind of hilarious. But, if you can’t make it, still register to receive the recording, and once again thanks for joining! We look forward to seeing you next week. Cheers!
Rachel: Thanks y’all!